MEANING

Leadership is the ability to build up conIidence and zeal among people

and to create an urge in them to be led. To be a successIul leader, a
manager must possess the qualities oI Ioresight, drive, initiative, selI-
conIidence and personal integrity. DiIIerent situations may demand
diIIerent types oI leadership.


DEFINITIONS
1.ccording to Koontz and O'Donnell, "Leadership is the ability oI a
manager to induce subordinates (Iollowers) to work with conIidence
and zeal."
2.ccording to George Terry, "Leadership is the activity oI inIluencing
people to strive Ior mutual objectives."
3.ccording to !eter Drucker, "Leadership is the shiIting oI own's vision
to higher sights, the raising oI man's perIormance to higher
standards, the building oI man's personality beyond its normal
limitations."


AT IS LEADERSI!
Leadership may be deIined as a process oI inIluencing group activities
towards the achievement oI certain goals. That means the leader is the
person in a group who is able to inIluencing the group to work willingly.
Through his guidance and directions, other people in the group get
purpose and directions Ior their eIIorts. Even though he is distinct Irom
the rest oI the group, he is a part oI the group that he leads. s deIined by
George R Terry "Leadership is the activity oI inIluencing people to strive
willingly Ior group objectives". Leadership naturally creates the existence
oI a leader and Iollowers as well as their mutual interaction. It involves
inter-personal relation through which the Iollowers receive the leader's
guidance Ior accomplishment oI speciIied goal. manager can be more
eIIective iI he is a good leader, as he has to lead and guide his
subordinates towards the achievement oI group goals/objectives. He does
not depend only on his Iormal authority or his positional power to secure
group perIormance but can exercise his leadership inIluence Ior the
purpose. s a leader he inIluences the behavior and conduct oI the
members oI the team in the interest oI the organization. He also inIluences
the individual as well as the group as a whole.
It is to be noted that leadership and management are not the same thing.
Management involves coordinating, planning, controlling and organizing
operations Ior the achievement oI the various organizational objectives.
On the other hand leadership is the process, which inspire the people and
inIluence them to willingly accomplish the organizational objectives. Thus
a manager is more than a leader. But a leader need not be a manager. In an
inIormal group the leader may not be a manager, still he may inIluence the
conduct oI his Iellow members. Here his role and position depends on the
acceptance oI his Iollowers. The power delegated to him by his superiors
are there Ior the manager who acting as a leader in a
organization. Managers have an organized group oI subordinates under
his authority and his leadership is an accompaniment oI his
position. ThereIore, managerial leadership has Iollowing characteristics:
1. Manager guides, directs and inIluence the behavior oI subordinates
and it is a continuous process.2. Due to the quality oI his own
behavior as a leader, the manager-leader is able to inIluence his
subordinates behavior at work.3. To get the willing cooperation oI the
work group in the achievement oI speciIied objective is the purpose oI
managerial leadership.4. The success oI a manager as leader depends
on the acceptance oI his leadership by the subordinates. 5. While group
goals are pursued, individual goals are also achieved and it is required in
the managerial leadership.

Leadership in Management.
Leadership is one oI the core Iunctions oI the Management. The
management has to get the work done, Ior that Managers use their
Leadership Quality. Manager can issue orders and instructions to his
subordinates. It is through the leadership role oI managers that employees
may be induced to perIorm their duties properly and maintain harmony in-
group activities. Manager having proper authority can guide and direct his
subordinates and command their obedience by his power. t the same
time as a leader, the manager can get the cooperation oI the entire group
and inIluence work behavior by means oI his leadership ability.
Importance of Managerial leadership.
The requirement oI managerial and leadership roles oI managers bring
Iorth the importance oI managerial leadership in an organization.
Togetherness oI managerial and leadership qualities leads to eIIective task
perIormance and Iuller achievement oI organization goals and human
satisIaction. Management is based on the Iormal authority oI managers.
Whereas, being leaders oI work groups enables managers to achieve
results on the basis oI inter-personal relations. The leader manager
identiIies himselI with the work group. He acts as an intermediary
between his subordinates and the top management. He takes personal
interest in the development oI his subordinates, helps them in overcoming
individual problems through advise and counseling, creates appropriate
work environment and builds up team spirit. s a result the leader
manager is able to develop better teamwork. The subordinates willingly
accept his guidance, advice and direction and are inspired as a group to
accomplish the speciIic goals.

CARACTERISTICS OF LEADERSI!

