The High Potential Of A Leader

Published: Last Edited:

This essay has been submitted by a student. This is not an example of the work written by our professional essay writers.

Leader in all organizations are like the challenging new waters and are great visionaries as well. Leadership is all about heading into a new territory and they are tagged as 'high potential' beings. They are very futuristic and forward looking in nature - so on envisions exciting possibilities. The followers willingly follow the direction of the leader. The most urgent requirement in the leadership is of honesty - as it is the important attribute of a good leader. There are very small leaders who have a habit of looking ahead.

The best leaders are those who can take their people ahead in the future because they observe the human condition. The most challenging job of a leader is sometimes is to guide the whole company to a new path which will prove advantageous to them all. Leaders are motivational and they differ from others in terms of unique act and thinking process. There are leaders who have different styles and traits but the best is transitional type of leader, who can mould himself according to the given circumstances. There is no such approach that one size fit all, one needs to be very calculative according to the culture and needs of the organization.

Leaders have an accurate statistics of the business so as to know where re-alignment is needed. They need to address the short comings immediately as their accurate and positive problem solving attitude will be used in the best way possible, they collate things, analyze them and then land up to a solution which is better than other ways, keeping alternatives pipeline. The leader is there to convince and motivate employees to change for their personal and professional betterment. A little success goes a long way and finding ways to take the business to the next level.

Situational factors play an important role in making a leadership team stronger and practical as well. It's very important for a leader to be proactive and influential. Everyone should be prepared to act quickly. Leaders develop and so on communicate a clear vision and way to obtain it and if so happen then how the organization will become. So they outline the clear strategy and stimulate innovation to achieve that goal. Making goals for everyone in the team and so in an organization is very important and it's better to take each move wisely. Some leaders tend to do everything quickly which is not good for them as well as peers.

As new managers or leaders must recognize the value, feasibility, opportunities and collective impact as a whole new package. Leaders have that ability to make other people believe on him and that lead to be his followers. The best thing a leader can do is to learn from his team rather than teaching them, converse with them, and it's the best opportunity to learn strengths and weaknesses, motivational factors and dynamics of your group.

According to Warren Bennis "…leaders are made, not born, and made more by themselves than by any external means. Second that no leader sets out to be a leader peruses, but rather to express himself freely and fully."

As per the theories of Robert Allio there are seven faces of leadership which includes that a leader should be mixture of all which are as: purposeful, virtuous, visionary, guiding, adaptive, strategic and beneficent as well. I think leadership in itself is a moment to prove itself whenever time comes. A leader emerges when there is an urge an opportunity to develop them as a leader. A leader is a potential it comes up when they are given a chance to prove or practice the craft of leadership in a challenging situations.

There are some subsets which can help you provide with good leadership concepts and skills such as: empowering your followers and delegating authorities and responsibilities, encouraging employees by setting some personal examples, focusing on team effectiveness and promoting collaboration and constructive conflicts. Inheriting the values that can gel up some regions or nations together which are represented in the organization, motivating and rewarding the employees, making employees aware of external environment such as customers, suppliers and other interest groups and designing and aligning the world class designs to control processes and behavior of employees within organization.

As leaders have this good decision making quality in them which distinguishes them from others also and this thing lies in heart of their personal and professional lives. Leaders do make decisions through unconscious processes. Empathy and self knowledge plays an important role in the effective leadership as the concept of emotional intelligence (EI) occupies a prominent role in the literature of leadership and everyday practices. They set a perfect chemistry between their brains and other followers. This notion is right that a perfect and powerful social circuit plays an important role in the theories of leadership. As followers intimate and mirror the leaders.

Today we need leaders in every field who are charismatic and transformational in nature. It's very important for the leader to listen to the voices of all the employees and members and suggestions are also welcome. Leadership is all about creating sustainable changes not only for you but also for the all important people around you. A productive and a good leader balance all and integrate work, life and community as a whole.

The total leadership concepts are based on following principles:

Be real: act with authenticity by clarifying what's important

Be whole: act with integrity

Be innovative: act with creativity with how to do things in a new experimental way.

