INTRODUCTION

Traditionally leadership in the early years has been associated with individual skills characteristics
and personal qualities in the leader. A more recent view of leadership is that it is not an isolated
activity invested in a single person, but rather that a variety of people contribute to effective
leadership, and that leadership is therefore distributed. If this is the case, then preparation for
leadership has to go beyond individual management training since leadership capacities will need to
be more widely developed in the team.
Good leaders are made not born. If you have the desire and willpower, you can become an effective
leader. Good leaders develop through a never ending process of self-study, education, training, and
experience (Jago, 1982). This guide will help you through that process.
To inspire your workers into higher levels of teamwork, there are certain things you must be,
know, and, do. These do not come naturally, but are acquired through continual work and study.
Good leaders are continually working and studying to improve their leadership skills; they are NOT
resting on their laurels.

OBJECTIVE OF PROJECT
1

Objective of the project is as follows

To know about leadership ,

To study TYPES OF LEADERSHIP

To understand QUALITIES OF GREAT LEADERS

To study about great leader Winston Churchill.

METHODOLOGY
2

The purpose of this section is to describe the methodology carried out to complete the work.

The Methodology plays a dominant role in any research work. The effectiveness of any research
work Depends upon the correctness and effectiveness of the research methodology.

Secondary data are that which has been collected by someone else and which already have

been passed through statistical process. Secondary data has been taken from internet, newspaper,
magazines and companies web sites.

The data required for the project study was obtained from sources like the website of the

such as,

http://vectorstudy.

http://smallbusiness.chron.com- ,

www.legacee.com/Info/Leadership/LeadershipStyles,,http://www.mindtools.com/pages/article/newL
DR_84.htm

The project uses the secondary method which is an appropriate research method for this type

of project. It is commonly used when the study involves a single organization with unique
characteristics.

LITERATURE REVIEW

INTRODUCTION

Traditionally leadership in the early years has been associated with individual skills characteristics
and personal qualities in the leader. A more recent view of leadership is that it is not an isolated
activity invested in a single person, but rather that a variety of people contribute to effective
leadership, and that leadership is therefore distributed. If this is the case, then preparation for
leadership has to go beyond individual management training since leadership capacities will need to
be more widely developed in the team.

Good leaders are made not born. If you have the desire and willpower, you can become an effective
leader. Good leaders develop through a never ending process of self-study, education, training, and
experience
(Jago, 1982). This guide will help you through that process.
To inspire your workers into higher levels of teamwork, there are certain things you must be, know,
and, do. These do not come naturally, but are acquired through continual work and study. Good
leaders are continually working and studying to improve their leadership skills; they are NOT resting
on their laurels.

DEFINATION OF 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 (Jago, 1982). However, we know that we have traits that can influence our
actions. This is called Trait Leadership (Jago, 1982), 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
(Northouse, 2007, p5):

While leadership is learned, the skills and knowledge processed by the leader can be influenced by
his or hers attributes or traits, such as beliefs, values, ethics, and character. Knowledge and skills
contribute directly to the process of leadership, while the other attributes give the leader certain
characteristics that make him or her unique.
Skills, knowledge, and attributes make the Leader, which is one of the:

TYPES OF LEADERSHIP
Most common Leadership Types are:
- Autocratic leadership.
- Bureaucratic leadership.
- Charismatic leadership.
- Democratic leadership or participative leadership.
- Laissez-faire leadership.
- People-oriented leadership or relations-oriented leadership.
- Servant leadership.
- Task-oriented leadership.
- Transactional leadership.
- Transformational leadership

1.Autocratic Leadership
Autocratic leadership is an extreme form of transactional leadership, where a leader exerts high
levels of power over his or her employees or team members. People within the team are given few
opportunities for making suggestions, even if these would be in the team's or organization's interest.

Most people tend to resent being treated like this. Because of this, autocratic leadership usually leads
to high levels of absenteeism and staff turnover. Also, the team's output does not benefit from the
creativity and experience of all team members, so many of the benefits of teamwork are lost.

