Leadership is a way of focusing and motivating a group to enable them to achieve their aims.

It also involves being accountable and responsible for the group as a whole. A leader should:

provide continuity and momentum

Be flexible in allowing changes of direction the word leadership can refer to:

Those entities that perform one or more acts of leading. The ability to affect human behavior so as to accomplish a mission. Influencing a group of people to move towards its goal setting or goal achievement. (Stodgily 1950: 3)

Ideally, a leader should be a few steps ahead of their team, but not too far for the team to be able to understand and follow them. Skills Needed Leaders must have a wide range of skills, techniques and strategies. These include:

Planning Communication skills Organization Awareness of the wider environment in which the team operates.[4]

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Different Ideas of Leadership There is a debate about whether leadership should be concentrated in one person or distributed among members of the team. Traditionally, a permanent team leader would be appointed by more senior levels of management or elected by the group. This technique relies on the assumption that one single person has all the strengths required. 1

However, it has been argued that "on the best teams, different individuals provide occasional leadership, taking charge in areas where they have particular strengths. No one is the permanent leader, because that person would then cease to be a peer and the team interaction would begin to break down" [1]. This approach would eliminate the problem of a leader being isolated from his/her group. It must be emphasized, however, that continuity and focus of the group must not be lost. Thus, in our opinion, the best compromise may be to have a permanent leader who is flexible enough not only to delegate responsibility for individual tasks, but also to let others take leadership of the team as required.

According to Bass, these individuals possess: Charisma. This is one of those leadership qualities that is hard to define; like beauty, you know it when you experience it. I remember a quote, about a charismatic individual by the name of Oliver North. One of his men once said about him, "I would follow him to hell since he is the only man I know who could get me back." Vision. This involves the creation of a compelling picture of the future, a desired future state that people identify with. By creating this vision, the leader provides a means for people to develop commitment, a common goal around which to rally, and a way for people to feel successful. Intellectual stimulation. Transformational leaders show new ways of looking at old problems, they challenge the existing boundaries and the mental prisons people put themselves into. Inspiration. To inspire is difficult, requiring as it does a decent understanding of psychology. Our Approach to Transformational Leadership Development

We take a different approach compared to Bass who describes what is. We provide a knowledge base and an approach to transformational leadership development. To become a great transformational leader, one must build on Four Core Strengths. These are: Self-Mastery. Often the greatest barrier to success in not others, not the environment, it is our self. The Transformational Mind-set. Action is supported by a set of beliefs or one has mindless impulses. Influence. Mangers rely on authority, leaders rely on influence. Enough said. Skills Development. Few know how to build a skill, so they waste countless hours in futile effort. One cannot build a skill by reading about it.

Leadership is a process whereby an individual influences a group of individuals to achieve a common goal. (Northouse, 2004) Leadership is the influencing process of leaders and followers to achieve organizational objectives through changes. (Lussier & Achua, 2004) Leadership is the behavior of an individual directing the activities of a group toward a shared goal. (Hemphill & Coons, 1957) Leadership is the influential increment over and above mechanical compliance with the routine directives of the organization (D.Katz & Kahn, 1978) Leadership is the process of influencing the activities of an organized group toward goal achievement (Rauch & Behling, 1984) Leadership is a process of giving purpose (meaningful direction) to collective effort, and causing willing effort to be expended to achieve purpose (Jacobs & Jacques, 1990) Leadership is the ability to step outside the culture to start evolutionary change processes that are more adaptive

The role of leadership in management is largely determined by the organizational culture of the company. It has been argued

that managers' beliefs, values and assumptions are of critical importance to the overall style of leadership that they adopt. There are several different leadership styles that can be identified within each of the following Management techniques. Each technique has its own set of good and not-sogood characteristics, and each uses leadership in a different way. The Autocrat The Laissez-Faire Manager The Democrat References

The Autocrat The autocratic leader dominates team-members, using unilateralism to achieve a singular objective. This approach to leadership generally results in passive resistance from teammembers and requires continual pressure and direction from the leader in order to get things done. Generally, an authoritarian approach is not a good way to get the best performance from a team. There are, however, some instances where an autocratic style of leadership may not be inappropriate. Some situations may call for urgent action, and in these cases an autocratic style of leadership may be best. In addition, most people are familiar with autocratic leadership and therefore have less trouble adopting that style. Furthermore, in some situations, subordinates may actually prefer an autocratic style. Return to top

