The Relational Leadership Model focuses on the context of leadership rather than the values ​​and ideals of leadership that might apply in a general case. This model emphasizes that most leadership occurs in interpersonal interaction rather than exposure to a large crowd. According to Scholl who conducted a study at the Jr. Labor Research Center, because leadership is constantly evaluated by organizational members, superiors and the public, there are always groups involved in the process instead of be supported by a “formal leader” ( Scholl, 2003, p. 2). He goes on to argue that although leadership assigns value to the individual role, there is never a time when the leader in that specific role exercises an absolute sphere of influence without competing claims (Scholl, 2003, pp.3). The process of exercising this type of leadership is inclusive and ethical because it gives freedom of action to everyone who is part of the organization (Komives, 2007, p.74). Every person is part of the leadership process because simply being a follower of a leader creates a relationship with oneself. This model is not descriptive but rather prescriptive. It indicates how to act and how to lead effectively rather than simply describing an observable process in nature. The components of leadership involved include including the perspectives of others, empowering those involved, being purposeful with one's purpose and aligning others with that purpose, and being ethical with good moral. As part of this model, each component of this model must be part of a process that includes knowing, being and doing (Komives, 2007, p.76). Knowing, being and doing is an interrelated process that influences the thinking and behavior of leaders. Knowing that I...... middle of paper ......e is defined as a conglomeration of ideas and concepts structured in such a way as to attempt to reproduce or illustrate some kind of event. By this definition, the relational leadership model is a model. The relational leadership model is a conglomeration of various concepts that, when structured in a certain way, reflect a particular action/event. However, this is not a satisfactory answer. A model, for all intents and purposes, should have some sort of functional value. Any set of ideas and concepts can be strung together in a crude structure in order to reflect some sort of possible event, but fail to create any substantial value. For a leadership model to be a model, it must actually induce the leadership process. Now the question is whether the relational leadership model works, thus qualifying it as a model?