For some routine and unskilled jobs, however, this style can remain effective where the advantages
of control outweigh the disadvantages.

2. Bureaucratic Leadership
Bureaucratic leaders "work by the book", ensuring that their staff follow procedures exactly. This is a
very appropriate style for work involving serious safety risks (such as working with machinery, with
toxic substances or at heights) or where large sums of money are involved (such as cash-handling).

In other situations, the inflexibility and high levels of control exerted can demoralize staff, and can
diminish the organizations ability to react to changing external circumstances.

3.Charismatic Leadership
A charismatic leadership style can appear similar to a transformational leadership style, in that the
leader injects huge doses of enthusiasm into his or her team, and is very energetic in driving others
forward.

However, a charismatic leader can tend to believe more in him or herself than in their team. This can
create a risk that a project, or even an entire organization, might collapse if the leader were to leave:
In the eyes of their followers, success is tied up with the presence of the charismatic leader. As such,
charismatic leadership carries great responsibility, and needs long-term commitment from the leader.

4.Democratic Leadership or Participative Leadership

Although a democratic leader will make the final decision, he or she invites other members of the
team to contribute to the decision-making process. This not only increases job satisfaction by
involving employees or team members in what's going on, but it also helps to develop people's skills.
Employees and team members feel in control of their own destiny, and so are motivated to work hard
by more than just a financial reward.

As participation takes time, this style can lead to things happening more slowly than an autocratic
approach, but often the end result is better. It can be most suitable where team working is essential,
and quality is more important than speed to market or productivity.

5.Laissez-Faire Leadership
This French phrase means "let them do" and is used to describe a leader who leaves his or her
colleagues to get on with their work. It can be effective if the leader monitors what is being achieved
and communicates this back to his or her team regularly. Most often, laissez-faire leadership works
for teams in which the individuals are very experienced and skilled self-starters. Unfortunately, it can
also refer to situations where managers are not exerting sufficient control.

6.People-Oriented Leadership or Relations-Oriented Leadership

This style of leadership is the opposite of task-oriented leadership: the leader is totally focused on
organizing, supporting and developing the people in the leader's team. A participative style, it tends
to lead to good teamwork and creative collaboration. However, taken to extremes, it can lead to
failure to achieve the team's goals. In practice, most leaders use both task-oriented and peopleoriented styles of leadership.

7.Servant Leadership
This term, coined by Robert Greenleaf in the 1970s, describes a leader who is often not formally
recognized as such. When someone, at any level within an organization, leads simply by virtue of
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meeting the needs of his or her team, he or she is described as a "servant leader". In many ways,
servant leadership is a form of democratic leadership, as the whole team tends to be involved in
decision-making.

Supporters of the servant leadership model suggest it is an important way ahead in a world where
values are increasingly important, in which servant leaders achieve power on the basis of their values
and ideals. Others believe that in competitive leadership situations, people practicing servant
leadership will often find themselves left behind by leaders using other leadership styles.

8.Task-Oriented Leadership
A highly task-oriented leader focuses only on getting the job done, and can be quite autocratic. He or
she will actively define the work and the roles required, put structures in place, plan, organize and
monitor. However, as task-oriented leaders spare little thought for the well-being of their teams, this
approach can suffer many of the flaws of autocratic leadership, with difficulties in motivating and
retaining staff. Task-oriented leaders can benefit from an understanding of the Blake-Mouton
Managerial Grid, which can help them identify specific areas for development that will help them
involve people more.

9.Transactional Leadership
This style of leadership starts with the premise that team members agree to obey their leader totally
when they take a job on: the transaction is (usually) that the organization pays the team members, in
return for their effort and compliance. As such, the leader has the right to punish team members if
their work doesn't meet the pre-determined standard.

Team members can do little to improve their job satisfaction under transactional leadership. The
leader could give team members some control of their income/reward by using incentives that
encourage even higher standards or greater productivity. Alternatively a transactional leader could
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practice "management by exception", whereby, rather than rewarding better work, he or she would
take corrective action if the required standards were not met.