The Laissez-Faire Manager The Laissez-Faire manager exercises little control over his group, leaving them to sort out their roles and tackle their work, without participating in this process himself. In general, this approach leaves the team floundering with little direction or motivation. 4

Again, there are situations where the Laissez-Faire approach can be effective. The Laissez-Faire technique is usually only appropriate when leading a team of highly motivated and skilled people, who have produced excellent work in the past. Once a leader has established that his team is confident, capable and motivated, it is often best to step back and let them get on with the task, since interfering can generate resentment and detract from their effectiveness. By handing over ownership, a leader can empower his group to achieve their goals. Return to top

The Democrat The democratic leader makes decisions by consulting his team, whilst still maintaining control of the group. The democratic leader allows his team to decide how the task will be tackled and who will perform which task. The democratic leader can be seen in two lights: A good democratic leader encourages participation and delegates wisely, but never loses sight of the fact that he bears the crucial responsibility of leadership. He values group discussion and input from his team and can be seen as drawing from a pool of his team members' strong points in order to obtain the best performance from his team. He motivates his team by empowering them to direct themselves, and guides them with a loose reign. However, the democrat can also be seen as being so unsure of himself and his relationship with his sub-ordinates that everything is a matter for group discussion and decision. Clearly, this type of "leader" is not really leading at all. Following seven techniques were shown to result in inspirational communication: 1. Demonstrate enthusiasmconstantly. Inspiring leaders have an abundance of passion for what they do. You cannot inspire unless youre inspired yourself. Period. Passion is something I cant teach. You either have passion for your message or you dont. Once you discover 5

2.

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your passion, make sure its apparent to everyone within your professional circle. Articulate a compelling course of action. Inspiring leaders craft and deliver a specific, consistent, and memorable vision. A goal such as "we intend to double our sales by this time next year," is not inspiring. Neither is a long, convoluted mission statement destined to be tucked away and forgotten in a desk somewhere. A vision is a short (usually 10 words or less), vivid description of what the world will look like if your product or service succeeds. Sell the benefit. Always remember, its not about you, its about them. In my first class at Northwesterns Medill School of Journalism, I was taught to answer the question, "Why should my readers care?" Thats the same thing you need to ask yourself constantly throughout a presentation, meeting, pitch, or any situation where persuasion takes place. Your listeners are asking themselves, whats in this for me? Answer it. Dont make them guess. Tell more stories. Inspiring leaders tell memorable stories. Few business leaders appreciate the power of stories to connect with their audiences No amount of data can replace that story Stories connect with people on an emotional level. Tell more of them. Invite participation. Inspiring leaders bring employees, customers, and colleagues into the process of building the company or service. This is especially important when trying to motivate young people. The command and control way of managing is over. Instead, todays managers solicit input, listen for feedback, and actively incorporate what they hear. Employees want more than a paycheck. They want to know that their work is adding up to something meaningful. Reinforce an optimistic outlook. Inspiring leaders speak of a better future Extraordinary leaders throughout history have been more optimistic than the average person. Winston Churchill exuded hope and confidence in the darkest days of World War II. Colin Powell said that optimism was the secret behind Ronald Reagans charisma. Powell also said that optimism is a force multiplier, meaning it has a ripple effect throughout an organization. Speak in positive, optimistic language. Be a beacon of hope. Encourage potential. Inspiring leaders praise people and invest in them emotionally. Richard Branson has said that 6

