Meaning of Organisation:

Organisation is the foundation upon which the whole structure of management is built.
Organisation is related with developing a frame work where the total work is divided
into manageable components in order to facilitate the achievement of objectives or
goals. Thus, organisation is the structure or mechanism (machinery) that enables living
things to work together. In a static sense, an organisation is a structure or machinery
manned by group of individuals who are working together towards a common goal.

Alike ‘management’, the term ‘organisation’ has also been used in a number of ways.
Broadly speaking, the term ‘organisation’ is used in four different senses: as a process,
as a structure of relationship, as a group of persons and as a system, as given below:

Organisation as a Process: In this first sense, organisation is treated as a dynamic

process and a managerial activity which is essential for planning the utilization of
company’s resources, plant an equipment materials, money and people to accomplish
the various objectives.

Organisation as a Framework of Relationship: In the second sense organisation refers

to the structure of relationships and among position jobs which is created to release
certain objectives. The definitions of Henry, Urwick, Farland, Northcourt, Lansburgh
and Spriegel Breach, Davis, Mooney and Reily etc., come under this group. For
example: According to Mooney and Reily, “Organisation is the form of every human
association for the attainment of a common purpose.”

Organisation as a Group of persons: In the third sense, organisation is very often

viewed as a group of persons contributing their efforts towards certain goals.
Organisation begins when people combine their efforts for some common purpose. It is
a universal truth that an individual is unable ability and resources. Barnard has defined
‘Organisation’ as an identifiable group of people contributing their efforts towards the
attainment of goals.

Organisation as a System: In the fourth sense, the organisation is viewed as system.

System concepts recognize that organizations are made up of components each of
which has unique properties, capabilities and mutual relationship. The constituent
 element of a system are linked together in such complex ways that actions taken by one
producer have far reaching effect on others.

In short, organizing is the determining, grouping and arranging of the various activities
deemed necessary for the attainment of the objectives, the assigning of people to those
activities, the providing of suitable physical factors of environment and the indicating
of the relative authority delegated to each individual charged with the execution of each
respective activity.

Definitions of Organisation

Different authors have defined organisation in different ways. The main definitions of
organisation are as follows:

 According to keith Davis, “Organisation may be defined as a group of individuals, large

of small, that is cooperating under the direction of executive leadership in
accomplishment of certain common object.”
 According to Chester I. Barnard, “Organisation is a system of co-operative activities of
two or more persons.”
 According to Louis A. Allen, “Organisation is the process of identifying and grouping
the work to be performed, defining and delegating responsibility and authority, and
establishing relationship for the purpose of enabling people to work most effectively
together in accomplishing objectives.”
 According to Mooney and Railey, “Organisation is the form of every human association
for the attainment of a common purpose.”

Characteristics / Features of Organisation

For companies to achieve long-term success, they must create and maintain healthy environments
in the workplace. Healthy organizations understand that it takes a collaborative effort to compete in
their market segment and produce continuous profits. Healthy organizations have certain
characteristics ingrained in their corporate culture. Recognizing and understanding the
characteristics of healthy organizations can help you detect problems in your company if it is
unprofitable and take corrective steps to operate a successful business.

Effective Sharing of Goals

A healthy organization shares its business goals with employees at every level of the organization.
Management shares goals with employees and gets them on board with the mission and vision of the
organization. Employees and managers understand what is required to reach these shared goals and make
every effort to achieve them.

Teamwork

Another characteristic is teamwork. Healthy companies know how to develop teams that collaborate to achieve
common goals. Employees and managers readily offer their assistance to each other to meet corporate
objectives.

High Employee Morale

Healthy organizations possess high employee morale. Employees value their positions in the organizations and
desire to work there for a long time. Productivity is high and organizational events are enjoyable and
successful.

Offers Training Opportunities

Companies provide on-the-job training and opportunities for employees to enhance their work-related skills.
Organizations bring in other individuals to provide necessary departmental and corporate-wide training.
Companies also offer opportunities to pursue certification and continual education.

Leadership

Good leadership is one of the main characteristics of a healthy organization. Employees have good
relationships with management that are based on trust. Managers know how to get employees to function
together. When correction is needed, employees readily accept the constructive criticism offered by leaders.

Handles Poor Performance

Companies confront poor performance instead of ignoring it. Organizations take corrective actions to improve
performance. Upper-level management values the input of employees who make suggestions on how to
improve productivity and achieve high performance rates. Companies may even bring in specialists to detect
problems and offer solutions.