Transactional leadership is really just a way of managing rather a true leadership style, as the focus is
on short-term tasks. It has serious limitations for knowledge-based or creative work, but remains a
common style in many organizations.

9.Transformational Leadership
A person with this leadership style is a true leader who inspires his or her team with a shared vision
of the future. Transformational leaders are highly visible, and spend a lot of time communicating.
They don't necessarily lead from the front, as they tend to delegate responsibility amongst their
teams. While their enthusiasm is often infectious, they can need to be supported by "detail people".

In many organizations, both transactional and transformational leadership are needed. The
transactional leaders (or managers) ensure that routine work is done reliably, while the
transformational leaders look after initiatives that add value.

The transformational leadership style is the dominant leadership style taught in the "How to Lead:
Discover the Leader Within You" leadership program, although we do recommend that other styles
are brought as the situation demands.

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USING THE RIGHT STYLE: SITUATIONAL LEADERSHIP

While the Transformation Leadership approach is often highly effective, there is no one right way to
lead or manage that suits all situations. To choose the most effective approach for you, you must
consider:

- The skill levels and experience of the members of your team.

- The work involved (routine or new and creative).
- The organizational environment (stable or radically changing, conservative or adventurous).
- You own preferred or natural style.

A good leader will find him or herself switching instinctively between styles according to the people
and work they are dealing with. This is often referred to as "situational leadership"

For example, the manager of a small factory trains new machine operatives using a bureaucratic style
to ensure operatives know the procedures that achieve the right standards of product quality and
workplace safety. The same manager may adopt a more participative style of leadership when
working on production line improvement with his or her team of supervisors.

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1)Approaches upon which early Leadership practices are predicated.

Leadership is Distributed. That is, leadership is not solely the purview of the CEO, but can
and should permeate all levels of the firm.

Leadership is Personal and Developmental. There is no single way to lead. The best way to
create change is to work with the particular capabilities that you have, while constantly working to
improve and expand those capabilities.

Leadership is a Process to Create Change. Leadership is about making things happen,

contingent on a context. Leaders may create change by playing a central role in the actual change
process, or by creating an environment in which others are empowered to act.

Leadership Develops Over Time. It is through practice, reflection, following role models,
feedback, and theory that we learn leadership.
Leadership framework

SENSEMAKING

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Sensemaking is about making sense of the world around us. The act of Sensemaking is discovering
the new terrain as you are inventing it. In the very process of mapping the new terrain, you are
creating it.
Tips for Sensemaking:

Seek many types and sources of data.

Involve others in your sensemaking.

Do not simply apply your existing frameworks and overlay them on the situation.

Move beyond stereotypes.

Learn from small experiments.

Use images, metaphors, or stories to try to capture and communicate critical elements of your
map.

RELATING
Relating is about developing key relationships withint and across organisations and consists of the
following three primary components:
1. Inquiry which is the ability to listen and understand what others are thinking and feeling. It
also involves trying to understand how the other person has moved from data to interpretation
to assessment, rather than simply reacting to the assessment itself.
2. Advocacy which involves taking a stand and trying to influence others of its merits while
also being open to alternative views.

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3. Connecting which is the ability to build collaborative relationships with others and to create
coalitions for change.
Tips for effective connecting are:

Understand the perspective of others within the organization and withhold judgment while
listening to them.

Encourage others to voice their opinions.

Be clear about your stand and how you reached it.

Think about how others might react to your idea and how you might best explain it to them.

Think about your connections.

VISIONING
While sensemaking creates a map of what is, visioning is a map of what could be. Visions are
important because they provide the motivation for people to give up their current views and ways of
working in order to change. Perhaps most importantly, visioning provides people with a sense of
meaning about their work. It answers the question why am I doing this? Thus good leaders are able
to frame visions in a way that emphasizes their importance along some key value dimensions.
Tips for effective Visioning are:

Develop a vision about something that excites you or that you think is important.

