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In the broadest sense of the word, a "leader" is someone who brings people together and guides them toward a common goal. Anyone can tell others what to do, but effective leaders require much more than the ability to assign tasks to a group. Throughout history, much has been written about what it means to be a leader. Chinese military general and "Art of War" author Sun Tzu described a leader as one who "cultivates the moral law, and strictly adheres to proper methods and discipline." Nineteenth-century historian Thomas Carlyle believed leaders were born and not made, while English philosopher Herbert Spencer argued that leaders were the result of the society in which they lived. The decades that followed brought countless studies and research reports that detailed a wide variety of skills, leader styles and characteristics. Researchers at the University of Michigan identified three specific types of leaders (task-oriented, participative and relationship-oriented) in the 1940s and '50s. In the '70s, author Ralph Stogdill named capacity, achievement, responsibility, participation, status and situation as the six categories of personal factors associated with leadership. Research published in the Harvard Business Review in 2000 by author and psychologist Daniel Goleman uncovered six different leader styles: commanding, visionary, "affiliative," democratic, pace-setting and coaching. With all of these differing schools of thought, it's clear that there's no single definition of leadership, and that what works for one leader may not necessarily work for another, depending on the circumstances and personality type. But there's one thing that nearly every academic, historian and even leaders themselves agree upon: A true leader must be able to inspire his or her team. Business News Daily spoke with five current business leaders about what leadership means to them, and how leaders can achieve the ultimate goal of inspiring others.
1) Leadership requires ambition: "Leaders are described with a mouthful of adjectives, such as passionate, visionary, charismatic, motivational and encouraging. However, we propose it to be something simpler. It is ambition. Ambition creates hard work, determination and an unconditional desire to achieve. It generates an absolutely contagious energy that people follow and join naturally. If you are a leader in your organization, there is only one thing you need to understand about your role: never let your ambition fade." 2) Good leaders have a good attitude: "A good leader can hold his or her emotions in check, especially in tough situations. For example, maybe you lost your best client, or a deal you've been working on falls through. Regardless, it's important for leaders to guide a team through challenging times, encouraging them and remaining positive along the way. Team morale is heavily contingent upon a leader's attitude." 3) Leaders are in touch with your people: "A leader places the people around him or her in a position that sets them up for success. This is a difficult task because a leader must have an in-depth understanding of each individual, such as understanding their career goals and knowing what motivates them. By being committed to helping each person achieve their own personal goals, the leader sets the organization up for greatness. Leaders are also good listeners. They listen to verbal and nonverbal cues to understand [what is] occurring in the organization. This allows you to address problems before they become big issues." 4) Leaders set the right example: "Leadership is setting an example in the way you act each day, while focusing on the bigger picture. It's about setting the tone for your team and organization in the way you interact with your own staff, your business partners and your customers. As a leader, it is your responsibility to establish goals, innovate, motivate and trust. A passionate and compassionate leader can energize a company. Set an example of cooperation, trust and openness. Focus on solutions and positivity instead of finding faults and blame for actions." 5) Leaders can't stand alone: "The out-and-out leader in today's volatile and uncertain business environment had better not distance him or herself from the heat of the action. Demonstrating the competence to assess, decide and execute in a growing business drives confidence in the leader. Similarly, a great leader of an enterprise stands on the shoulders not of 'managerial Muppets' who obediently do as they are directed but of other leadership giants who have different and complementary skills of a leader.
