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 are people, who are able to express themselves fully, says Warren Bennis. 'They also know what they want', he continues, 'why they want it, and how to communicate what they want to others, in order to gain their co-operation and support.' Lastly, 'they know how to achieve their goals' (Bennis 1998: 3). But what is it that makes someone exceptional in this respect? As soon as we study the lives of people who have been labeled as great or effective leaders, it becomes clear that they have very different qualities. We only have to think of political figures like Nelson Mandela, Margaret Thatcher and Mao Zedong to confirm this.
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Indeed, leaders have the skill of empathizing with each member of the team, thus building a relationship with them. Leaders have the inherent ability of earning respect from their team members and building their trust. This is a vital contributory factor of the productivity of teams.
Leadership skills involve setting an example and being a model. It is about having a certain charisma - qualities that other people are drawn towards, trust, look up to, and feel comfortable with. Leadership involves taking inputs from everybody and deciding how it all fits according to the vision. It involves providing a path for others to follow. It means having the ability to think ahead. It is about inspiring and motivating people to achieve their full potential. Leadership means getting everybody to comprehend the goal and then work towards achieving it. leadership skills, remember, can always be cultivated in oneself.
As the early researchers ran out of steam in their search for traits, they turned to what leaders did - how they behaved (especially towards followers). They moved from leaders to leadership - and this became the dominant way of approaching leadership within organizations in the 1950s and early 1960s. Different patterns of behaviour were grouped together and labelled as styles.
Attitudes in Leadership
Attitude is everything. More so is Attitude In Leadership. Having the right attitude towards life is imperative if we want to see leadership success. Here are what I consider to be the 5 most important attitudes that a great leader must have:
Positivity - "Looking at the literal world in a favorable way".Â This is the essence of what I call being a "Half-Full" leader.
Purpose - There must be a place you want to lead someone, or a group, (or yourself) TO Empathy & Compassion -Â I have to be able to walk a mile in the other person's shoes, and apply the "Golden Rule" Humility -Â You want to make them BETTER than you. You shine the light on them. Love - You have to love leading, and not be afraid to talk about it, or express it.
Leadership is nothing but the quality which makes a person stand out from others. It is associated with such a person who has certain remarkable qualities.
Communication is the key to be a great leader. The reason for this is simple: if one possesses all the other qualities, but fails to communicate well, one has a little chance of being a good leader. Communication helps in passing on valuable information, motivation, healthy criticism, and above all a clear idea on what the team is aspiring to do.
The most valuable asset of a leader is honesty. He must be honest with both his followers. This quality is closely related to integrity. Once a leader compromises his or her integrity, it is lost. That is perhaps the reason integrity is considered the most admirable trait. The leaders therefore must keep it "above all else." A leader has to look beyond where his business is today, and know where it is going. He has to use his vision to move the company forward. Being able to do this is a rare skill indeed. The leader has to decide whether he wants to go for or against a plan. A good leader must always keep motivating his teammates for good work and strive towards maintaining a healthy environment.
Leadership Concepts In Small Private Business Versus Large Sized Public Business
Always on Time
Marked to Standard
In the 21st century, both public and private business owners visualized economic growth, but growth slowed when unethical leaders became obsessed with satisfying their personal needs instead of the needs of their customers and their employees. Such unethical practices had an impact on economic growth, which affected unemployment, capital investment for small businesses, the loss of individual pensions, and small business bankruptcy. The differences between big and small business leaders is also interesting as the data suggests that small business leaders are less visionary, and less welcoming of change than their big business colleagues.
Small Private Business Leadership
Small business leaders have a strong influence on how employees achieve organizational goals (Peters, 2005). Small business leaders need a better understanding of leadership styles to show development and progress in achieving the organization's goals and objectives. The ability to communicate a vision and direction in an inspirational way was much admired and included such comments as: sets a vision & direction, develops a common vision, a source of inspiration, persuasive, makes clear statements, active participation in delivering vision, explains his way of thinking and expectations. Individualized attention, ability to motivate and encourage team work and co-operation. This grouping included such comments as: listening skills, trust and support staff, making the team believe they are achieving desired outcomes, facilitates cooperation from diverse people, good dealing with people, interested in employees, motivating, combines work with fun, excellent social skills, made everyone feel important, creates a team environment, friendly.