Frame the vision with an ideological goal.

Use stories, metaphors and analogies to paint a vivid picture of what the vision will
accomplish.

Practice creating a vision in many arenas.

15

Enable co-workers by pointing out that they have the skills and capabilities needed to realize
the vision.

Embody the key values and ideas contained in the vision walk the talk.

INVENTING
Creating is about the creation of new ways of woking together. Inventing entails creating the
processes and structures needed to make the vision a reality. It involves implementing the steps
needed to achieve our vision of the future.
Tips for effective inventing include:

Maintain focus on improving the ways that people work together in your team and
organization.

When a new task or change effort emerges, think through how it will get donewho will do
what, by when, and in what configuration.

Play with new and different ways of organizing workexamine alternative ways of grouping
people together, organizing their internal interaction, and linking across different groups.

Blend sensemaking and inventing.

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QUALITIES OF GREAT LEADERS

1. Vision
Great leaders have vision. They can see into the future. They have a clear, exciting idea of where
they are going and what they are trying to accomplish and are excellent at strategic planning.
This quality separates them from managers. Having a clear vision turns the individual into a special
type of person. This quality of vision changes a transactional manager into a transformational
leader. While a manager gets the job done, great leaders tap into the emotions of their employees.

2. Courage

Courage is rightly considered the foremost of the virtues, for upon it, all others depend. (Winston
Churchill)
The quality of courage means that you are willing to take risks in the achievement of your goals with
no assurance of success. Because there is no certainty in life or business, every commitment you
make and every action you take entails a risk of some kind. Among the seven leadership qualities,
courage is the most identifiable outward trait.
3.Integrity
In every strategic planning session that I have conducted for large and small corporations, the first
value that all the gathered executives agree upon for their company is integrity. They all agree on the
importance of complete honesty in everything they do, both internally and externally.
The core of integrity is truthfulness. Integrity requires that you always tell the truth, to all people, in
every situation. Truthfulness is the foundation quality of the trust that is necessary for the success of
any business.
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3.Humility
Great leadersare those who are strong and decisive but also humble. Humility doesnt mean that
youre weak or unsure of yourself. It means that you have the self-confidence and self awareness to
recognize the value of others without feeling threatened. It means that you are willing to admit you
could be wrong, that you recognize you may not have all the answers. And it means that you give
credit where credit is due.

4. Strategic Planning
Great leaders are outstanding at strategic planning. They have the ability to look ahead, to anticipate
with some accuracy where the industry and the markets are going.
Leaders have the ability to anticipate trends, well in advance of their competitors. They continually
ask, Based on what is happening today, where is the market going? Where is it likely to be in three
months, six months, one year, and two years? through thoughtful strategic planning.
Because of increasing competitiveness, only the leaders and organizations that can accurately
anticipate future markets can possibly survive. Only leaders with foresight can gain the first mover
advantage.

Focus
Leaders always focus on the needs of the company and the situation. Leaders focus on results, on
what must be achieved by themselves, by others, and by the company. Great leaders focus on
strengths, in themselves and in others. They focus on the strengths of the organization, on the things
that the company does best in satisfying demanding customers in a competitive marketplace.
Your ability as a leader to call the shots and make sure that everyone is focused and concentrated on
the most valuable use of their time is essential to the excellent performance of the enterprise.

Cooperation
Your ability to get everyone working and pulling together is essential to your success. Leadership is
the ability to get people to work for you because they want to.
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The 80/20 rule applies here. Twenty percent of your people contribute 80 percent of your results.
Your ability to select these people and then to work well with them on a daily basis is essential to the
smooth functioning of the organization.
Gain the cooperation of others by making a commitment to get along well with each key person
every single day. You always have a choice when it comes to a task: You can do it yourself, or you
can get someone else to do it for you. Which is it going to be?

