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I )Leadership

A) About Leadership

Leaders impact our daily lives and futures. In good times and bad ,there is always a
need for strong leadership. The success of a business or an industry is determined by
the leaders it chooses or inherits. How does someone earn the designation of being a
great leader? History and current experiences provide guidance on how one might
develop the abilities demonstrated by respected leaders. This case study examines the
characteristics of and need for leaders in business , health, politics, education, sports
and communities.

It is very true that I have said that I considered Napoleons presence in the field
equal to forty thousand men in the balance. Duke of Wellington
One bad general does better than two good ones. Napoleon





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B) Introduction on Leadership

During the early nineteenth century, Wellingtons and
Napoleons observations made sense. With the onset of battle, communications
became muddled, artillery was immobilized, and a commanders ability to control his
forces was limited. Consequently, the leadership of a single general could prove
decisive in battle by maintaining clarity of command and control. We are now at a
totally different stage of warfare. This not to say that the fog of war has completely
lifted, but visibility and synchronized actions, and the speed, precision, and lethality of
response is beyond comparison to anything that has preceded it. The battlefield success
of the doctrine and technology of Network Centric Warfare was not based upon a
single brilliant plan, or a single individual or group, but rather was a property of the
network, both technologically and organizationally. As Operation Iraqi Freedom so
vividly illustrated , battle plans can now be changed very rapidly, affecting all aspects
of operationsstrategy, tactics, logistics and PSYOPs, operations, kinetics, and all
types of forces.
The competencies that make NCW a success are network
properties; they are no longer solely the province of charismatic leaders or chance, but
the result of diverse competencies and a new understanding of the role and growth of
network leadership, and how it is learned and rewarded.




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C) Leadership Theory

A review of the leadership literature reveals an evolving series of 'schools of thought'
from Great Manand Trait theories to Transformational leadership (see table).
Whilst early theories tend to focus upon the characteristics and behaviours of
successful leaders, later theories begin to consider the role of followers and the
contextual nature of leadership.

Great Man Theories
Based on the belief that leaders are exceptional people, born with innate qualities,
destined to lead. The use of the term 'man' was intentional since until the latter part of
the twentieth century leadership was thought of as a concept which is primarily male,
military and Western. This led to the next school of Trait Theories

Trait Theories
The lists of traits or qualities associated with leadership exist in abundance and
continue to be produced. They draw on virtually all the adjectives in the dictionary
which describe some positive or virtuous human attribute, from ambition to zest for
life

BehaviouristTheories
These concentrate on what leaders actually do rather than on their qualities.Different
patterns of behaviour are observed and categorised as 'styles of leadership'. This area
has probably attracted most attention from practicing managers

Situational Leadership
This approach sees leadership as specific to the situation in which it is being exercised.
For example, whilst some situations may require an autocratic style, others may need a
more participative approach. It also proposes that there may be differences in
required leadership styles at different levels in the same organisation






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Contingency Theory
This is a refinement of the situational viewpoint and focuses on identifying the
situational variables which best predict the most appropriate or effective leadership
style to fit the particular circumstances

Transactional Theory
This approach emphasises the importance of the relationship between leaderand
followers, focusing on the mutual benefits derived from a form of 'contract' through
which the leader delivers such things as rewards or recognition in return for the
commitment or loyalty of the followers

Transformational Theory
The central concept here is change and the role of leadership in envisioning and
implementing the transformation of organisational performance

Each of these theories takes a rather individualistic perspective of the leader,
although a school ofthought gaining increasing recognition is that of dispersed
leadership. This approach, with its foundations in sociology, psychology and politics
rather than management science, views leadershipas a process that is diffuse
throughout an organisation rather than lying solely with the formally designated
leader. The emphasis thus shifts from developing leaders to developing leaderful
organisations with a collective responsibility for leadership.
In the current section we will focus primarily on the more traditional,
individualistic views of the leader as we feel these have greatest relevance to the
development of management and leadership standards.















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D) Effects of Leadership


Two of the biggest challenges faced by todays business leaders are
navigating their companies through a constantly changing competitive landscape while
preparing their next generation of leaders to thrive in uncertainty.

The Leadership Effect offers customized programs and consulting
designed to facilitate for these leadership challenges. We work with clients in two
primary areas: Organization Development and Leadership Development. Our focus
on organization development includes helping organizations map their strategic
future and create actionable plans to accomplish their goals, helping teams come
togetheraround their goals and maximize their effectiveness, helping an organization
listen to its people to create deep alignment around the mission, and help focus
and manage the performance of its people.

Our focus on leadership development includes assessing leaders and
individuals for both selection and development, coaching leaders to maximize their
strengths and improve their effectiveness, helping organizations implement mentoring
programs that deliver real value, and teach leaders proven best practices through
interactive and engaging workshops and seminars.






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E) Four Factors of Leadership


L eader
You must have an honest understanding of who you are, what you know, and what you
can do. Also, note that it is the followers, not the leader or someone else who
determines if the leader is successful. If they do not trust or lack confidence in their
leader, then they will be uninspired. To be successful you have to convince your
followers, not yourself or your superiors, that you are worthy of being followed.

F ol l ower s
Different people require different styles of leadership. For example, a new hire
requires more supervision than an experienced employee. A person who lacks
motivation requires a different approach than one with a high degree of motivation.
You must know your people! The fundamental starting point is having a good
understanding of human nature, such as needs, emotions, and motivation. You must
come to know your employees' be, know, and doattributes.