How often have you heard the comment, “He or she is a born leader?” There are certain characteristics found in some people that seem to naturally put them in a position where they’re looked up to as a leader. Whether in fact a person is born a leader or develops skills and abilities to become a leader is open for debate. There are some clear characteristics that are found in good leaders. These qualities can be developed or may be naturally part of their personality. Let us explore them further. 1. A good leader has an exemplary character. It is of utmost importance that a leader is trustworthy to lead others. A leader needs to be trusted and be known to live their life with honestly and integrity. A good leader “walks the talk” and in doing so earns the right to have responsibility for others. True authority is born from respect for the good character and trustworthiness of the person who leads. 2. A good leader is enthusiastic about their work or cause and also about their role as leader. People will respond more openly to a person of passion and dedication. Leaders need to be able to be a source of inspiration, and be a motivator towards the required action or cause. Although the responsibilities and roles of a leader may be different, the leader needs to be seen to be part of the team working towards the goal. This kind of leader will not be afraid to roll up their sleeves and get dirty. 3. A good leader is confident. In order to lead and set direction a leader needs to appear confident as a person and in the role as a leader. Such a person inspires confidence in others and draws out the trust and best efforts of the team to complete the task well. A leader who conveys confidence towards the proposed objective inspires the best effort from team members. 4. A leader also needs to function in an orderly and purposeful manner in situations of uncertainty. People look to the leader during times of uncertainty and unfamiliarity and find reassurance and security when the leader portrays confidence and a positive demeanor. 5. Good leaders are tolerant of ambiguity and remain calm, composed and steadfast to the main purpose. Storms, emotions, and crises come and go and a good leader takes these as part of the journey and keeps a cool head. 6. A good leader as well as keeping the main goal in focus is able to think analytically. Not only does a good leader view a situation as a whole, but is able to break it down into sub parts for closer inspection. Not only is the goal in view but a good leader can break it down into manageable steps and make progress towards it. 7. A good leader is committed to excellence. Second best does not lead to success. The good leader not only maintains high standards, but also is proactive in raising the bar in order to achieve excellence in all areas. These seven personal characteristics are foundational to good leaders. Some characteristics may be more naturally present in the personality of a leader. However, each of these characteristics can also be developed and strengthened. A good leader whether they naturally possess these qualities or not, will be diligent to consistently develop and strengthen them in their role as a leader.
There are many ways you can lead people, there are different leader styles like transformational leader style, servant leader style, charismatic leader style, transactional leader style, bureaucratic leader style, autocratic leader style, democratic leader style, etc. Hence each workshop of ours is custom designed as per our client’s requirement.
1. Autocratic or Authoritarian leader style: An autocratic leader centralizes power and decision-making in himself. He gives orders, assigns tasks and duties without consulting the employees. The leader takes full authority and assumes full responsibility. Autocratic leader style is negative, based on threats and punishment. Subordinates act as he directs. He neither cares for their opinions nor permits them to influence the decision. He believes that because of his authority he alone can decide what is best in a given situation. Autocratic leader style is based upon close supervision, clear-cut direction and commanding order of the superior. It facilitates quick decisions, prompt action and unity of direction. It depends on a lesser degree of delegation. But too much use of authority might result in strikes and industrial disputes. It is likely to produce frustration and retard the growth of the capacity of employees. The employees work as hard as is necessary to avoid punishment. They will thus produce the minimum which will escape punishment. This leader style is less likely to be effective because (i) the new generation is more independent and less submissive and not amenable to rigid control; (ii) people look for ego satisfactions from their jobs and (iii) revolution of rising expectations changed the attitude of the people. Autocratic leader style may be divided into three classes: (A) The hard-boiled autocrat who relies mainly on negative influences uses the force of fear and punishment in directing his subordinates towards the organizational goals. This is likely to result in employees becoming resentful. (B) The benevolent autocrat who relies mainly on positive influences uses the reward and incentives in directing his subordinates towards the organizational goals. By using praise and pats on the back he secures the loyalty of subordinates who accept his decisions. (C) The manipulative autocrat who makes the employees feels that they are participating in decision-making though the manager himself has taken the decision. McGregor labels this style as Theory X.
2. Democratic or participative leader style: Participative or democratic leaders decentralize authority. It is characterized by consultation with the subordinates and their participation in the formulation of plans and policies. He encourages participation in decision-making. He leads the subordinates mainly through persuasion and example rather than fear and force. Sometimes the leader serves as a moderator of the ideas and suggestions from his group. McGregor labels this style as Theory Y. Taylor’s scientific management was based on the inability of the ordinary employees to make effective decisions about their work. Hence the decision-making power was vested with the management. But recent studies indicate the need for participation by subordinates. The modern trend favors sharing the responsibility with the employees. This will foster enthusiasm in them. The employees feel that management is interested in them as well as in their ideas and suggestions. They will, therefore, place their suggestions for improvement. Advantages for democratic leader style are as follows: (i) higher motivation and improved morale; (ii) increased co-operation with the management; (iii) improved job performance; (iv) reduction of grievances and (v) reduction of absenteeism and employee turnover. While applying to management, we can understand that participative leader style values the input of team members and peers, but the responsibility of making the final decision rests with the participative leader. Participative leader style boosts employee morale because employees make contributions to the decision-making process. It causes them to feel as if their opinions matter. When a company needs to make changes within the organization, the participative leader style helps employees accept changes easily because they play a role in the process. This style meets challenges when companies need to make a decision in a short period.