CASE STUDY

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Winston Churchill

History
During the winter of 2001, the naval destroyer U.S.S.Winston Churchill will be commissioned.
One of first discoveries about Churchill was strong belief that he would con-tribute to the survival of
civilization and the well-being of mankind. This personal vision was matched with a deep
understanding of human nature.
Churchill cared about people, and he demonstrated this as he practiced management by walking
around. As Englands First Lord of the Admiralty from 1911 to 1915, he visited more ships and
naval facilities than any First Lord before or since. Between 1911 and the outbreak of World War I,
Churchill visited more than fifty ships as well as numerous harbor and shipyard sites.
Churchill made a habit of arranging interviews with junior officers and enlisted personnel. This was
not always wel-comed by top brass. It did, however, serve his purpose of gathering information.
He had a yarn with nearly all the lower deck men of the ships company, the Daily Express
newspaper wrote of a submarine visit in 1912, asking why, wherefore, and how everything was
done. All the sailors go the bundle on him, because he makes no fuss and takes them by surprise.
He is here, there, everywhere.
Disciplined habits, executive skills, and technical compe-tence do not, in and of themselves, make a
successful leader. Leadership also requires personal values that can serve as a lighthouse during

20

turbulent times. Churchills success was built on a foundation of such values that transcended the
darkest of days.
In researching Churchill, I found strong overlap between his values and the work rules we have
introduced within the U.S. Navy and many other organizations around the world.

HIS WORK RULES WERE:

Use open, honest, and direct communication

Create a supportive environment

Maintain confidentiality with no attribution or retribution

Stay focused and be prepared

Hold a proper attitude

Be self-monitoring
Manage all agreements

Many people have found these rules to be self-evident and intuitive. They are based upon values
that govern our effectiveness and growth. These values include learn-ing, growing, and risktaking; making a difference and experiencing joy when doing it; taking responsibility for
self, relationships, and community; doing what is right and being accountable at the highest level;
and looking for ways to align and attune human spirits and energies.

USING THE SEVEN WORK RULES AS A FRAMEWORK, CHURCHILL

APPLIED HIS VALUES AND SERVED AS A BEACON TO OTHERS.
1. Use open, honest, direct communication
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It was a mistake, Churchill often argued, to shrink from stating the true facts to the public. When
faced with mounting criticism about the poor progress of the war in early 1942, Churchill
demanded a formal vote of confidence in the House of Commons to force the issue. It is because
things have gone badly, and worse is to come, he said, that I demand a vote of confidence.
Churchill prevailed, by a vote of 464 to 1.
Churchill also liked to deliver bad news personally, not only war news to the House of Commons,
but to the Allies as well. One of the toughest moments of the war for him was when it became
apparent that a second front against the Germans
In France could not be opened up in 1943, as had been promised to Stalin. Churchill decided to go
to Moscow to tell Stalin personally. It was like taking a lump of ice to the North Pole, Churchill
said.
Churchill communicated what he thought and felt to those he believed would benefit from his
message. He was open and clear, as opposed to sending hidden messages. He offered his honest
thoughts, ideas, and feelings. And, he shared his message with those it was intended for as opposed to telling someone who he hoped would pass it along.
2. Create a supportive environment
Churchill was extremely loyal and supportive of his col-leagues and superiors. He was a genuine
team player. Maurice Hankey, cabinet secretary during WWI, wrote later, We owed a good deal in
those early days to the courage
and inspiration of Winston Churchill who, undaunted by difficulties and losses, set an infectious
example to those of his colleagues who had given less thought than he, if indeed any thought at all,
to war problems. His stout attitude did something to hearten his colleagues.
During the 1930s, Churchills party leadership snubbed him and turned a scornful ear to his advice.
Nonetheless, he campaigned vigorously on their behalf during general elections. Also, once a policy
was set or a political quarrel decisively settled, Churchill would cease his opposition and get on
board. After losing a long and bitter fight against the India dominion policy in the early 1930s,
22