C ommuni cat i on
You lead through two-way communication. Much of it is nonverbal. For instance,
when you set the example, that communicates to your people that you would not ask
them to perform anything that you would not be willing to do. What and how you
communicate either builds or harms the relationship between you and your employees.
Si t uat i on
All situations are different. What you do in one situation will not always work in
another. You must use your judgment to decide the best course of action and the
leadership style needed for each situation. For example, you may need to confront an
employee for inappropriate behavior, but if the confrontation is too late or too early,
too harsh or too weak, then the results may prove ineffective.




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Also note that the situation normally has a greater effect on a leader's action than his or
her traits. This is because while traits may have an impressive stability over a period of
time, they have little consistency across situations (Mischel, 1968). This is why a
number of leadership scholars think the Process Theory of Leadership is a more
accurate than the Trait Theory of Leadership.
Various forces will affect these four factors. Examples of forces are your relationship
with your seniors, the skill of your followers, the informal leaders within your
organization, and how your organization is organized.





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F) Definition of Trait Leadership


The meaning of a message is the change which it produces in the image.
Kenneth Boulding in The Image: Knowledge in Life and Society

Before we get started, lets define leadership. Leadership is a process by which a person
influences others to accomplish an objective and directs the organization in a way that
makes it more cohesive and coherent. This definition is similar to Northouse's (2007,
p3) definition Leadership is a process whereby an individual influences a group of
individuals to achieve a common goal.
Leaders carry out this process by applying their leadership knowledge and skills. This
is called Process Leadership However, we know that we have traits that can influence
our actions. This is called Trait Leadership in that it was once common to believe that
leaders were born rather than made. These two leadership types are shown in the chart
below




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G )Leader are Born But Not Made
Whether or not we like it, leaders are born, not made. Although our culture would like
to believe that there is a kernel of leadership in everyone, Im just not convinced.
While there might be a bit of leader deep inside everyone, that does not make them a
leader. People become leaders when they step forward and when they are accepted as
leader by their followers. So lets break this process down.
In order to step forward, an individual needs to have the desire and drive to lead.
Research suggests that these factors are personality traits, long-lived and durable. In
order to be accepted by followers, a prospective leader needs to be perceived as a
leader by the followers. Traits such as intelligence, physical attractiveness and
extraversion are traits that followers look for in a leader. You havent seen a fat
President of the United States in the past 50 years (Bill Clinton was as close as it gets).
Nope. U.S. presidents tend to be tall, pleasantly attractive, thin men. Not movie stars,
but pretty damned good-looking. Generally we want our leaders to be smarter than
ourselves. (George W. Bush appears to be an exception to this rule).
As much as we would like to believe that everyone can be a leader, the fact of the
matter is that, fair or not, followers want a certain type of leader. And like it or not,
not all of us have the intelligence, drive or desire to lead.
But all is not lost. We need followers as well as leaders. What we all do have,
however, is the ability to influence, to use acquired power to achieve organizational
goals and objectives. Perhaps our desire for small l leaders that is, leaders who dont
lead from formal positions of power, but those who lead from influence and ability
within a team, is driven by our need for more effective, engaged people, not by our
need of leaders.




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II ) Importance of Leadership ?


A) Role Of Leadership ?

Although your position as a manager, supervisor, lead, etc. gives you the authority to
accomplish certain tasks and objectives in the organization (called Assigned
Leadership), this power does not make you a leader, it simply makes you the boss .
Leadership differs in that it makes the followers want to achieve high goals
(calledEmergent Leadership), rather than simply bossing people around .Thus you
get Assigned Leadershipby your position and you display Emergent Leadership by
influencing people to do great things.









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B) Bass Theory of Leadership


Bass' theory of leadership states that there are three basic ways to explain how people
become leaders (Stogdill, 1989; Bass, 1990). The first two explain the leadership
development for a small number of people. These theories are:

o Some personality traits may lead people naturally into leadership roles. This is
the Trait Theory.

o A crisis or important event may cause a person to rise to the occasion, which
brings out extraordinary leadership qualities in an ordinary person. This is the
Great Events Theory.

o People can choose to become leaders. People can learn leadership skills. This is
the Transformational or Process Leadership Theory. It is the most widely
accepted theory today and the premise on which this guide is based.

















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C) Total Leadership

What makes a person want to follow a leader? People want to be guided by those they
respect and who have a clear sense of direction. To gain respect, they must be ethical.
A sense of direction is achieved by conveying a strong vision of the future.
When a person is deciding if she respects you as a leader, she does not think about
your attributes, rather, she observes what you do so that she can know who you
really are. She uses this observation to tell if you are an honorable and trusted leader or
a self-serving person who misuses authority to look good and get promoted. Self-
serving leaders are not as effective because their employees only obey them, not
follow them. They succeed in many areas because they present a good image to their
seniors at the expense of their workers.
Be Know Do

The basis of good leadership is honorable character and selfless service to your
organization. In your employees' eyes, your leadership is everything you do that effects
the organization's objectives and their well-being. Respected leaders concentrate on

o what they are [be] (such as beliefs and character)
o what they know (such as job, tasks, and human nature)
o what they do (such as implementing, motivating, and providing direction).

What makes a person want to follow a leader? People want to be guided by those they
respect and who have a clear sense of direction. To gain respect, they must be ethical.
A sense of direction is achieved by conveying a strong vision of the future.











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D) Keys To Effective Leadership


According to a study by the Hay Group, a global management
consultancy, there are 75 key components of employee satisfaction (Lamb, McKee,
2004). They found that:

o Trust and confidence in top leadership was the single most reliable predictor of
employee satisfaction in an organization.

o Effective communication by leadership in three critical areas was the key to
winning organizational trust and confidence:


1. Helping employees understand the company's overall business strategy.
2. Helping employees understand how they contribute to achieving key business
objectives.
3. Sharing information with employees on both how the company is doing and how an
employee's own division is doing relative to strategic business objectives.