when you praise people they flourish; criticize them and they shrivel up. Praise is the easiest way to connect with people. When people receive genuine praise, their doubt diminishes and their spirits soar. Encourage people and theyll walk through walls for you. No leader accomplishes a vision alone. Inspiration is critical to rally people to make the journey and to commit the time and energy required to bring a vision to pass. These seven techniques present some great ways to inspire and motivate people to greatness. The Transformational Leader Leaders who show strength in all five leadership behaviors are those who are able to transform the commitment levels of those around them. They have deep conviction about goals; determination to execute plans and are prepared to go against conventional wisdom. The Enforcer These are leaders who act in ways characterized by cautious optimism and a drive to make sure specific objectives are achieved. They display strong belief in what they are doing and commitment to stay the course, but tend to limit options and avoid taking action where risk is associated. The Deal Maker These leaders attract followers largely because of their energy and excitement for anything new. They thrive on change and frequently break the mold. In the business world, they often rise to prominence on the back of their reputation for the deals they pull off, but can be bored easily and have little regard for sustaining the performance of their efforts after initial success is achieved. The Administrator These leaders are strategic executors who are clear in what needs to be achieved and ruthlessly follow through. They are autocratic in approach, letting nothing stand in the way of achieving the overall objective, and are likely to prefer detailed and rigorous project plans, constant monitoring and updating, and tight control over resources and people. The Visionary These leaders inspire people to dream of greatness but fail to follow through. They have all the qualities of the transformational leader, including their ability to elevate ambition, but are weak at generating critical mass. The Serial Entrepreneur 7

These leaders are imaginative, but calculating, gamblers. They display huge energy and commitment and sweep people along with them because they make seemingly impossible challenges achievable. They care deeply about their legacy but struggle to articulate the wider context of their decisions in a way that's meaningful to their followers. The Spin Doctor These leaders seem to be everything a leader should be, but their behavior is inconsistent and self-serving - they have underdeveloped conviction. What distinguishes these leaders most is their ability to convincingly argue the case, any case, and justify the change to followers. Leadership has a formal aspect (as in most political or business leadership) or an informal one (as in most friendships). Speaking of "leadership" (the abstract term) rather than of "leading" (the action) usually it implies that the entities doing the leading have some "leadership skills" or competencies. [Edit] Types of leadership styles The bureaucratic leader (Weber, 1905) [1] is very structured and follows the procedures as they have been established. This type of leadership has no space to explore new ways to solve problems and is usually slow paced to ensure adherence to the ladders stated by the company. Leaders ensure that all the steps have been followed prior to sending it to the next level of authority. Universities, hospitals, banks and government usually require this type of leader in their organizations to ensure quality, increase security and decrease corruption. Leaders that try to speed up the process will experience frustration and anxiety. The charismatic leader (Weber, 1905) [1] leads by infusing energy and eagerness into their team members. This type of leader has to be committed to the organization for the long run. If the success of the division or project is attributed to the leader and not the team, charismatic leaders may become a risk for the company by deciding to resign for advanced opportunities. It takes the company time and hard work to gain the employees' confidence back with other type of leadership after they have committed themselves to the magnetism of a charismatic leader.

The autocratic leader (Lewin, Lippitt, & White, 1939)[2] is given the power to make decisions alone, having total authority. This leadership style is good for employees that need close supervision to perform certain tasks. Creative employees and team players resent this type of leadership, since they are unable to enhance processes or decision making, resulting in job dissatisfaction A leader is "a person who influences a group of people towards the achievement of a goal". A mnemonic for this definition would be 3P's - Person, People and Purpose as illustrated by the following diagram. Person is leadership a position of office or authority? Or, is leadership ability in the sense that he is a leader because he leads? We all may know or hear of people who are in positions of leadership but who are not providing leadership. A position of office is no guarantee of leadership but it helps in the sense that a leadership position usually commands a listening ear from its people and that is a good starting point for anyone who desires to be a leader. A leader by its meaning is one who goes first and leads by example, so that others are motivated to follow him. This is a basic requirement. To be a leader, a person must have a deeprooted commitment to the goal that he will strive to achieve it even if nobody follows him! 1. a person who rules, guides, or inspires others; head 2. Brit & Austral the leading editorial in a newspaper Also: (leading article) 3. Music the principal first violinist of an orchestra who acts as the conductor's deputy 4. The person or animal who is leading in a race 5. The best or the most successful of its kind: the company is a world leader in its field 6. The leading horse or dog in a team 7. A strip of blank film or tape at the beginning of a reel 8. Bot any of the long slender shoots that grow from the stem or branch of a tree leader 9