Understanding Risks

Healthy organizations understand the risks they are open to and take the necessary steps to protect themselves
against them. When an event happens due to organizational risks, a healthy organization learns from the event.
Companies use precaution but understand that risks are necessary to facilitate growth.

Adapts to Opportunities and Changes

Healthy organizations know how to recognize and seize good opportunities. Healthy organizations always look
for opportunities to grow. They also know how to adapt to technological or operational changes. They try to
stay ahead or inline with changes in the industry and business environment.

Clearly Defined Structure

Companies possess a sense of order and organizational structure. The structure and order of the organization
does not limit innovation and growth. Employees do not mind complying to the company's order because they
understand it and see the benefits of its implementation.

Well-Known Company Policies

Organizations create and implement company policies that are readily available to their employees. Healthy
organizations follow the policies and regulations of local, state and federal governments. When employees or
managers break policies, the issue is dealt with immediately and in a professional manner.

Source: http://smallbusiness.chron.com/top-10-characteristics-healthy-organization-
20452.html

Importance / Need / Advantages / Significance of Organisation

The well-known industrialist of U.S.A. late Andrew Canrnegi, when sold his famous
‘United State Steel Corporation’, showed his confidence in organisation by uttering the
following words, “Take away our factories, take away our trade, our avenues of
transportation, our money, leave nothing but our organisation, and in four years, we
shall re-established ourselves.” Since ages and in every walk of life, organisation has
been playing a vital role. The significance or main advantages of organisation are as
follows:

It Facilitated Administration and management: Organisation is an important and the

only tool to achieve enterprise goals set b administration and explained by
management. A sound organisation increases efficiency, avoids delay and duplication
of work, increases managerial efficiency, increases promptness, motivates employees to
perform their responsibility.
It Help in the Growth of Enterprise: Good organisation is helpful to the growth,
expansion and diversifications of the enterprise.
It Ensures Optimum Use of Human Resources: Good organisation establishes persons
with different interests, skills, knowledge and viewpoints.
It Stimulates Creativity: A sound and well-conceived organisation structure is the
source of creative thinking and initiation of new ideas.
A Tool of Achieving Objectives: Organisation is a vital tool in the hands of the
management for achieving set objectives of the business enterprise.
Prevents Corruption: Usually corruption exists in those enterprises which lack sound
organisation. Sound organization prevents corruption by raising the morale of
employees. They are motivated to work with greater efficiency, honesty and devotion.
Co-ordination in the Enterprises: Different jobs and positions are welded together by
structural relationship of the organisation. The organizational process exerts its due and
balanced emphasis on the co-ordination of various activities.
Eliminates Overlapping and Duplication or work: Over lapping and duplication of
work exists when the work distribution is not clearly identified and the work is
performed in a haphazard and disorganized way. Since a good organisation demands
that the duties be clearly assigned amongst workers, such overlapping and duplication
is totally eliminated.

Source: http://www.publishyourarticles.net/knowledge-hub/business-
studies/organisation/978/

Characteristics of Organisation:
Different authors look at the word ‘organisation’ from their own angle.
One thing which is common in all the viewpoints is that organisation
is the establishment of authority relationship among persons so that it
helps in the achievement of organisational objectives.

Some of the characteristics of organisation are studied as

follows:
1. Division of Work:
Organisation deals with the whole task of business. The total work of
the enterprise is divided into activities and functions. Various
activities are assigned to different persons for their efficient
accomplishment. This brings in division of labour. It is not that one
person cannot carry out many functions but specialisation in different
activities is necessary to improve one’s efficiency. Organisation helps
in dividing the work into related activities so that they are assigned to
different individuals.

2. Co-Ordination:
Co-ordination of various activities is as essential as their division. It
helps in integrating and harmonising various activities. Co-ordination
also avoids duplications and delays. In fact, various functions in an
organisation depend upon one another and the performance of one
influences the other. Unless all of them are properly coordinated, the
performance of all segments is adversely affected.

3. Common Objectives:
All organisational structure is a means towards the achievement of
enterprise goals. The goals of various segments lead to the
achievement of major business goals. The organisational structure
should build around common and clear cut objectives. This will help in
their proper accomplishment.

4. Co-operative Relationship:
An organisation creates co-operative relationship among various
members of the group. An organisation cannot be constituted by one
person. It requires at least two or more persons. Organisation is a
system which helps in creating meaningful relationship among
persons. The relationship should be both vertical and horizontal
among members of various departments. The structure should be
designed that it motivates people to perform their part of work
together.