In most companies, leaders and followers who want to achieve significant goals would be better advised to work together, when properly depicted and the leadership styles of many individuals and strengths also to be harnessed to produce great things. Organizations and their stakeholders need leaders and followers who are collectively attuned to advancing the company towards its goals - not individuals who are preoccupied with who is for or against them.

Leaders try to improve the performance dramatically so that they can progress top line and bottom line performance.

In the literature regarding leadership, according to Rost they are co-related to each other and treating the words as if they are synonymous and many examples are illustrated in the literature. But there is some difference between leaders and managers in whole history of leadership studies.

What if leaders are born?

"Leaders are born not made" this quote tells some people are born with talent and they have a right potential to become a great leader by their natural talents by birth. For example in sport analogy, in international cricket sachin tendulkar spent more time in grounds than other cricket players. You can only rein through it by continuously struggling to it.

The failure of many of the early theorists to consider leadership in relation to management is understandable, given that much of the early literature on leadership focused not on business leadership, but political leadership (Rejai & Phillips, 1997).

Prior to the 1980s and the rise of the leader/manager debate, it could be argued that the principal difference that was espoused between leaders and managers was merely a factor of rank: leaders were the people holding the top management position. Not doing according to the long tradition of viewing management and leadership as same to each other, or as slightly different degrees of the same concept, some early leadership theorists did pointedly differentiate between managers and leaders. It does not necessarily follow from "leaders are important" that "managers are unimportant" but that is the implication in much of the leadership literature. The high priority to leaders and the elevation of leadership as the most important factor in the effective organization has often been accompanied by the denigration of management (Alvesson & Sveningsson, 2003; Davenport, 2001; Fagiano, 1997; Long live middle managers, 2003; Rost, 1998). Leaders inevitably will appear to be superior to managers if management has been thoroughly denigrated.

Before anything what I mean by 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.

Leaders should carry out some processes by just applying their own leadership attributes and characteristics, such as beliefs, values, ethical image, character and with a set of skills and knowledge as well. Even the position of a leader can be of manager, supervisor or even at C-level also gives you the power and responsibility of the particular organization, 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, rather than simply bossing people around.

When a person is deciding if he respects you as a leader, he does not think about your attributes, rather, she observes what you do so that he can know who you really are. He 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.

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

Leadership and management can be differentiated by two different forms, management is form of 'POEM' means plan, organize, execute and monitor and measure. Leadership is form of 'MAST' means meaning, attention, self and trust

What makes a person want to follow a particular 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.

Effectiveness as a leader has "become a more effective listener" or "make decisions in a timely manner". Periodically listen to the suggestions given by the co-workers which can do a better job in your selected behaviors for change

Some of the following principles of leadership:

Seek self-improvement - In order to make a self-improvement, you have to understand how to be, and do attributes. Seeking self-improvement means continually strengthening your attributes. This can be achieved through self-study, reflection, formal classes, and interacting with others.

Be technically proficient - As a leader, we must know our job and have a solid familiarity with our employees' tasks.

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. And with this also one needs to make sound and timely decision, a leader needs to be good at problem solving, unique decision making skills and planning tools. Set the example - Be a good role model for employees. They must not only hear what they are expected to do, but also see. We must become the change we want to see

Keep your workers informed - leaders should know how to communicate with not only workers, but also with seniors and other key people.

Develop a sense of responsibility in workers - It will help to develop good character attributes that will help them to carry out their professional responsibilities.

Ensure that tasks are understood, supervised, and accomplished - Communication is the key to this responsibility.

Train as a team - Although many are 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.

Use the full capabilities of your organization - By developing a team spirit, you will be able to employ organization, department, section, etc. to its capabilities.

One must have an honest understanding of what and who you are, what you know and can do. One should know that it is the followers not the leader who determines if a leader is successful. To be successful you have to convince your followers, not yourself or your superiors, that you are worthy of being followed.

According to Warren G. Bennis (2001) "Good leaders make people feel that they're at the very heart of things, not at the periphery. Everyone feels that he or she makes a difference to the success of the organization. When that happens people feel centered and that gives their work meaning."