1.Involves guiding and motivating: Leadership is a managerial process
oI guiding and motivating the subordinates Ior achieving
organizational goals/objectives. For motivating, communicating is
necessary. Leadership is described as an art oI inIluencing and
inspiring subordinates to perIorm their duties eIIiciently.
2.Needs subordinates and common interests: It pre-supposes the
existence oI subordinates. There must be common interest Ior the
leader and his Iollowers due to which they cooperate and participate
Ior achieving common objectives.
3.!romotes interest in the work: The purpose oI leadership is to
inIluence, motivate and encourage subordinates to take active
interest in the work assigned and give the best results.
4.Needs support from all: The leader must recognize the presence oI all
employees irrespective oI their position. The leader cannot become
successIul unless he obtains support Irom all.
5.Influences subordinates through personal qualities: leader
understands the problems oI his subordinates and inIluences them
by his personal qualities.
6.Dynamic and continuous process: Leadership is a dynamic and
continuous process. It is a regular activity oI guiding and motivating
subordinates Ior improving their perIormance and contribution
towards organizational objectives.
7.Leadership is situational: n ideal leadership is always situational.
leader has to study the prevailing situation and provide appropriate
leadership to his subordinates.
8.Assumes obligation: leader always inspires Iollowers. In the event oI
Iailure, he does not shiIt the responsibility to his subordinates but
accepts his personal weaknesses in perIormance. leader leads by
setting good example.
9.Needs interaction with followers: The objective oI the leader and his
subordinates should be the same. II the leader attempts Ior one
purpose and his subordinates Ior some other purpose, it is no
leadership. Their interest must be identical.


QUALITIES OF A LEADER

1. !atience and Tolerance
1.!atience: Patience is the capacity to Iace diIIicult situations,
hardships or inconvenience without making a single complaint. It is the
ability to wait calmly Ior something to happen without complaining or
giving up or getting angry. Patience requires Calmness, SelI-Control,
Willingness or bility to tolerate delay. good leader must show
patience while waiting Ior expected results, Iacing diIIicult situations
and taking important decisions. He must avoid taking hasty decisions
and actions.
2.Tolerance: Tolerance means to have a Iair, objective and permissive
attitude towards those, who`s thinking, opinions, and practices diIIer
Irom one's own. good leader must show tolerance while dealing with
various types oI Iollowers who have diIIerent opinions and practices. II
not, his Iollowers will stop respecting him.
2. Good !ersonality
good personality is a combination oI physical, mental and social
qualities. Good personality helps a leader to inIluence his Iollowers.
ttractive physique and good manners add an advantage to the leader's
personality.
3. Coaching and Guidance
1.Coaching: good leader must be a coach Ior his Iollowers. s a
coach, he must teach his Iollowers, what to do, how to do and when to
do it.
2.Guidance: good leader must also give guidance to his Iollowers.
s a guide, he must Iirst Iix the objectives. Then he must show his
Iollowers how to achieve the objectives. good leader shows the way
by leading, directing and advising his Iollowers. He acts as a Role
Model Ior his Iollowers. He continuously helps, instructs and advises
his Iollowers. He advices them about their work, their career and also
about personal issues. He helps his Iollowers to Iind satisIying,
interesting and realistic roles in the organization.
4. Self-confidence
good leader must have selI-conIidence. This quality is necessary Ior
Iacing challenging situations and Ior solving problems easily and
eIIectively.
. uman Skills
good leader must have essential social and human skills. That is, he
must understand people. This quality is necessary Ior dealing with
diIIerent types oI persons and social groups.
6. Initiative
good leader must always take an initiative. This means he should do
the right thing at the right time without being told by others. He must be
able to construct and implement his own plan.
7. Intelligence
good leader must be smart and intelligent. That is, he should have a
good educational background and sound technical knowledge. He
should be more intelligent than his Iollowers. II not, his Iollowers will
not respect him. This will have a bad eIIect on his perIormance.
8. Innovative
good leader must have an art oI innovation. That is, he must have a
good imagination and visualization skills. He must develop new ideas
and tactics to solve problems. He must combine the new ideas with the
old ideas.
9. Communication Skills
good leader must be an eIIective and excellent communicator. This
means he must be a good speaker and writer. He must use simple
language to give inIormation, instructions and guidance to his
Iollowers. He must also be a good listener.
10. !roper 1udgement
good leader must make proper judgments. He must have a skill to
judge diIIerent situations. He must be able to judge, the perIormance oI
his Iollowers. II there is a dispute he must act as judge and solve the
problem.
11. Administrative Skills
good leader must have an administrative ability. This means, he must
be able to get the work done through his Iollowers. He must know, how
to plan, organize and control the work oI his Iollowers.
12. Discipline
good leader must be a disciplined person. This means he must have
respect Ior the rule and regulations oI the organisation. This is because
his Iollowers will Iollow his example.