So in a nutshell you must be trustworthy and you have to be able
to communicate a vision of where the organization needs to go. The next
section, Principles of Leadership, ties in closely with this key concept.













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E) Qualities of Leadership

1. Know yourself and seek self-improvement - In order to know yourself, you
have to understand your be, know, and do, attributes. Seeking self-improvement
means continually strengthening your attributes. This can be accomplished
through self-study, formal classes, reflection, and interacting with others.
2. Be technically proficient - As a leader, you must know your job and have a
solid familiarity with your employees' tasks.
3. Seek responsibility and take responsibility for your actions - Search for
ways to guide your organization to new heights. And when things go wrong,
they always do sooner or later do not blame others. Analyze the situation,
take corrective action, and move on to the next challenge.
4. Make sound and timely decisions - Use good problem solving, decision
making, and planning tools.
5. Set the example - Be a good role model for your employees. They must not
only hear what they are expected to do, but also see. We must become the
change we want to see - Mahatma Gandhi
6. Know your people and look out for their well-being - Know human nature
and the importance of sincerely caring for your workers.
7. Keep your workers informed - Know how to communicate with not only
them, but also seniors and other key people.
8. Develop a sense of responsibility in your workers - Help to develop good
character traits that will help them carry out their professional responsibilities.
9. Ensure that tasks are understood, supervised, and accomplished -
Communication is the key to this responsibility.
10. Train as a team - Although many so called leaders call their organization,
department, section, etc. a team; they are not really teams...they are just a group
of people doing their jobs






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F) Types of Leadership

Different types of leaders are discussed below.

Type 1. Autocratic Style
Autocratic type of leader is called an Autocrat. He does not
consult his subordinates (followers). He takes all the decisions by himself. He also
takes full responsibility for his decisions. The subordinates must obey him without
asking any questions.


Type 2. Consultative Style
Consultative type of leader has an open mind. He encourages
his subordinates to give their suggestions and comments. If these suggestions and
comments are good, then he will accept them. So this leader consults his subordinates
before taking a decision. However, the final decision is taken by the leader. Therefore,
he takes full responsibility for his decision.


Type 3. Participative Style
Participative type of leader encourages his subordinates to take
part indecision making. The final decision is not taken by the leader himself. It is taken
by the group (team), i.e. by the leader and his subordinates. The leader gives his
subordinates full scope for using their talents. He is loyal to them. Therefore, they are
loyal to him. They obey his orders willingly. They have a genuine (real) respect for
him.





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Type 4. Laissez-Faire Style
Laissez-Faire style of leader is passive. He only acts as a
contact man. He provides information and resources to his subordinates. He believes
that the subordinates will work best if they are left alone. Therefore, he gives them
complete freedom to take their own decisions. He allows them to plan and organise
their own work. He allows them to set their own goals and to solve problems on their
own.


Type 5. Bureaucratic Leader
Bureaucratic leader follows all the rules and formalities of
the organisation. He does not believe in new ideas. He wants his subordinates to follow
all his orders. This leadership style result in red tapism and unwanted paper work.


Type 6. Neurocratic Leader
Neurocratic leader is highly a task oriented one. He wants to get
the work done at any cost. He gets very upset if there is any failure. He is very
emotional, sensitive and eccentric. He does not consult his subordinates in decision
making. He takes his own decisions.


Type 7. Paternalistic Style
Paternalistic style of a leader creates a family atmosphere in the
organisation. He acts just like a parent of his subordinates. He advises, guides and
helps his subordinates with their personal problems. This style of leadership will be
successful in a small organisation having a very few employees and only one leader.









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Type 8. Sociocratic Style
The sociocratic leader tries to run the organisation just like a
Social Club. He gives less importance to production and more importance to
friendship. That is, he tries to keep his subordinates very happy. So, he creates a warm
and good social environment.


Type 9. Situational Style
Situational type of leader uses different styles in different
situations. That is, he changes his style according to the situation. Sometimes he will
be autocratic, or consultative, or participative, etc. Now-a-days, most managers use
this style of leadership.













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G) Culture & Climate


There are two distinct forces that dictate how to act within an
organization: culture and climate.
Each organization has its own distinctive culture. It is a combination of
the founders, past leadership, current leadership, crises, events, history, and size
(Newstrom, Davis, 1993). This results in rites: the routines, rituals, and the way we
do things. These rites impact individual behavior on what it takes to be in good
standing (the norm) and directs the appropriate behavior for each circumstance.
The climate is the feel of the organization, the individual and shared
perceptions and attitudes of the organization's members (Ivancevich, Konopaske,
Matteson, 2007). While the culture is the deeply rooted nature of the organization that
is a result of long-held formal and informal systems, rules, traditions, and customs;
climate is a short-term phenomenon created by the current leadership. Climate
represents the beliefs about the feel of the organization by its members. This
individual perception of the feel of the organization comes from what the people
believe about the activities that occur in the organization. These activities influence
both individual and team motivation and satisfaction, such as:
How well does the leader clarify the priorities and goals of the organization?
What is expected of us?
What is the system of recognition, rewards, and punishments in the
organization?
How competent are the leaders?
Are leaders free to make decisions?
What will happen if I make a mistake?