Personal characteristics identified included: determined, self confident, able to motivate self, optimistic & enthusiastic, know own boundaries, energy & drive, overcome obstacles, Self-awareness) Values, honesty and integrity. Comments included: trustworthy, honest, integrity, high moral standards, and clear values.
Management and technical skills. The management and technical skills recognized and admired as contributing to effective leadership included:, specific technical expertise, rewards achievement.
Risk Taking. Advocates change, willingness to take risks, learning from mistakes.
Two Small Private Business Leaders In New Zealand
1,Hongfangzi is a small private business which operates in Greenlane, Auckland is run by jimmy wu.
2, Xingainian is a restaurant and operated by Junjie Chen, based in Panmure, Auckland.
Large Sized Public Business Leadership
The ability to communicate a vision and direction in an inspirational way was identified as very important. Comments included: visionary, foresees change, foresight, sense of direction, strategic thinking. Positive attitude to risk and change including: tolerates mistakes, creates/enjoys change, willing to take risks, not afraid of challenges, learn from mistakes. Individualized attention, ability to motivate and encourage team work and co-operation. Caring, well developed interpersonal skills, creates a democratic feel, works with staff, understands/develops the organizational culture, empowers staff, encourages cooperation, motivating, rewards creativity, innovation and success, respects staff, mentoring role with staff did not occur at all when discussing small business leaders. In addition to specifically naming the leader as charismatic other similar attributes were mentioned: Passion, Inspiration, Charismatic, Engenders loyalty Values, honesty and integrity. Ideas mentioned included: outward focused - betterment of others, sets standards, trustworthy, honest, has integrity, importance of values.
Results. Many business leaders were admired for achieving results including: achieves/drives results, is successful, is respected, and has credibility Management /technical skills. A greater number of specific management or technical skills were identified including: decision making skills, control, develops alliances, specific technical skills, mediates, excellent organisational diagnostic skills, thinks clearly through issues.
Personal characteristics included: is not afraid to use power, strength - doesn't bend to pressure, Self confidence, determined, pleasant personality, dynamic, enthusiastic, belief in self, kind, helpful, driven, physically domineering, broad knowledge base, straightforward, cool under pressure, has balance, lives life to the full, energetic, friendly, opportunist
Communication skills at all levels, public speaking, used fun and humour, good listener relationship between the leader and follower with the emphasis on listening, caring and respect. It also highlights the importance of values as well as expertise.
Two Large Sized Public Business Leaders In New Zealand
1, Moutter is currently CEO of Auckland International Airport and has previously held senior roles at Telecom, including Chief Operating Officer. Before that he was chief executive at Powerco.
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2, Mike Reynolds, CEO of newly revamped third mobile provider NZ Communications.
Leadership Concepts In For Profit Business Versus Not For Profit Business
Leaders from the top on down in Not-For-Profits hold an unfair advantage over their erstwhile counterparts in the For-Profit world.Â Managers in Not-for-Profit are driven by a powerful sense of purpose that delivers meaning and context for even the most mundane of activities.Â As one young Not-For-Profit manager in my recent Leadership Mastery workshop indicated, "I can't imagine not having the mission to inspire and energize me every day."Â
Whether in the profit or the nonprofit sector, all organizations fundamentally need strong leadership talent to execute their strategy successfully. Therefore, ensuring a steady supply of leaders is critical. This is not an easy task!
Most For-Profit environments lack the sense of purpose and mission that I've observed in Not-For-Profits, yet managers everywhere have the same set of tools at their disposal.Â For-Profit leaders are well served to take a few tips from their lower-paid and in many cases, more effective counterparts.Â
Leadership Concepts In For Profit Business
People thrive and commit when they feel a greater sense of purpose in their activities.Â Leaders in For-Profits must strive to connect the firm's activities and offerings to the benefits that they provide to customers.Â Even seemingly mundane offerings contribute to improving someone's life, making hard tasks easier or solving other problems.Â Leaders must connect the dots between these benefits and an employee's reason-for-being.