STEVE 1OBS

ho is e
Steve Jobs is the Chairman and CEO oI pple Computers Inc. and arguably one oI
the world`s most successIul businessmen today.
He Iounded pple in the 1970s, got chased out by his own board oI directors, but
returned eventually as pple`s CEO. Since then, he has revolutionized the IT
industry with his creations like the MacBook, the iPod and the iPhone.
Since his return, he has brought pple Computers Inc. Irom a Iledging company to a
global Iorce to be reckoned with.
A Quick istory
Steve Jobs was born in San Francisco in February 24, 1955. He was an adopted son
oI the Jobs couple Irom CaliIornia.
Jobs attended Homestead High School in CaliIornia and oIten went to the aIter
school lectures by Hewlett-Packard Company. It was there that he met his eventual
partner, Steve Wozniak.
Jobs would have his early beginnings working at tari as a technician building
circuit boards. In 1976, he would start the company pple Inc. with Steve with
Iunding Irom a millionaire investor.
In 1984, he developed the Macintosh, which was the Iirst small computer with a
graphic interIace in its time. It had promise to revolutionize the whole PC industry.
However, bad business decision and internal striIe with his CEO would eventually
cause Jobs to leave his own company.
He went on to start two other companies; NeXT and Pixar. Pixar would be acquired
by the Disney Company and NeXT would be acquired by his own pple Computers
Inc.
With the acquisition, he returned to pple Computers Inc. in 1996 as interim CEO.
From that time on, the rise oI pple Computers began again as the iMac would be
developed.
The Iamous iPod and iPhone would later be developed and it would revolutionize
the whole hand phone and MP3 player industry. Under his leadership, pple
Computers Inc. became a Iorce to be reckoned with.


Steve 1obsLeadership Lessons
1.Persistence is the keySteve Jobs was a very persistent person and it was most
exempliIied through his exit Irom pple. He would not give up, but went on to start
NeXT computers, which would eventually be acquired by pple Computers Inc.
II Jobs were like most people, he would have given up and spent the rest oI his liIe
being bitter about his loss.
s a leader, you have to be ready to Iace setbacks. Setbacks are a part oI liIe and
whether you become successIul or not oIten depend on your ability not to give up. It
is all the more important to display this attribute, especially iI you want to build a
never-say-die team.
2.Innovation brings leadershipJobs saw the power oI innovation in building his
company. Till today, we can see the innovating power oI pple Computers Inc. as it
continues to take market leadership in the industry.
II you want to maintain your leadership, you have to be the one who`s constantly up
with new ideas, new initiatives, all in the spirit oI moving you`re organizational
mission Iorward. In whatever industry you`re in, your constant innovation in
alignment with your mission will keep you ahead oI the pack.


RICARD BRANSON

ho is e
Sir Richard Charles Nicholas Branson (born 18 July 1950) is an English
business magnate, best known Ior his Virgin Group oI over 400
companies.
His Iirst successIul business venture was a magazine called $9:/039 at age
16. In 1970, he set up an audio record mail-order business. In 1972, he
opened a chain oI record stores, Virgin Records, later known as Virgin
Megastores. Branson's Virgin brand grew rapidly during the 1980sas he
set up Virgin tlantic irways and expanded the Virgin Records music
label.
Richard Branson is the 5th richest person in the United Kingdom and
254th in the world according to Forbes' 2011 list oI billionaires, with an
estimated net worth oI approximately 2.58 billion (US$4.2 billion).

Leadership Qualities
Having a personality oI caring about people is important, says Richard
Branson. 'You can`t be a good leader unless you generally like people.
That is how you bring out the best in them.

Branson is oIten criticized Ior his management style or lack thereoI. He
holds no regular board meetings, has no business headquarters, and has no
idea how to operate a computer. But, with his brand name licensed to over
250 companies, Branson has had to develop the necessary leadership skills
to ensure his survival.

His overall leadership principle rests on the need to treat other people with
respect but the nuts and bolts oI it are much harder to pin down. Branson
stresses the importance oI time management skills, saying he spends
roughly one third oI his time on trouble shooting, one third on new
projects both business related and charitable and one third on
promoting and marketing his businesses. In between, he also makes time
Ior his Iamily and vacations.

Branson hires bright people, gives them a stake in his ventures so that they
are motivated to be even more successIul and then delegates.
While his staII oIten takes care oI the daily operations oI a company,
Branson Iocuses his time more on the end user experience, doing publicity
and promoting his products.

Part oI being a good leader, according to Branson, is also the ability to
know when to back away Irom a task. 's much as you need a strong
personality to build a business Irom scratch, you also must understand the
art oI delegation, he says. 'I have to be good at helping people run the
individual businesses, and I have to be willing to step back. The company
must be set up so it can continue without me.

But, Ior Branson, the most important Iactor oI good leadership is relating
to other people. 'II you`re good with people.and you really care,
genuinely care about people then I`m sure we could Iind a job Ior you at
Virgin, he says. 'The companies that look aIter their people are the
companies that do really well. I`m sure we`d like a Iew other attributes,
but that would be the most important one.

Treating his employees as important team players is crucial to the success
oI Branson`s Virgin Empires, putting employees Iirst, customers second,
and shareholders third. ' company is people.employees want to
know.am I being listened to or am I a cog in the wheel? People really
need to Ieel wanted.

With one oI the most licensed brands in the world, Branson has
demonstrated perhaps better than any other entrepreneur oI the 20th
century how good leadership skills can make the diIIerence between
success and Iailure.