5. Well-Defined Authority-Responsibility Relationships:

An organisation consists of various positions arranged in a hierarchy
with well defined authority and responsibility. There is always a
central authority from which a chain of authority relationship
stretches throughout the organisation. The hierarchy of positions
defines the lines of communication and pattern of relationships.
Source: http://www.yourarticlelibrary.com/organization/organization-meaning-
definition-concepts-and-characteristics/53217

 Planning: This step involves mapping out exactly how to achieve a particular
goal. Say, for example, that the organization's goal is to improve company sales.
The manager first needs to decide which steps are necessary to accomplish that
goal. These steps may include increasing advertising, inventory, and sales staff.
These necessary steps are developed into a plan. When the plan is in place, the
manager can follow it to accomplish the goal of improving company sales.
 Organizing: After a plan is in place, a manager needs to organize her team and
materials according to her plan. Assigning work and granting authority are two
important elements of organizing.
 Staffing: After a manager discerns his area's needs, he may decide to beef up
his staffing by recruiting, selecting, training, and developing employees. A
manager in a large organization often works with the company's human
resources department to accomplish this goal.
 Leading: A manager needs to do more than just plan, organize, and staff her
team to achieve a goal. She must also lead. Leading involves motivating,
communicating, guiding, and encouraging. It requires the manager to coach,
assist, and problem solve with employees.
 Controlling: After the other elements are in place, a manager's job is not
finished. He needs to continuously check results against goals and take any
corrective actions necessary to make sure that his area's plans remain on track.

All managers at all levels of every organization perform these functions, but the amount
of time a manager spends on each one depends on both the level of management and
the specific organization.

Roles performed by managers

A manager wears many hats. Not only is a manager a team leader, but he or she is also
a planner, organizer, cheerleader, coach, problem solver, and decision maker — all
rolled into one. And these are just a few of a manager's roles.

In addition, managers' schedules are usually jam‐packed. Whether they're busy with
employee meetings, unexpected problems, or strategy sessions, managers often find
little spare time on their calendars. (And that doesn't even include responding to e‐mail!)

In his classic book, The Nature of Managerial Work, Henry Mintzberg describes a set of
ten roles that a manager fills. These roles fall into three categories:

 Interpersonal: This role involves human interaction.

 Informational: This role involves the sharing and analyzing of information.
 Decisional: This role involves decision making.

Table 1 contains a more in‐depth look at each category of roles that help managers
carry out all five functions described in the preceding “Functions of Managers” section.
Not everyone can be a manager. Certain skills, or abilities to translate knowledge into
action that results in desired performance, are required to help other employees
become more productive. These skills fall under the following categories:

 Technical: This skill requires the ability to use a special proficiency or expertise
to perform particular tasks. Accountants, engineers, market researchers, and
computer scientists, as examples, possess technical skills. Managers acquire
these skills initially through formal education and then further develop them
through training and job experience. Technical skills are most important at lower
levels of management.
 Human: This skill demonstrates the ability to work well in cooperation with
others. Human skills emerge in the workplace as a spirit of trust, enthusiasm, and
genuine involvement in interpersonal relationships. A manager with good human
skills has a high degree of self‐awareness and a capacity to understand or
empathize with the feelings of others. Some managers are naturally born with
great human skills, while others improve their skills through classes or
experience. No matter how human skills are acquired, they're critical for all
managers because of the highly interpersonal nature of managerial work.
 Conceptual: This skill calls for the ability to think analytically. Analytical skills
enable managers to break down problems into smaller parts, to see the relations
among the parts, and to recognize the implications of any one problem for others.
As managers assume ever‐higher responsibilities in organizations, they must
deal with more ambiguous problems that have long‐term consequences. Again,
managers may acquire these skills initially through formal education and then
further develop them by training and job experience. The higher the management
level, the more important conceptual skills become.

Although all three categories contain skills essential for managers, their relative
importance tends to vary by level of managerial responsibility.

Business and management educators are increasingly interested in helping people

acquire technical, human, and conceptual skills, and develop specific competencies, or
specialized skills, that contribute to high performance in a management job. Following
are some of the skills and personal characteristics that the American Assembly of
Collegiate Schools of Business (AACSB) is urging business schools to help their
students develop.