Definition Person or thing that holds a dominant or superior position within its field, and is able to exercise a high degree of control or influence over others. See also leadership. The Top 10 Leadership Qualities By David Hakala on March 19, 2008 Leadership can be defined as one's ability to get others to willingly follow. Every organization needs leaders at every level. Leaders can be found and nurtured if you look for the following character traits. Finding Future Leaders: Develop the Best and Brightest Workers The Definitive Guide to Performance- and Talent-Management Systems How to Set Boundaries for Yourself and Your Employees HR World SMB Payroll Solutions Comparison Guide A leader with vision has a clear, vivid picture of where to go, as well as a firm grasp on what success looks like and how to achieve it. But its not enough to have a vision; leaders must also share it and act upon it. Jack Welch, former chairman and CEO of General Electric Co., said, "Good business leaders create a vision, articulate the vision, passionately own the vision and relentlessly drive it to completion." A leader must be able to communicate his or her vision in terms that cause followers to buy into it. He or she must communicate clearly and passionately, as passion is contagious. A good leader must have the discipline to work toward his or her vision single-mindedly, as well as to direct his or her actions and those of the team toward the goal. Action is the mark of a leader. A leader does not suffer analysis paralysis but is always doing something in pursuit of the vision, inspiring others to do the same. Integrity is the integration of outward actions and inner values. A person of integrity is the same on the outside and on the inside. Such an individual can be trusted because he or she

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never veers from inner values, even when it might be expeditious to do so. A leader must have the trust of followers and therefore must display integrity. Honest dealings, predictable reactions, well-controlled emotions, and an absence of tantrums and harsh outbursts are all signs of integrity. A leader who is centered in integrity will be more approachable by followers. Dedication means spending whatever time or energy is necessary to accomplish the task at hand. A leader inspires dedication by example, doing whatever it takes to complete the next step toward the vision. By setting an excellent example, leaders can show followers that there are no nine-tofive jobs on the team, only opportunities to achieve something great. Magnanimity means giving credit where it is due. A magnanimous leader ensures that credit for successes is spread as widely as possible throughout the company. Conversely, a good leader takes personal responsibility for failures. This sort of reverse magnanimity helps other people feel good about themselves and draws the team closer together. To spread the fame and take the blame is a hallmark of effective leadership. Leaders with humility recognize that they are no better or worse than other members of the team. A humble leader is not self-effacing but rather tries to elevate everyone. Leaders with humility also understand that their status does not make them a god. Mahatma Gandhi is a role model for Indian leaders, and he pursued a follower-centric leadership role. Openness means being able to listen to new ideas, even if they do not conform to the usual way of thinking. Good leaders are able to suspend judgment while listening to others ideas, as well as accept new ways of doing things that someone else thought of. Openness builds mutual respect and trust between leaders and followers, and it also keeps the team well supplied with new ideas that can further its vision. Creativity is the ability to think differently, to get outside of the box that constrains solutions. Creativity gives leaders the ability to see things that others have not seen and thus lead followers in new directions. The most important question that a leader can ask is, What if ? Possibly the worst thing a 11

leader can say is, I know this is a dumb question ... Fairness means dealing with others consistently and justly. A leader must check all the facts and hear everyone out before passing judgment. He or she must avoid leaping to conclusions based on incomplete evidence. When people feel they that are being treated fairly, they reward a leader with loyalty and dedication. Assertiveness is not the same as aggressiveness. Rather, it is the ability to clearly state what one expects so that there will be no misunderstandings. A leader must be assertive to get the desired results. Along with assertiveness comes the responsibility to clearly understand what followers expect from their leader. Many leaders have difficulty striking the right amount of assertiveness, according to a study in the February 2007 issue of the Journal of Personality and Social Psychology, published by the APA (American Psychological Association). It seems that being under assertive or overassertive may be the most common weakness among aspiring leaders. A sense of humor is vital to relieve tension and boredom, as well as to defuse hostility. Effective leaders know how to use humor to energize followers. Humor is a form of power that provides some control over the work environment. And simply put, humor fosters good camaraderie. Intrinsic traits such as intelligence, good looks, height and so on are not necessary to become a leader. Anyone can cultivate the proper leadership traits It goes without saying that good leadership is crucial to any successful business. But, what makes a good leader and how can someone develop himself or herself into a good leader if they are not one to begin with? The answer is that there are many factors that contribute to good leadership. And, whether someone is naturally a good leader or not, anyone can become a good leader. GET TALKING One of those factors of good leadership is communication. Communication is one of the most key elements of leadership. Good communication skills need to be learned to effectively become a good leader or manager. When communication 12