For-Profit leaders would be well served to push away from the desk and spend some time helping and learning from their customers.Â
Two For Profit Business Leaders In New Zealand
1,Mr Powell is an experienced retailer who has held senior roles in the United Kingdom, Canada and Spain working with international companies such as Tesco and Walmart. Since his arrival in New Zealand in 2002, he has acted as a consultant to major Australasian retail companies and has held senior roles with The Warehouse, most recently as chief executive of Warehouse Stationery.
2, Jimmy Wu. The owner of north shore ray white.
Leadership Concepts In Not For Profit Business
The nonprofit sector's ability to provide its services has come under ever-increasing pressure with changes in public policy, significant client demographic shifts, new commercial initiatives, and growing competition from for-profit providers. Although the sector has responded creatively in many instances, the increasingly complex environment is straining the skills and abilities of nonprofit leaders to meet such demands. To meet the challenges, today's nonprofit executives need to demonstrate a wide range of behaviors. They also need to have a wide repertoire of knowledge, skills, and experiences, and know when to apply their array of skills, as the situation dictates. They must make sure that business operations run smoothly without displacing the relationship-based approach to nonprofit leadership, or losing sight of the vision and mission.
Many Not-For-Profits run on volunteer workforces, and honing great leadership skills at a young age is a survival skill for a manager in this environment.Â The sophistication and good practices that I have seen displayed by managers with less than five years experience are impressive.Â Important habits and concepts including professional development, goal-setting, providing feedback and establishing genuine connections are well understood and readily applied by many of these young leaders.Â
Two Not For Profit Business Leaders In New Zealand
1, Lieutenant General Sir Jeremiah "Jerry" Mateparae, GNZM, QSO (born 14 November 1954) is New Zealand's 20th Governor-General. He was Chief of the New Zealand Defence Force between 2006 and 2011, the first MÄori person to hold the office, and the Director of the New Zealand Government Communications Security Bureau from 7 February 2011 until 1 July 2011.His appointment as Governor-General was announced on 8 March 2011 and he took office on 31 August 2011.
2, Murray Stuart McCully (born 19 February 1953 in Whangarei, Northland) is a New Zealand politician. He is a member of the National Party, and Minister of Foreign Affairs, Minister for Sport and Recreation, and former Minister for the Rugby World Cup.
Leadership In Relation To Social Responsibility
Leadership and social responsibility are an important combination in today's society. The following article looks at questions asked by socially responsible leaders.
In our tumultuous and ever-changing world, the importance of ethical, responsible behavior in business cannot be overestimated. At Lubrizol, our vision statement
is Fluid Technologies for a Better World. This isn't just about developing good technology that enhances the world. It also encompasses conducting business with honesty and integrity. In addition, I would like to think it involves making Lubrizol a quality place at which to work. Put another way, the manner in which we as business leaders conduct ourselves, as well as the respect we show our employees, customers and neighbors, are an important part of making this vision a reality. Social responsibility is the cornerstone of such leadership. We can prepare our leaders to face future challenges by providing them with the necessary education, guidance, support and follow-up training.
Companies should empower managers to develop strategies with beneficial social impact. Part of this means that companies need to embrace programs that contribute to social responsibility and ensure that there is a proper balance between meeting financial goals and establishing long-term shareholder value. Employees, in turn, should be recognized for such leadership with positive reinforcement and other incentives.
Leadership In Relation To Business Social Responsibility
The relationship between leadership and Corporate Social Performance (CSP) has become an important topic of research in the area of leadership studies. Corporate social responsibility requires Corporate Social Leadership. This research, however, is still in its infancy. In the attempt to link top management (characteristics) with some form of CSP, three streams of analysis has developed: values, personal characteristics and compensation levels. Studies that focused on values reveal a strong link between social responsiveness and conservative values. Recent research examined the relationship between levels of CEO compensation and CSP, but could not find any positive correlation. Other studies found evidence of a reversed correlation: high CEO salaries related to relatively poor social performance. Studies have been conducted that examine the professional background of leaders and it relation to CSP. In cases where executives with experience in environmental management had been recruited, CSP improved. Most of these studies Concentrated primarily on the Anglo-Saxon context (US firms, US CSP indices). This makes it difficult to arrive at general conclusions. The link between leadership characteristics, CSP and CFP still needs to be thoroughly researched before any general claims can be made.