 Leadership — ability to influence others to perform tasks

 Self‐objectivity — ability to evaluate yourself realistically
 Analytic thinking — ability to interpret and explain patterns in information
 Behavioral flexibility — ability to modify personal behavior to react objectively
rather than subjectively to accomplish organizational goals
 Oral communication — ability to express ideas clearly in words
 Written communication — ability to express ideas clearly in writing
 Personal impact — ability to create a good impression and instill confidence
 Resistance to stress — ability to perform under stressful conditions
  Tolerance for uncertainty — ability to perform in ambiguous situations

Source: https://www.cliffsnotes.com/study-guides/principles-of-management/the-
nature-of-management/functions-of-managers

HENRI FAYOL’S 14 Principles of Management

Management Principles developed by Henri Fayol:
1. DIVISION OF WORK: Work should be divided among individuals and groups to ensure that effort and
attention are focused on special portions of the task. Fayol presented work specialization as the best
way to use the human resources of the
organization.
2. AUTHORITY: The concepts of Authority and responsibility are closely related. Authority was defined
by Fayol as the right to give orders and the power to exact obedience. Responsibility involves being
accountable, and is therefore naturally associated with authority. Whoever assumes authority also
assumes responsibility.
3. DISCIPLINE: A successful organization requires the common effort of workers. Penalties should be
applied judiciously to encourage this common
effort.
4. UNITY OF COMMAND: Workers should receive orders from only one
manager.
5. UNITY OF DIRECTION: The entire organization should be moving towards a common objective in a
common direction.
6. SUBORDINATION OF INDIVIDUAL INTERESTS TO THE GENERAL INTERESTS: The interests of one
person should not take priority over the interests of the organization as a
whole.
7. REMUNERATION: Many variables, such as cost of living, supply of qualified personnel, general business
conditions, and success of the business, should be considered in determining a worker’s rate of
pay.
8. CENTRALIZATION: Fayol defined centralization as lowering the importance of the subordinate role.
Decentralization is increasing the importance. The degree to which centralization or decentralization
should be adopted depends on the specific organization in which the manager is
working.
9. SCALAR CHAIN: Managers in hierarchies are part of a chain like authority scale. Each manager, from
the first line supervisor to the president, possess certain amounts of authority. The President
possesses the most authority; the first line supervisor the least. Lower level managers should always
keep upper level managers informed of their work activities. The existence of a scalar chain and
adherence to it are necessary if the organization is to be
successful.
10. ORDER: For the sake of efficiency and coordination, all materials and people related to a specific kind
of work should be treated as equally as possible.
11. EQUITY: All employees should be treated as equally as
possible.
12. STABILITY OF TENURE OF PERSONNEL: Retaining productive employees should always be a high
priority of management. Recruitment and Selection Costs, as well as increased product-reject rates
are usually associated with hiring new
workers.
13. INITIATIVE: Management should take steps to encourage worker initiative, which is defined as new or
additional work activity undertaken through self direction.
 14. ESPIRIT DE CORPS: Management should encourage harmony and general good feelings among
employees.

Planning

The planning function of management controls all the planning that allows the organization to run
smoothly. Planning involves defining a goal and determining the most effective course of action
needed to reach that goal. Typically, planning involves flexibility, as the planner must coordinate with
all levels of management and leadership in the organization. Planning also involves knowledge of
the company’s resources and the future objectives of the business.

Organizing

The organizing function of leadership controls the overall structure of the company. The
organizational structure is the foundation of a company; without this structure, the day-to-day
operation of the business becomes difficult and unsuccessful. Organizing involves designating tasks
and responsibilities to employees with the specific skill sets needed to complete the tasks.
Organizing also involves developing the organizational structure and chain of command within the
company.

Staffing

The staffing function of management controls all recruitment and personnel needs of the organization. The
main purpose of staffing is to hire the right people for the right jobs to achieve the objectives of the
organization. Staffing involves more than just recruitment; staffing also encompasses training and
development, performance appraisals, promotions and transfers. Without the staffing function, the business
would fail because the business would not be properly staffed to meet its goals.

Coordinating

The coordinating function of leadership controls all the organizing, planning and staffing activities of the
company and ensures all activities function together for the good of the organization. Coordinating typically
takes place in meetings and other planning sessions with the department heads of the company to ensure all
departments are on the same page in terms of objectives and goals. Coordinating involves communication,
supervision and direction by management.