occurs, as a leader, you will be able to accurately convey your ideas and thoughts to those that work for you. In fact, simply being able to convey these things in the first place, much less accurately, puts you in the right direction for leadership. If employees have no idea what is on your mind, your leadership is going to falter. Employees are not typically mind readers. If there is a problem a certain employee is experiencing, good communication can filter the problem out. You, as a leader, can dissect the problem and offer solutions in various ways. Ideas that are given to employees work both ways, as well. Employees can give helpful feedback and generate new ideas to you that help the company as well, when good communication is present. GET THINGS MOVING Motivation is another variable that plays into good leadership. Employees tend to stagnate when motivation decreasesand it will decrease, without proper motivation. Many leaders try to motivate the old-fashioned waythrough fear. (Do what I say or something bad will happen) This is not advisable, since it tends to only deliver short-term results and cause even less competent work in the long run, due to resentment resulting from the fear tactics. Instead, try adding challenges for employees. A fresh challenge always adds excitement and spawns creativity. Challenge your employees with tasks that may be slightly out of their range and let them at it! This increases motivation. If they run into a snag, guide them towards a solution but dont offer the actual solution outright. Coach them into discovering the solution themselves. Once they have, their self-esteem will rise, thereby raising their motivation level. TWO HEADS ARE BETTER THAN ONE Teamwork is always something to consider when striving becoming a good leader. This means not only teaching your employees to work together but to become part of the team yourself. Use others potential. Many times, employees potential is wasted. A good leader recognizes that his or her employees 13

are more than just employees, they are people too. These people have lives outside of work where they have to make decisions on a daily basis, from how to deal with house payments, to car bills, to raising children, to uncountable tasks in everyday lives. Yet, at work, their decision making skills are not trusted enough to choose what type of toner needs to be ordered for a set of printers. The point here is that employees need to be trusted to do more. A good leader doesnt manage every single detail. Use others potential to your benefit. You will find that you have become a better leader for it What makes a good leader? Visionary. Good leaders create a vision, a picture of the future, of where they want to take their organizations. Leaders can improve both the quality and acceptance of the vision by partnering with their peers, executive team, and key employees throughout the organization or outside consultants. To get the best vision you need lots of ideas, and people support what they help to create. Inspirational. Once a vision is established, great leaders can inspire everyone in the company to get onboard. Employees in great organizations are passionate about what they do. This inspiration extends to customers, investors, suppliers, boards of directors and all other stakeholders. This doesn't mean good leaders have to be charismatic or great public speakers, though some are. Leaders may inspire by example or in low-key ways. Every word and action demonstrates their passion for the vision. Strategic. Strategic leaders are clear and directly face the strengths and weaknesses of their own organizations, as well as their external opportunities and threats. They think in terms of leverage, fishing where the big fish are and partnering to gain market advantage. While interested in one sale, they would rather create pipelines and strategic alliances that generate thousands, or hundreds of thousands, of sales.

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Tactical. Wired like businesspeople, good leaders are bottom-line oriented and extraordinarily committed to results. They thrive on facts, figures, numbers and data. They're interested in ROI, ROE and EBIDTA. If not numbers-oriented themselves, they surround themselves with strong financial talent. Focused. Once vision and mission (a brief, clear statement of the reasons for an organization's existence) are established, good leaders achieve what they set out to do before launching new initiatives. By contrast, poor leaders may have dozens of conflicting programs and priorities. Leaders with 20 priorities essentially have no priorities. Persuasive. Not necessarily salespeople, good leaders can bring others to their point of view using logic, reason, emotion and the force of their personalities. They motivate by persuasion rather than intimidation. The key here is the leader speaking from his or her heart. Likeable. Good leaders are people-centric. They may be scientists, engineers or technical experts by background, but they recognize interpersonal skills are paramount. They display high degrees of emotional intelligence, and thrive on finesse and likeability. They want to be liked -- and they are. Again, the key is what's inside the leader. Likeability comes from the inside out. Decisive. Sometimes shooting from the hip, good leaders can make decisions quickly -- often with incomplete data. As Theodore Roosevelt said, "In any moment of decision, the best thing you can do is the right thing, the next best thing is the wrong thing, and the worst thing you can do is nothing." Rarely is a leader able to get 100 percent of the information needed for a decision. Typically it is "60 percent and go" or "80 percent and go." Ethical. Good leaders are direct and straightforward. They set clear performance expectations and hold people accountable. This 15

requires being direct and truthful, which can be difficult but -more often than not -- is natural for the principle-based leader. Good leaders know it's hard to beat the truth. Open to feedback. Good leaders are open and dedicated to lifelong learning. They seek feedback about their performance through direct conversations and objective tools such as 360-degree reviews. Seeking continuous improvement in their companies, they also seek it for themselves.