Churchill told one of his opponents, you need not expect anything but silence or help from us.
3. Maintain confidentiality with no attribution or retribution
Churchill weighed carefully the potential consequences of quoting other people and spreading
gossip. He also guarded against attribution and retribution. He realized that attributing statements to
others out of context could be misleading. He also knew that people who paid a price (received
retribution) for what they did or said would hold back in the future and not be as valuable to him.
Lord Bridges wrote after the war, I cannot recollect a single Minister, serving officer, or civil
servant who was removed from office because he stood up to Churchill and told Churchill that he
thought his policy or proposals were wrong.
Churchill was an exceptionally forgiving person. I do not harbor malice, he wrote in 1921, I
always forgive politics-cal attacks or ill-treatment not directed at private life. This trait was most
on display after World War II began. At that time, Churchills leadership position was invincible due
to his clear and consistent warnings over the previous years. If anyone had a right to say, I told you
so, and demand
Retribution against officials who had been against him, it was Churchill. But, he did no such thing.
In one instance, Churchill graciously accepted an apology from a Conservative Party official who
had tried to remove him from Parliament just a few months before the outbreak of war. Churchills
response was, I certainly think that Englishmen ought to start fair with one another from the outset
in so grievous a struggle, and so far as I am concerned, the past is dead.

4. Hold a proper attitude

Optimism is key to the can-do attitude essential to successful leadership. But, most organizations
are subject to an inertia that results in an it-cant-be-done attitude. This was always unacceptable
to Churchill. Churchills supreme talent, one of his aides recalled, was in goading people into
23

giving up their cherished reasons for not doing anything at all. When apprised of delays in
shipbuilding in 1939, for example, Churchill sent a memorandum to one of his senior administrators:
It is no use the contractors saying
It cannot be done. I have seen it done when full pressure is applied, and every resource and
contrivance utilized.
I am one of those, Churchill remarked in 1910, who believe that the world is going to get better
and better. He deplored negative thinking. In a speech to his officers in the trenches in France in
1916, Churchill exhorted, Laugh a little, and teach your men to laugh. If you cant smile, grin. If
you cant grin, keep out of the way till you can.
All will come right, was one of Churchills favorite phrases. He repeated it often in the darkest days
of World War II, and he seldom ended a wartime speech without a ringing note of optimism, usually
drawn from an English poet. He ended one speech with a lyric from Arthur Hugh Clough, But
westward, look, the land is bright!

5. Be self monitoring
An important part of Churchills success was his self-criti-cism. Every night, he remarked to
one of his aides, I try myself by court martial to see if I have done anything effective during the
day. I dont mean just pawing the ground; anyone can go through the motions, but something
really effective.
In addition, Churchill sought feedback and advice from his colleagues and subordinates. One of
his aides at the Treasury in the 1920s said of Churchill, He always took criticism very, very
meekly. One could say exactly what one liked in the way of criticism. He wanted the full criti-cal
value from subordinates. On his first day back at the Admiralty in 1939, Churchill sent his initial
thoughts to the senior staff with the concluding wish, The First Lord
Submits these notes to his naval colleagues for consideration, for criticism and correction, and hopes
to receive proposals for action in the sense desired.

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6. Manage all agreements

Churchills cumulative record of agreements forms the essence of how we remember him. He got
clear on his commitments and worked to keep the ones that he made. Churchills ability to manage
agreements touched every as-pact of British domestic and foreign policy, from the struggle for social
reform before World War I to the search for a sum-mit conference after World War II. He worked to
manage Britains relations with France, Germany, the United States, and the Soviet Union, each at
their most testing time. His finest hour was the leadership of Britain when it was most isolated, most
threatened, and most weakwhen his own courage, determination, and belief in democracy
galvanized the nation.