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Organizational climate is directly related to the leadership and
management style of the leader, based on the values, attributes, skills, and actions, as
well as the priorities of the leader. Compare this to ethical climate the feel of the
organization about the activities that have ethical content or those aspects of the work
environment that constitute ethical behavior. The ethical climate is the feel about
whether we do things right; or the feel of whether we behave the way we ought to
behave. The behavior (character) of the leader is the most important factor that impacts
the climate.
On the other hand, culture is a long-term, complex phenomenon.
Culture represents the shared expectations and self-image of the organization. The
mature values that create tradition or the way we do things here. Things are done
differently in every organization. The collective vision and common folklore that
define the institution are a reflection of culture. Individual leaders, cannot easily create
or change culture because culture is a part of the organization. Culture influences the
characteristics of the climate by its effect on the actions and thought processes of the
leader. But, everything you do as a leader will affect the climate of the organization.














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H ) The Role of Great Leadership

The road to great leadership that is common to successful leaders:
o Challenge the process - First, find a process that you believe needs to be
improved the most.
o Inspire a shared vision - Next, share your vision in words that can be
understood by your followers.
o Enable others to act - Give them the tools and methods to solve the problem.
o Model the way - When the process gets tough, get your hands dirty. A boss
tells others what to do, a leader shows that it can be done.
o Encourage the heart - Share the glory with your followers' hearts, while
keeping the pains within your own.





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III ) Leadership Skills


A ) Early Leadership

Leadership among Greek warriors was based upon a first among equals principle.
Such leadership was a product of a culture of equality and mutual accountability. In a
very tangible sense, cultures are networks of social relationships. Military cultures,
especially in battlefield situations, have highly articulated roles and codes of conduct
and mutual accountability. Although an individual may gain prominence and status
apart from a group, it is often not the result of individual achievement, but how the
individual exemplifies certain traits that represent the best traits of that group, such as
sacrifice, decisiveness, courage, initiative, and prowess. In fact, to attribute successes
to the individual that derive from the group undermines a core principle of true
leadership: the group comes before the individual. In the following stanzas taken from
Alfred Lord Tennysons ode to Wellington, many of the qualities that continue to
make leaders greatare captured:









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Mourn for the man of amplest influence,
Yet clearest of ambitious crime,
Our greatest yet with least pretence,
Great in council and great in war,
Foremost captain of his time,
Rich in saving common-sense,
And, as the greatest only are,
In his simplicity sublime
Who never sold the truth to serve the hour,
Nor palterd with Eternal God for power;
Who let the turbid streams of rumor flow
Thro either babbling world of high and low;
Whose life was work, whose language rife
With rugged maxims hewn from life;
Who never spoke against a foe;
Whose eighty winters freeze with one rebuke
All great self-seekers trampling on the right.
Truth-teller was our Englands Alfred named;
Truth-lover was our English Duke;
Whatever record leap to light
He never shall be shamed












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B ) Why Become A Leader

There 20 ways to become a leader:-
1. TAKE CHARGE
Become the sculptor of your own career and life not the sculpture. Leaders are
authentic the authors of their own lives. Take responsibility for your professional
development. No one has a greater investment in your success and satisfaction than
you. Especially as a woman, you cannot depend upon the traditional management
structure of your organization to put you on the path to achievement. It's up to you to
direct and protect your career and to develop your own potential. You cannot afford to
be passive or to accept roles assigned to you. Know what you want and why and be
prepared to take action to make it happen.
2. KNOW YOUR STRENGTHS
Work is most meaningful and satisfying when it gives us an opportunity to use our
strengths. Leadership is fundamentally about character. Knowing your character
strengths enables you to find ways to select work environments and work assignments
that allow you to express and develop them. For example, if one of your greatest
strengths is loyalty and teamwork, you'll be most effective and satisfied working as a
member of a team. If fairness is among your greatest strengths, you'll be frustrated and
dissatisfied without an opportunity to work on issues of justice. If you're someone who
loves to learn, you'll feel bored and frustrated unless you find ways to master new
skills and bodies of knowledge.
3. CREATE YOUR VISION
Leaders are vision directed. A leader creates a compelling vision, is committed to this
vision, and inspires others to action by aligning their goals with this vision.Start
developing this leadership competence by creating your own personal vision. Your
vision statement is a picture of the future to which you can commit. It expresses your
values, the contribution you want to make, and the way you want to live your
life.Without a clear vision, it's easy to be led by the expectations of others. As a
professional coach, I can attest to the unhappiness of lawyers who've allowed the
demands and approval of others to become their compass. It is heartbreaking to look
back on your life with regret.Your vision statement is your own personal "why."
Knowing what you're working toward allows you to plan your professional
development as well as to be resilient in the face of obstacles.



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4. CHOOSE A WORKPLACE WITH COMPATIBLE VALUES
One of the biggest mistakes many attorneys make is to accept a position in an
organization with values contrary to their own. This situation leads to misery at worst,
and job change at best.Furthermore, you are much less likely to achieve a position of
leadership in an organization with values at odds with your own ethics than you would
in an environment that echoed your principles.
5. ESTABLISH YOUR OWN PERSONAL ADVISORY BOARD
Although the legal profession puts a premium on self-reliance, everyone needs
guidance, role models and support. Old-style mentoring rarely exists in the 21st
century legal workplace. Even if you have an assigned mentor, such "arranged
marriages" rarely meet your most important professional development needs. It's
especially difficult for women and attorneys of color to find mentors who identify with
them or to whom they can look for time-tested strategies that apply to their unique
challenges.