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You are a Leader when others follow you because they want to, not because they have to. I. Leaders are trusted Leaders are effective not because they carry out the best practices competently, or have the best processes, or make a lot of phone calls. Customers will do business with people they like. They like people they can trust, and they trust people who show concern and competence. Employees will work well if they feel heard, if they clearly know what is required of them and if they feel that you understand that they are people too, and make decisions on a daily basis outside of work which affect them and their family. II. Leaders listen Listening skills are not hereditary, they are acquired. Most skills are acquired in early childhood and if children do not feel that adults are listening then it is very likely they will not listen as adults. Most people (75% according to some studies) do not listen well. People are motivated by leaders listening to them. People are more likely to follow an example than advice, so create better listeners by being a better listener. Everybody knows something that you dont, and if you listen you will find out ideas that people have for bettering the organization. III. Leaders do not judge if you criticize someones idea they will almost certainly never use yours. Two heads are better than one and effective teamwork should always be considered an option. This means not only teaching others to work together and use each others ideas, but for you to become part of the process. IV. Leaders delegate Employees potential is often wasted. A good leader does not manage every single detail. A good leader recognizes that everyone has skills outside the immediate environment, and trusts employees to use those skills 17

wisely. V. Leaders motivate Employees tend to stagnate when motivation decreases. Motivation is not the old fashioned Do as I say or something bad will happen this is fear. That may have short term results but it is not effective longer term. Instead, challenge your employees, it initiates excitement and creativity. Set targets that may be slightly out of their range of achievement, and see what results. Then guide them towards the solution but dont give it. Coach them into discovering it themselves and their self esteem will raise, together with better results for you. VI. Leaders understand people People in general do not change much. Look at your employees as they are now. Manage for their current abilities, not for the abilities of one outstanding individual. That individual will find his own way up. By constant observation look at what is required to do the job and become adept at interviewing and hiring. VII. Leaders learn Leaders look at themselves and their actions to see if they could have done better, and remember to do it better next time. Leaders educate themselves by searching for information, reading about leadership, talking to other leaders, trading ideas and experiences, and remembering that change is constant. They keep up with all the trends in management, technical, industry and people issues. When their business has grown to employing 5-15 staff, they need to change from a manager of things to a manager of people, and from a technical expert to a strategic thinker. VIII. Leaders plan ahead it is not enough to come to work to just do your job, and leave at the end of the day and move on. That is what employees do, that is their contract. Leaders think about 18

what happens next, what if and have the answers and a plan of action ready. They are constantly thinking ahead, writing down ideas for improvement, and working out ways where the day to day processes work smoothly to give them more time. IX. Leaders set goals for themselves Leaders invest time and money if necessary in personal development. Think where you or your business wants to be in 3-5 years time. Write down those goals, and write down what needs to be done to achieve each one. The goals may be financial, personal or hobby related. Map out a plan for your life and if possible put timelines on each objective. Review the plan regularly to gauge results, and modify as required as circumstances change. Seek the support of those close to you who are affected, to gain their buy in, and keep them informed of how you are going against your goals. What Makes A Good Leader? Leadership development is a critical issue to all businesses today. Find your best leaders and nurture their potential. A good leader is someone who is successful in getting people to follow them to achieve or exceed a common or shared goal. All good leaders possess the same or similar traits and behaviors, such as passion, authenticity and a grand vision, to name a few. Now, possessing these traits or behaviors doesn't guarantee success - but they do go a long way towards making success more inevitable. There are some people who think many of these leadership traits are inborn, and that may be the case in certain instances. Yet, we know that leadership behaviors can be acquired by practicing and retrospectively evaluating the outcomes of each exposure to leadership situations

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