7. Conscious choices
In the space provided below, take a moment and list one thing you can do in order to be more
effective in upholding each of the seven work rules

Work Rule
1. Be open, honest, &

one thing I can do

direct
2. Be supportive
3. Maintain
confidentiality
4. Focus and prepare
5. Hold a proper attitude
6. Self monitor

Findings & Observation

Churchill, like Abe Lincoln, was not a particularly charismatic leader. This is in contrast to the
devilishly charismatic Hitler. While Churchill had a powerful personality and wonderful
Communication skills, no one wished to award him dictatorial powers for life (unlike Adolf!).
25

Hitler radiated an almost super-human charisma. It has been said that after meeting Churchill you
beleived you could achieve anything. After meeting Hitler you believed that he could achieve
anything! Churchill used this inspirational effect to build vital Collaborations
Leadership is ultimately about getting things done that Drive to Take Action - and get results and
improve performance. Its the ability to influence, motivate and provide the tools and environment to
others so that they can best contribute towards the successful attainment of the goals of their
community or organization. Winston Churchill was a man of immense Courage and Creativity,
these and his other qualities shaped the war during Britains "darkest hour

Leadership helps to gain more personal satisfaction with work and personal life

Ownership is transferred to the people doing the work

Leadership helps to People grow, developing personal strengths

Leadership helps to Expanded skills and competencies

Leader's time is freed for vision, mission, values, strategy

Leadership developed strategy in addition to operations roles

More qualified, stronger leaders coming through the "ranks" (future leader development)

Recommendation And Conclusion

26

We all have tremendous capacity to inspire people to contribute their best. Values and Life Purpose
are two core areas of Leadership on Purpose ground you, force you to sit up straight. They help steer
your leadership so that you can more clearly understand the third core areas of Leadership on
Purpose.
Final 2 Core Areas of Leadership on Purpose.
Getting that this world is not about you Let us not forget that Leadership on Purpose is about
helping a team or a company to deliver a product and/or service hitched to its vision and mission.
Its not about the leaders history, degrees, or even great speeches. These are merely inputs and
outputs. What matters is that people come together and accomplish something. Leaders should not be
put on pedestals or idolized. If these are drivers for a leader, it ceases to be about people and
becomes leader arrogance. Its time to demand more from our leaders. Arrogant leadership has
become common. Idolized leaders are too frequent and overly celebrated. Lets get down to the
leadership business of enabling people to apply their talents to a problem, project, possibility. That is
the focus of leadership creating a space to let people apply their talents.
Remember, we need you to unleash your crazy, beautiful, brilliant leadership on those waiting to
contribute their talents. Sync up this triad with the profound understanding that this world is not
about you, but about revealing the best in those around you magic happens.
Evolving clarity of your gifts Your gifts as a leader are not stagnant. Gifts you dont have today
will emerge as you transform your leadership. How you stay in touch with the evolution of your gifts
is up to you. It is, however, a vital leadership act.
Your gifts are your talents that ooze out of you. People see them when you use them. They can move
people. They can inspire people. Bottom line: we need leaders to know what their gifts are, what they
are becoming, and what they are not. And we need you to share them. Use them.
Yes, there are forces to malign our leadership to mediocrity.
But such forces are held at bay when you shape your leadership by defining your Values that become
central to our actions and decisions.
You remain centered, zany even, when you explore and identify and explore some more your Life
Purpose.
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And when you lead knowing that your leadership orchestrates people coming together to unleash
their talents, you instantly realize what it means that this world is not about you.
But what is about you is knowing, sharing, and evolving your gifts. These are what help you lead
and leave your mark on those in your life & On the world.
Conclusion
Management is about getting things done. Leadership is about achieving goals by creating a direction
for a business and inspiring employees to take initiative and make the right decisions.
Enterprise managers need the skills to motivate, lead and influence others. Enterprise aims to employ
people who can take on a leadership role and help to grow the business for the longer term. Its
management and training programmes help to provide employees with the skills necessary to lead
others.
By developing leaders who are able to make decisions at a local level, Enterprise can respond more
closely to customer needs within a competitive service industry. Its high levels of customer service
provide it with competitive advantage over its rivals.

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BIBLIOGRAPHY

WEBSITES

http://vectorstudy.com

http://smallbusiness.chron.com-

http://www.legacee.com/Info/Leadership/LeadershipStyles.html

http://www.mindtools.com/pages/article/newLDR_84.htm

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