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In order to construct an effective personal board of directors you need to assess your
learning needs. Identify the skills you need to acquire or improve in order to achieve
the career goals you've set for the next year or two. Having identified your knowledge
needs, you'll be ready to identify potential advisors. You can get recommendations
from others. At the same time, observe people you'd like to emulate or those who have
some special expertise in the areas in which you're interested. Look both within as well
as outside your current work setting.
The people on your board will change as your learning needs change. Here are a few
important tips for developing your advisory board:
Select people whom you trust.
Keep in mind that the alliances you form with your advisors are substantive,
strategically important, and meaningful relationships.
Clarify each person's expectations for the relationship. Negotiate how long you expect
the relationship to proceed in this form.
Understand what you mentor needs in order for the relationship to be mutually
rewarding. For some advisors, helping another attorney succeed is sufficient. Others
might feel rewarded by your offers to assist them in their own work.
6. FIND A CHAMPION
It's essential to have someone who will be your champion in the organization. Most
likely, this will be someone with whom you practice. The more value you add to the
practice of a senior lawyer in your practice group, the more he or she will be invested
in retaining you. People who like you, as well as your work, are more likely to be in
your corner. It's also necessary that this person be in a secure position in the
organization; someone in a tenuous spot is unlikely to feel able to go out on a limb for
you.
7. WORK TOWARD EXCELLENCE IN YOUR PRACTICE
Excellent work performance is a necessary, although not sufficient condition for
leadership. Stay on top of your professional development. Don't wait for your firm or
organization to offer a seminar in the skills you want to learn seek out your own
training opportunities.Keep in mind the difference between excellence and perfection.
Maintaining high standards for your work reflects positive striving. On the other hand,
being harshly self-critical for the smallest error will undermine your success.
Perfectionism easily leads to micro-management and harsh criticism of others, neither
of which are effective leadership behaviors.
It's difficult to strive for excellence unless you're doing what you love. People who are
committed to what they do who are strongly interested in their work are resilient in
the face of challenges. Enthusiasm and passion motivate hard work. Genuine interest
sustains focused attention.



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8. TAKE INITIATIVE
Whatever you're trying to accomplish, you need to take control of your own destiny
and act on your own convictions. To become a leader, you must first learn to lead
yourself. Initiative is a fundamental leadership competence. Choose your work don't
let it choose you. Seek out work you like or from which you can learn. If the work you
really want isn't coming your way, make a plan to find it. Forge alliances with people
both within and outside your organization who can help you work with the kinds of
matters and clients you prefer.Avoid the "tyranny of the in-basket." You need to
actively work on your career, not just on your work. Develop a career plan. Identify
specific, measurable goals and routes for accomplishing them. Go beyond adapting to
whatever comes your way. Proactively select and influence the situation in which you
work rather than merely reacting to situations created by others. Work to change
yourself and your circumstances for the better.Leaders create a vision, set goals that
embody the vision, inspire action to accomplish the vision, and develop strategic plans
which lead to their goals. Start on your path to leadership by leading yourself.

9. TAKE RISKS
Developing leadership skill requires getting out of your comfort zone. Set "stretch"
goals that enable you to develop new skills. Join committees and take a leadership role.
This is an opportunity to develop leadership competencies as well as increase your
visibility. In order to break through the stereotypes that keep women from achieving
positions of leadership, you'll need to appear confident. That means being willing to
learn on the job instead of waiting until you know everything before you take on
challenges. Ask your advisory board and network to help you fill in knowledge gaps.
Present your ideas. Be decisive and to the point. Speak in a convincing manner and
make your statements strong and powerful. Claim authorship of your ideas. Don't
qualify your statements or apologize for speaking. Be assertive, not aggressive.
Manage your emotions when you set limits and make requests. Avoid harsh criticism
and always respect the dignity of others. Depersonalize your mistakes. Just because
you failed at one thing doesn't make you a failure. View mistakes as learning
opportunities. If you become so worried about how you're perceived after you make an
error that you never try again, others will conclude that you always make mistakes. But
if you attribute your error to insufficient information, you'll learn more and try again.
Your track record of successes will outweigh the memory of your small errors. Taking
risks builds resilience and self-confidence. The more you stretch yourself and succeed,
the more confident you'll feel. This will empower you to strive toward a leadership
position.




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10. BE OPTIMISTIC
As "purveyors of hope," leaders must be optimistic. Realistic optimists take control
where they can and stop investing energy in things beyond their control. When faced
with a setback, optimists don't succumb to feelings of helplessness. They maintain
their focus on the larger purpose, finding ways to bounce back and pursue alternative
routes to their goal. Optimists see mistakes as learning opportunities, not as
catastrophes from which they'll never recover. This enables them to take the kinds of
risks necessary for becoming a leader. Optimism is especially difficult for lawyers,
since so much of legal work is about anticipating and preventing disaster. But even
though pessimism may help you be more effective in practicing law, it will be an
obstacle if you think this way about career planning or the rest of your life.
11. BECOME "UN-FUNGIBLE"
Find a niche which your organization values and about which you can be passionate.
Develop your expertise in this area. If you are the only expert, or one of a few experts
in this area, you'll be of considerable value to your firm. This increases your power to
lobby for flexibility in your scheduling and opportunities to take on leadership roles.
12. MAKE YOUR CAREER MORE IMPORTANT THAN YOUR JOB
Focusing on your long-term career goals enables you to minimize the power of any
given employer. If your goals are incompatible with those of your organization, or if
you can't get the support you need to make your vision a reality, look elsewhere.