Ethics In Leadership
What is especially crucial is that, if ethics in leadership is not perceived as essential it will continue to be ignored or included in leadership programs solely for idiosyncratic reasons-the instructors interests, the culture's latest fad, or the participants' whims. Only what is perceived to be essential in leadership is always included.
Even when ethical leadership is included in a leadership program, all too often key ethical principles are not identified, evaluated, or placed in a useful relation to each other. Urging ethical behavior is not the same as thoughtful wrestling with ethical principles or problems. More is required of us as teachers than a peripheral nod to ethical thinking.
Two Examples Of Ethics In Leaders
1,James Burke was chief executive officer of Johnson & Johnson during the Tylenol tampering episodes (1982). He is largely credited with the appropriate handling of that situation. Harvard Business School has written a case or two and produced a video on him entitled "James Burke: A Career in American Business." At one point in the crisis the US government was advising him against a product recall--a path he nevertheless remained resolute in taking.
2, A good example of an ethical leader is our very own President of the United States, Barack Obama. To be an ethical leader you must be honest and follow the rules.
Two Examples Of Unethical In Leaders
1, Adolf Hitler was born in Barnaul am Inn, Austria, on April 20, 1889. He rose to power in German politics as leader of the National Socialist German Workers Party, also known as the Nazi Party. Hitler was chancellor of Germany from 1933 to 1945 and dictator from 1934 to 1945. His policies precipitated World War II and the Holocaust. Hitler committed suicide on April 30, 1945, in his Berlin bunker.
2, As a leading member of Iraq's Ba'athist party, Saddam Hussein modernized Iraqi life using money obtained in the seizure of oil fields to provide free education, health care and improve Iraqi infrastructure. He combined this with a repressive security apparatus to seize control of Iraq, and was eventually overthrown by a US led invasion when he was seen as a threat to US interests in the region.
Stakeholders in a business are any entity that is effected by the operations of that business in some way. The most obvious stakeholders are employees, owners, and customers. Other stakeholders are indirect stakeholders such as competitors, the neighborhood the business is in, the government, and the environment.
Responsibility To Stakeholders
These stakeholder groups form the basis of success and failure of the business, stakeholders include governments (especially through regulatory agencies), unions, nongovernmental organizations (NGOs), activities, political action groups, and the media.
In orders to serve their stakeholders in an ethical and social manner, more and more organizations are adapting the model of corporate social responsibility. The term Corporate Social Responsibility goes by many other terms such as corporate citizenship, responsible business or simply co When an organization builds ethical and social elements in its operating philosophy and integrateÂ them in its business model, it is said to have possessed a self-regulating mechanism that guides, monitor and ensure its adherence to law, ethics, and norms in carrying out business activities that ensures the serving the interest of all external and internal stakeholders. In other words, the objective of being socially responsible business is achieved whenÂ its activities meet or exceed the expectations of all its stakeholders.
Leadership Impacts On The Society
When people talk about leadership, they mostly want to learn how to be good leaders at work. leadership in the corporate context is one of the hottest topics in the world, and everyone wants to learn how to become a billionaire and be the best possible boss. However, leadership is not just limited to the work frontier, it extends to all of society. In fact, leadership began as a societal phenomenon much before it evolved into a professional one. In fact, many of the present-day leadership qualities that corporate and professional leaders aspire to are based on the social and political leaders of the yesteryears.
Human beings are social animals and living together in large groups naturally meant that people needed to adopt different roles and accomplish different groups. In order to give structure to society and help society grow and develop, people were naturally divided into leaders and followers. The leaders paved the way and moved from one frontier to another, directing the others, while the followers completed the tasks assigned to them and helped bring the changes about.
Understanding the role and impact of good leadership in society makes for an interesting study. While it's easy to break down the effects of leadership in the work environment into small, easily identifiable structures, analyzing how positive leadership affects society is somewhat complex. Society is a multi-phenomena structure, with a myriad of social forces, elements and factors at play all the time. Society is not limited to a few defined goals, and hence, leadership in society is a vast, and often intangible, phenomenon.