Controlling

The controlling function of management is useful for ensuring all other functions of the organization are in
place and are operating successfully. Controlling involves establishing performance standards and monitoring
the output of employees to ensure each employee’s performance meets those standards. The controlling
process often leads to the identification of situations and problems that need to be addressed by creating new
performance standards. The level of performance affects the success of all aspects of the organization.
Leadership
Leadership is defined as “the process whereby one individual influences other group members
towards the attainment of defined group or organizational goals.”

According to Hollander, “Leadership is a process of influence between a leader and those who are
followers”.

According to Hamphill and Coons, “Leadership is the behavior of an individual when he is

directing the activities of a group toward a share goal”.

Nature of a Leadership:

Qualities of a Leader
1. Intelligence
2. Sound Physique
3. Responsibility
4. Trustworthy
5. Spirit of Enthusiasm
6. Confidence
7. Must do Things in Systematic manner
8. Significant Level of Tolerance
9. Focused
10. Committed to Excellence

Effectiveness of leaders
Task achievement
Development of individuals
Building the team
Make the vision tangible
What are the advantages and disadvantages of
transactional leadership?
Advantage of Transactional Leadership

1. Employee Motivation

Based on reward and punishment, this leadership style is effective in motivating

employees in becoming productive and efficient members of the team. These are
because of two reasons. First, the incentive that awaits the employee if he or she
contributes to the organization serves as the motivation for him or her to work doubly
hard to meet deadlines, reach or even exceed quota because the employee knows that his
efforts will not be left unrecognized. Second, this leadership technique also serves as a
reminder to a member of the workforce that the management keeps an eye on them and
is serious with its drive to expect maximum performance from its employees that
mistakes committed and under-performance would mean demerit and punishment.

2. Achievable Goals

With short-term planning as part of this leadership style, management ensures that its
visions for the company or organization will be realized. This is for that reason that
goals and objectives only require a shorter time table to materialize. Consequently, these
are easier to fulfill and less demoralizing for employees. By making achievements more
accessible in a short period of time, members of the team are more motivated to perform
and at the same time be more self-confident. This is partly because of the autonomy
given to subordinates makes them able to carry out their tasks without having to be
conscious that eyes are directly on them.

3. Clear Structure

Transactional leadership is also composed of a structure that is clear and concise.

Employees of an organization with this kind of management style are informed before-
hand of what the company expects from them. They are also provided with clear
instructions and expected to follow a chain of command which makes it easier for them
to know what proper channels to go to. This also makes them aware from day one that
they will be rewarded for following objectives and completing their tasks with flying
colors while they will also be punished if they go against the policies of the organization.

4. Productivity and Costs

A Transactional leadership is effective when it comes to increase in production and

cutting down costs. These are due to the fact that this leadership style has short-term
goals that make it easy for employees to get things done. Also, the rewards promised
with this kind of leadership serve as motivators for members of the team to do their
tasks at the shortest time possible for incentives, whether monetary or psychological.

List of Disadvantages of Transactional Leadership

1. Unyielding Leadership

Transactional leadership is a style of leadership that not only has a clear structure. It
also has unbendable policies and rules. Despite the rewards members of organizations
can expect and the kind of autonomy or independence they have in doing their tasks,
they have to work within the rules of the management. Going against these policies or
instructions from superiors can lead to negative implications like suspension and even
termination. This is because a transactional leader tells his or her subordinates what to
do and is in no way accepting complaints or insubordination of any kind. Because of this
inflexibility, the leader will find it difficult to adjust to certain situations and somehow
limits creativity.

2. Does not Encourage Creativity

Since this leadership style is rigid and not into bending principles and rules as well as
listening to suggestions from people under the management, this hampers creativity
from members of the team who might have sound and effective recommendations for
the betterment of the organization. The short-term goals and structured policies make it
hard for transactional leaders to make changes and be open to ideas from others that do
not go with their existing goals. And since the company or organization relies on a
transactional leader, if this person leaves, it can affect the business because most of the
employees are have not been given the opportunity to become leaders but merely
followers.

3. Accountability of Employees

Another disadvantage of transactional leadership is its practice of providing the tasks to

employees, along with their policies and principles to be strictly followed. If and when
something goes wrong in the process, employees are the ones to be blamed and who are
responsible for the outcome. Critics find this to be a reason for the dissatisfaction and
unhappiness of employees. This is because these people know that the organization does
not really put their welfare first. Also, this type of management makes them feel like
they are not really members of the organization but merely people paid to do their jobs.