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13. DEVELOP YOUR SOCIAL INTELLIGENCE
Leadership is interpersonal. Effective leadership is fundamentally about how you relate
to people. Social intelligence consists of several components:
Self-management People who cannot manage the expression of their own
emotions are unlikely to effectively manage others. It's important to develop an
awareness of your own feelings and make deliberate choices about how best to
use them in any given situation. Managing your emotions keeps them from
clouding your perceptions and judgments. Being able to influence how others
perceive you and coming across to others in the way you intend require self-
awareness and self-regulation. It's essential to have a deep understanding of
your own values, motives, strengths and limitations. Though it's not always
easy to be honest with yourself, you need to develop this kind of honesty if you
want to be interpersonally effective. Realistically appraise yourself without
being overly self-critical. Ask others for feedback. The knowledge of how
others perceive you is a powerful tool. Monitor yourself; pay attention to your
feelings, actions and intentions. Observe the impact of your actions on others.
Self-awareness is also critical for empathy since we tend to perceive others
through the filter of our own needs, fears, expectations and hopes. When we are
aware of what we expect to hear or are afraid of hearing, we can get past the
filter and hear what's really being communicated.
Social radar Effective leaders can read emotional signals and assess other's
emotional states. Your ability to influence others depends upon your skill at
sensing their reactions and adjusting your approach accordingly. Practice
"active" listening listening not only to the other person's words but also their
nonverbal expressions. Leaders are more persuasive when they can attune their
message to their listeners.
14. BE YOUR OWN ADVOCATE
Many women attorneys who are excellent advocates for their clients are fearful of
advocating for themselves. In our culture, women are socialized to believe that self-
promotion is not only unbecoming and aggressive but will also damage their careers.
But failing to advocate for yourself can have far-reaching consequences. In the short
run, too much modesty feeds into the gender stereotype that women aren't "tough
enough." Keep in mind that other people see only a small percentage of our actions.
The missing information has to come from the actor herself. Share your knowledge by
offering to help others. Broadcast your wins through in-house newsletters. Express
your convictions. Self-advocacy is necessary for reaching positions of leadership. At
the same time, make sure that you acknowledge and appreciate everyone who
contributed to the group effort. Leaders are able to make their employees feel proud of
their contributions. They don't need to steel the credit for themselves.



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15. BREAK THROUGH EXPECTATIONS
Gender role stereotypes are an obstacle to women achieving leadership in the legal
profession. But believing you'll never break the "glass ceiling" is sure to hold you
back. Sometimes the only way to get past these stereotypes is to address them directly.
Shining a light on unspoken assumptions can enable your listeners to hear and see
beyond their expectations. By identifying these assumptions, you're conveying power
and insight, which inspire trust.
16. BECOME AN EXCELLENT COMMUNICATOR
A leader must communicate her vision in a way that energizes people and galvanizes
them toward action. The ability to gain the cooperation and support of others through
negotiation, persuasion and influence - depends upon communication skill, which in
turn is essential for leadership. Be aware of gender differences in communication style.
Essentially, you must take your listener's expectations into account in tailoring your
communications. For women, it's especially important to give the other person a reason
to listen by addressing a goal your listener wants to achieve. When people feel heard,
they're more likely to hear you. When you understand their goals, you can articulate
how their aspirations can be aligned with your vision. Although implicit gender role
stereotypes foster the belief that mothers cannot be good leaders, the fact is that
parenting is excellent training ground for leadership skills. As a parent you learn to
plan strategically, negotiate, enlist cooperation and persuade all of which you can
transfer to the workplace.
17. SHOW CONCERN FOR OTHERS
Research indicates that among the most important characteristics of effective leaders
are compassion, nurturance, generosity, altruism and empathy. "Agreeableness" is a
social trait and leadership takes place in a social context, so it's not surprising that
these characteristics are so important for effective leadership. Women lawyers need to
keep this in mind. All too often women are urged to "act like men" in working toward
leadership positions.




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18. DEVELOP AND MAINTAIN A SUPPORT SYSTEM
Taking the time to maintain supportive and close connections with others is necessary
to attain and sustain the energy and well-being you need to achieve career success. At
home, you'll need a partner who will agree to negotiate and share family work with
you. Be clear with your significant others that you need their help in order to reach
your goals. Being overloaded with family responsibility is as much of an obstacle to
women reaching positions of leadership as is the "glass ceiling" at work. You'll also
need the support of people you supervise - your support staff, paralegals, junior
associates, etc. It's easier to recruit such support if you understand their needs and
goals and treat them with compassion and respect. Compassion and encouragement
motivate people much more than impatience and harshness. Learn to delegate well.
Remember, leaders don't do all the work themselves: They effectively match people to
tasks based on knowledge of their subordinates' strengths and aspirations. But don't
allow perfectionism to derail good delegating. If you're not satisfied with the finished
product, resist the urge to do it over yourself. Instead, return the work to the person
who produced it and make sure that he or she understands your expectations.
19. MAINTAIN INTEGRITY
Integrity may be the single most important characteristic of competent leadership; it's
the sine qua non of a trusted advisor and effective leader. People are willing to be led
by someone who follows through someone they trust. Do what you say you will do.
Don't promise to do what you can't. People without integrity may gain power, but they
don't truly lead.
20. PERSEVERE
Persistence in the face of adversity is one of the cornerstones of resilience. Take
responsibility for your own fate. Stay resolute in your values and goals and remain
determined and self-disciplined in your efforts to achieve them. Persistence doesn't
mean you never feel discouraged. Rather, it means maintaining your focus on the goal
in spite of your feelings of discouragement. Like a marathon runner, you keep going
because you believe in what you're doing. You simply will not give up. If your goal is
to become a leader to help the legal profession become a truly diverse, welcoming and
equitable profession, then don't give up. Your leadership is most needed.