Leadership is compared with art and science. It is art because it requires creativity and should be continually evolved, changes form. It is science because it has certain principles and required techniques. Good leader needs able to laugh, great leader needs able to laugh at one. The qualities needed for great leadership are integrity, a deep understanding of the business, consistency, willingness to admit a mistake, the ability to listen, and decisiveness.

Leaders exert influence on the environment via three types of actions:

The goals and performance standards they establish and that too for all so that everyone can align the personal growth goals with that of a professional organizational goal.

The values they establish for the organization and even for the individuals also.

The business and people concepts they establish.

There are many successful organizations that set high standards and even goals and objectives across the entire spectrum, such as strategies, market leadership, plans, meetings and presentations, productivity, quality, and reliability. Values reflect the concern the organization has for its employees, customers, investors, vendors, and surrounding community. These values define the manner in how business will be conducted.

There are the concepts which define that what products and services will be offered by the organization and so on the methods and processed for conducting and starting the particular business. These goals, values, and concepts make up the organization's "personality" or how the organization is observed by both outsiders and insiders. This personality defines the roles, relationships, rewards, and rites that take place.

Each organization has its own distinctive culture. It is a combination of the founders, past leadership, current leadership, crises, events, history, and size. These 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 direct 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. 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.

The following are some of the activities which can influence and even motivate the individuals or the group or team of members and so on satisfaction also which is noted down:

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?

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.

In an effective leadership situation, the leader is a catalyst and servant whose leadership style is support, avocation, and empowerment. While in an ineffective leadership situation, the leader is a pushover, whose leadership style is abdication and fraud? Human Resource Leaders believe in people and communicate that belief; they are visible and accessible; they empower, increase participation, support, share information, and move decision making down into the organization.

A leader is who uses a "delegate and disappear" management style. Since they are not committed to either task accomplishment or maintenance; they essentially allow their team to do whatever it wishes and prefer to detach themselves from the team process by allowing the team to suffer from a series of power struggles. The leader tends to maintain stability in the organization. And they make mind of others to adapt to inevitable changes from the environment and so on they can escalate themselves to a higher stages.

Even I believe that leaders can be taught to become leaders so that convenient exposure of some modules can be taught and so on they can practice those things in real life to formulate strategies, making decisions in the business environment.

There are at times some situations which ask a leader to play as a role of Impoverished Leader, as in this case you allow your team to gain self-reliance. Be an Authoritarian Leader to instill a sense of discipline in an unmotivated worker.

The basic foundation of a good leader is build from being an honest person and a selfless being who can serve to the organization to his fullest. In your employees' eyes, your leadership is everything you do that effects the organization's objectives and their well-being.

So in a nutshell I would like to comment that you should be creative, innovative and calculative enough to win the trust of others in your organization.

What will make others to believe you and follow you is by only if they respect you and have a clear sense that whatever decisions and strategies or paths you are following is good for all and that too must be ethical. A sense of direction is achieved by conveying a strong vision of the future.


Congesr, J.A. (1998). The dark side of leadership. In G.R. Hickman (Ed.), Leading organizations: Perspectives for a new era (pp. 250-260). Thousand Oaks, CA: Sage Publications.

Caldwell, R. (2003). Change leaders and change managers: Different or complementary Leadership & Organization Development Journal, 293(9), pp. 50-64

Davenport, et al. (2001). Knowledge work and the future of management., the future of leadership: Today's top leadership thinkers speak to tomorrow's leaders (pp.41-58). San Francisco: Jossey-Bass.

Goleman, D. (2004, January). What makes a leader? Harvard Business Review, 82(1), pp. 82-91.

Kellerman, B. (2004). Leadership: Warts and all. Harvard Business Review, 82(1), pp. 40-45.

Pagonis, W.G. (1992, November-December). The work of the leader. Harvard Business Review, 70(6), pp. 118-126.

Tichy, N.M. & Cohen, E. (2003). Why are leaders important? In Leadership: A Jossey-Bass reader (pp. 4-28). San Francisco: Jossey-Bass.

Zaleznik, A. (2004). Managers and leaders: Are they different? Harvard Business Review, 82(1), pp. 74-81.