4. Insensitivity

Since transactional leaders operate within rules that cannot be changed, managers with
this style of leadership do not really put the emotions of employees in consideration so
long as tasks are done. Employees are given clear and detailed instructions but they are
also expected to perform these tasks efficiently and on time. What transactional
managers have with their subordinates are more of transitory working relationships
than emotional ones. As a result, employees also become insensitive to demonstrating
concern for the company but merely performers who are motivated by
rewards.Transactional leadership still remains to be popular among the leadership
styles because of its reward and punishment principle that motivate employees to be
productive. However, it also has its share of criticisms because of the way it controls its
employees’ performance and hampers the leadership and creativity skills of the
workforce.

FutureofWorking.com | 6 Pros and Cons of Transformational Leadership

6 Pros and Cons of Transformational Leadership

List of Pros of Transformational Leadership

1. It allows for quick formulation of a vision.

This approach stands out from other leadership styles in its ability to quickly assess an
organization’s current situation and formulate a vision for its improvement and growth.
Transformational leaders communicate their visions properly to other leaders in their organizations
and to all the employees to get everyone on board. This would help them deal with challenging
situations, as all people can see the big picture.
2. It promotes enthusiasm.
This leadership model is said to create an enthusiastic work environment and drives a company with
changes and innovations. As individuals are working through self-motivation, this approach would
particularly guarantee a higher level of efficiency and output.

3. It uses inspiration to motivate people.

Transformational leadership’s vision aligns with the ability to motivate and inspire. Basically, passion
is a common trait that enables transformational leaders to get their members to optimize
performance. When getting through difficult times, these leaders would depend on their passion to
help sell their vision and get employees headed to a common direction.

List of Cons of Transformational Leadership

1. It can face serious detail challenges.

While transformational leaders are known for their inspirations and big picture visions, they would
struggle with detail orientation at times. Experts say that these types of leaders would need support
from more detail-oriented and organized people, which means that other executives, assistants or
certain team members would be needed to help maintain a transactional focus that can keep the
vision of these leaders moving in the right direction.
2. It might overlook reality and truth.
It has been noted that that transformational leaders might fall in the trap of depending too much on
passion and emotion that they would tend to overlook reality and truth. This over-reliance can also
restrict their willingness to delve into research and logical reasoning to face harsh truths about the
situation of their companies.
3. It carries the potential for abuse.
Though this type of leadership is powerful, it is not always used morally and for the common good.
Actually, not all of those often associated with this approach fit the definition. As you can see, Adolf
Hitler and Osama bin Laden are also cited as examples of those using this type of leadership.

TRAIT LEADERS

Trait theorist refers to people like Father of nation M.K. Gandhi, Indira Gandhi, Margrat
Thracher, Nelson Mandela, Virgin Group CEO Richard Branson, Apple Co-founder
Steve Jobs, Ratan Tata of the Tata Group, Azim Premji of Wipro, Narayana Murthy of
Infosys etc.

TRAIT THEORY AND MAHATMA GANDHI

Mahatma Gandhi was the born leader according to trait theorist . He was the born leader along
with some qualities which he improves with the situation and requirement of the society.
Mahatma Gandhi had all characteristics of a trait leadership like:
Ambition and Energy: Mahatma had a big ambition to get freedom. He made his objective or
target to make INDIA as a sovereign country. And he did so. He provides his all effort to the
people to make Unity in Diversity

Desire to Lead: The leader is that who has a desire to lead the people. And Gandhiji leaded the
Indian public. When he gone to the South Africa and the see condition of black people, he
decided he will destroy these inequalities.
Honesty and Integrity: Gandhiji was very honest as we all know and he was honest to his
work, to his family, to his goal and to the Indians. He saw all people of India equal. It is very
essential to a leader to have honesty towards his goal and the work.
Self confidence: Gandhiji was very confident that he will succeed to provide the freedom to
all of us. He worked hard and so smartly to achieve his goal of freedom. He did Dandi March in
1929 to make the salt in Gujarat that shows his self confidence..
Intelligence: Gandhiji was very intelligent leader. As he gave principle of Truth and Nonviolent
to the people. He had a good negotiation skill. He was well educated person. He used to take
decisions efficiently.
 Job relevant knowledge: M.K. Gandhi was clearly knew that what should he do, when
should he do the tasks to achieve the objective. The leaders should have the job relevant
knowledge. Besides it Gandhiji had done pune pact, Bharat chhodo andolan, Sattyagrah etc. that
shows his leadership skill which him the greatest leader.Today, also people follow him.