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C ) Network structures and leadership roles
Social networks self-organize to acquire and allocate resources
such as information, goods, favors, access, privileges, and protection. As discussed
earlier, the specialization of roles in social networks has been demonstrated to have
strong long-term survival value, and therefore has been biologically encoded through
evolutionary forces as innate psychological or personality traits. These traits are
reflected in how people read social cues, detect cheaters, create and share ideas, and
form affinities with strangers. In addition to having innate social exchange
competencies, some alpha or exemplar individuals are especially proficient at a skill or
exhibit a prized trait that warrants widespread emulation and imitation. Typically,
alpha individuals have a special physical prowess, physical attraction, intelligence,
social proficiency, or some combination of these traits. When one considers Cosmides
and Toobys findings on innate social exchange algorithms and Damasios analysis of
the neuro-physiology of social emotions combined with Dunbars studies on the role of
grooming and language in social groups, a compelling argument can be made that
these different roles are an evolutionary stable strategy that makes possible the
efficient functioning of any self-organizing social network. Few of these network roles
have any intrinsic individual value. However, when combined with other roles, they
enable the organization and functioning of complex networks of exchange
relationships. Leadership in this context can be regarded as a proficiency in any one or
combination of these network roles. In this sense, some individuals may have greater
innate talents than others, but the effectiveness of these gifts is dependent upon the
overall qualities of the network and the roles of other members of the network.
Network leadership roles assume different levels of importance depending
upon the phase of evolution of a networked organization. This fact is often not fully
appreciated in the business leadership literature where visionary leaders are
periodically revered and reviled depending upon the ebb and flow of their companys
earnings. The value of such leadership roles might be more fruitfully understood by
attempting to determine the conditions under which a visionary role is adaptive and
when it is not, thereby recognizing that it is one of many combinations of leadership
roles that is required. Likewise, the absence of certain critical leadership roles, such as
truth telling, can contribute to the failure of corporate governance or the excesses of
overly zealous visionaries. A further example of the importance of different kinds of
network leadership roles can be found in the failure of large organizations to manage
relationships across functional and organizational boundaries. Here the high agency
costs of coordinating across organizational or functional boundaries is largely due to
the absence of leaders who are connectors and who know how to interact and affiliate
with third parties to build trust. These are what Burton identifies as the tertiaries, the
brokers between organizational networks. In each of these examples, there are




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leadership roles whose value and appropriateness depend upon the state of the
network. The effective governance of a networked organization should therefore
involve knowing the status of the organizational network, being able to assess the
strengths and weaknesses of different roles, and then allocating the appropriate
leadership assets to improve the overall performance of the network. This is something
that Louis Gerstner understood when he first took the job of CEO at IBM. Initially, he
was criticized for being insufficiently visionary, to which he responded that the
company had become too enamored of its own vision and detached from reality. What
was needed, he contended, was a good dose of truth telling, an operational overhaul,
and then a new vision. These were different leadership roles that he seemed to switch
in and out of comfortably and effectively.


















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D ) Developing network leaders

Visibility and digitization
As more and more interactions become digitized and observable,
opportunities abound for using the naturally occurring data about the volume and the
nature of the interactions among members of network organizations. Collaborative
technologies, as simple and ubiquitous as e-mail, make it possible to make visible the
millions of social interactions among the participants in networked organizations and
thereby gain insight and eventual control over how members manage their work
relationships. Not only is it possible to capture data about who is interacting with
whom, but it is also possible through analytics to identify some of the emergent
network leadership roles. Simple modifications to existing collaborative platforms
make it possible to identify the network signatures of different types of leadership
roles. By making different members behaviors visible to one another, and by
developing metrics for rating leadership performance, many of the techniques that are
used in peer production systemsOpen Source, eBay, and even MMORPGscan be
applied to the self-synchronized management of networked organization.
For example when setting up multifunctional or cross-organizational teams
through email, it was possible for all the members to see who communicated with
whom about what topics and how frequently. A new kind of self-enforcing
accountability could be introduced. Furthermore, by providing metrics of
responsiveness, connectedness, loop closing, and peer ratings, not only would shared
awareness be increased but new forms of self-synchronization would emerge. As more
data on the interactions of social networks becomes available, it should not be too long
before network leadership roles are identified in much the same way that different
roles are identified in online games and peer production systems. It is just a matter of
time before network leadership roles become digital, and by virtue of their becoming
digital become measurable, teachable, and systematically deployed to maximize
network performance.








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Identify performance metrics for network leaders
Social network analysis has identified some of the preliminary network structures
associated with different kinds of leadership roles, such as the importance of
connectors and hubs in network organizations, or how small world effects can be
achieved. With the advent of social software to manage social interactions, form ad
hoc groups, close decision loops, and enable self-synchronization behaviors, leadership
qualities that had been unmanageable intangibles for so long can be measured,
improved, and taught in a way that was never before possible. With the wide-scale
adoption of RFID and mote echnologies for tracking physical assets in real time, and
the enormous strides in information sharing, improved awareness, collaboration, and
self-synchronization demonstrated by the war in Iraq, the time is not so distant when
leadership roles will be measured and tracked digitally and become an integral part in
how networked organizations are managed. These cumulative innovations will
significantly reduce agency costs and improve the flexibility and productivity of large-
scale organizations by orders of magnitude. New metrics will make it possible to
measure the degree of trust, reciprocity, successes, failures, social capital, diversity,
network value, etc. within an edge organization. By making all assetsphysical,
human, content, and interactions observable and providing for the selective disclosure
of information and the dynamic allocation and revocation of security access, it will be
possible to have much more secure and robust networked organizations.

Career paths
In order for new models of network leadership to be adopted and become an integral
part of networked organizations, there have to be clear career paths that reward the
skills of network leadership as a recognized part of career development. In military
organizations where the alpha leadership role is still wedded to certain traditional
combat roles (the fighter pilot, the Navy Seal), identifying new alpha roles that
exemplify important and valued competencies outside those of the traditional military
culture could prove challenging. In forms of warfare that are increasingly
informational, analytic, sensemaking, and collaborative, communication and
interaction skills are becoming





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IV ) Reviews & Recommendations

Research & Finding

Recognize the various types of power.
Identify tactics used for becoming an empowering leader.



point factors contributing to organizational Leadership.

Leadership behaviors.

leader can control dysfunctional .
.













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Observation

Observation Form for Recording Leadership Behaviors
Demonstrated by 4-H Participants at a Club Meeting
(may be adapted for a variety of other behavioral observations)

Date of Observation : _________ Number of 4-H participants: Boys_35____
Girls___30___
Name of 4-H club or activity:
____________________________________________________

RECORD EACH OBSERVATION OF A DESIRED BEHAVIOR BY GENDER (use
dot tally)
DESIRED BEHAVIOR
DEMONSTRATED BY
GIRLS
DEMONSTRATED BY
BOYS

Invites other ideas or opinions


Brings group focus back to the
agenda/purpose


Asks clarifying questions





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SummaryObservations

1. Goals or objectives for the meeting were clearly described: YES_____ NO_____

2. Goals or objectives for the meeting were achieved: YES_____ NO_____

3. Other Observations: (use back of page if
necessary)_____________________________________

_____________________________________________________________________



Restates what others have said


Moves group forward when agreement is
reached


Makes suggestions to resolve disputes



Acknowledges contributions by others


Demonstrates that previous assignments
were accomplished prior to meeting

Accepts responsibility to complete new
assignments




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Conclusion

Like the nature versus nurture debate, the born versus made
leadership debate is based upon a false dichotomy. Just as genes interact with the
environment to express unique physical characteristics and capabilities, so too is the
quality of leadership an expression of how innate personal characteristics interact with
organizational factors.
Given this perspective, leadership is not regarded as the random
occurrence of great men at moments in history, but rather as a network effect, the
interaction of innate traits, themselves long nurtured and refined by evolutionary forces
and the organizational context in which these traits are expressed. In other words, great
leadership is the combination of individual traits and historical and institutional
contexts. This is powerful knowledge if we can learn to identify the types of roles
needed to guide a group or an organization in a certain situation, and then find the right
person for the job. An important task in the coming years will be the training and
testing of future leaders.
Until the recent advent of integral leadership, the vast majority of the
history of leadership theory including all the major conventional theories of leadership
I summarized earlier were not developmentally informed. This means that the research
the so called expert conducted in leadership and the practices and leadership styles
that they advocated in most cases did not take into consideration the level of
psychological development of either the leaders or followers. This is one of the main
reasons that, as I said earlier in this manifesto, leadership as it is conventionally
understood and practices does not work.













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BIBLOGRAPHY
References:-

Adair, J. (1973) Action-Centred Leadership. New York,:McGraw-Hill.
AstraZeneca (1999) Leadership in AstaZeneca. AstraZeneca HR, Dec 1999.
Bass, B. (1985) Leadership and Performance Beyond Expectations. New York:
Free Press.
Bass, B.M.& Avolio, B.J. (1994) Improving organizational effectiveness
through transformational
leadership. Thousand Oaks, CA: Sage Publications
Belbin, R. M. (1993) Team Roles at Work. Oxford: Butterworth-Heinemann.
Bergmann, H., Hurson, K. and Russ-Eft, D. (1999) Everyone a Leader: A
grassroots model for the
new workplace. New York: John Wiley and Sons.
Blackler, F. and Kennedy, A. (2003) The Design of a Development Programme
for Experienced Top
Managers from the Public Sector. Working Paper, Lancaster University.
Blake, R.R. and J.S. Mouton (1964) The managerial grid. Houston TX: Gulf.
Burns, J. M. (1978) Leadership. New York: Harper & Row.
Cabinet Office - Senior Civil Service Competence Framework
Websites

www.managementandleadershipcouncil.org.
www.NHSLeadershipQualities.nhs.uk
www.glp.vodafone.com/global.html




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ANNEXURES


Questionnaire

1. What is the shape of the perfect leader and does he or she exist?


_____________________________________________________________________

_____________________________________________________________________

2. Does every manager need to be a leader?


_____________________________________________________________________


____________________________________________________________________

3. What is the relationship between leaders and followers?


_____________________________________________________________________


_____________________________________________________________________


4. Does a leader need power? How can a leader avoid being corrupted by the
power?






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5. What's the worst fault a leader can have?


____________________________________________________________________


_____________________________________________________________________


6. Can someone be a good leader, but not a good manager? Which is better for a
company?

_____________________________________________________________________


_____________________________________________________________________

7. Does a leader need to be motivated? How can leaders maintain themselves to stay
motivated?

_____________________________________________________________________


_____________________________________________________________________


8. You say anyone can become a leader. Is it really possible? Aren't there people
who traits make them unfit to be a leader?

_____________________________________________________________________


_____________________________________________________________________




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9. In which way do you see that new technologies will affect leadership and leaders?

____________________________________________________________________


_____________________________________________________________________


10. Is there any trend that could be called the new leader? Or have things really
not changed that much over the last 2000 years?


___________________________________________________________


___________________________________________________________