3. The laissez-faire or free-rein leader style: Free-rein leaders avoid power and responsibility. The laissez-faire or non-interfering type of leader passes on the responsibility for decision-making to his subordinates and takes a minimum of initiative in administration. He gives no direction and allows the group to establish its own goals and work out its own problems. The leader plays only a minor role. His idea is that each member of the group when left to himself will put forth his best effort and the maximum results can be achieved in this way. The leader acts as an umpire. But as no direction or control is exercised over the people, the organization is likely to flounder. An experiment conducted among Boy Scout Clubs of the USA in 1940 shows autocratic leader style is likely to rouse antagonism in the group and produce hostility towards the leader. In democratic groups, the absence of the leader made little difference, while in autocratic groups productive work dropped to a minimum, when the leader was out of the room. The laissez-faire groups also developed friendly approaches to the leader as in the democratic group. But suggestions from the groups were very low and they were also less productive. Applying the autocratic leader style to management allows managers to make decisions alone without the input of others. Managers possess total authority and impose their will on employees. This leader style benefits employees who require close supervision. Creative employees who thrive in group functions detest this leader style.
4. Paternalistic leader style: Under this management style, the leader assumes that his function is fatherly or paternal. Paternalism means papa knows best. The relationship between the leader and his group is the same as the relationship between the head of the family and the members of the family. The leader guides and protects his subordinates as members of his family. As the head of the family he provides his subordinates with good working conditions and fringe benefits. It is assumed that workers will work harder out of gratitude. This leader style was admirably successful in Japan with her peculiar social background.
5. Transactional leader style: The approach emphasizes getting things done within the umbrella of the status quo; almost in opposition to the goals of the transformational leader style. It’s considered to be a “by the book” approach in which the person works within the rules. As such, it’s more commonly seen in large, bureaucratic organizations where political considerations are part of daily life. While applying to a company, we can understand that managers using the transactional leader style receive certain tasks to perform and provide rewards or punishments to team members based on performance results. Managers and team members set predetermined goals together, and employees agree to follow the direction and leadership of the manager to accomplish those goals. The manager possesses power to review results and train or correct employees when team members fail to meet goals. Employees receive rewards, such as bonuses, when they accomplish goals.
6. The Servant leader style: Some leaders have put the needs of their followers first. For example, the motto of the Los Angeles Police Department, “To Protect and Serve.” reflects this philosophy of service. But one suspects that servant leader styles are relatively rare in business. It’s hard to imagine a CEO who puts the needs of employees first before the needs of the stockholders and the bankers. Since transformational leaders to take their followers into the light or into the darkness, it is helpful to have a set of values that uplift, rather than destroy. One such set of values known as servant leader style. While this leader style has been around for thousands of years, the American Robert Greenleaf coined the term servant leader in 1970 in his book The Servant as Leader. This style rests on a set of assumptions (Greenleaf, 1983). In this case, it is not the leader who benefits most, it is the followers. We have leaders not acting selfishly, but socially. A second aspect to this is an orientation toward service with a primary orientation toward using moral authority. Finally, the approach emphasizes certain positive values such as trust, honestly, fairness and so on.
7. Bureaucratic leader style: An autocrat doesn’t require a bureaucracy, but the autocrat and the bureaucracy goes together like a hand and glove. One reason has been to do with obedience to authority. In fact, one can make an argument that in large groups such as the multinational corporations and government agencies authority is the most common type of influence used.
8. Cross-cultural leader style: Not all individuals can adapt to the leader style expected in a different culture whether that culture is organizational or national. In fact, there is some evidence that American and Asian leader styles are very different, primarily due to cultural factors.
9. Emergent leader style: Contrary to the belief of many, groups don’t automatically accept a new “boss” as leader. It is what you must do when one taking over a new group.
10. Situational leader style: In the 1950s, management theorists from Ohio State University and the University of Michigan published a series of studies to determine whether leaders should be more tasks or relationship (people) oriented. The importance of the research cannot be overestimated since leaders tend to have a dominant style; a leader style they use in a wide variety of situations. Surprisingly, the research discovered that there is no one best style: leaders must adjust their leader style to the situation as well as to the people being led. Hershey and Blanchard’s Model of Situational leader style: Going back to the 1970s, the model primarily focuses on the nature of the task as the major variable in choosing your style. In this model, there are four options: telling, selling, participating and delegating.
11. Strategic leader style: This is practiced by the military services such as the US Army, US Air Force, and many large corporations. It stresses the competitive nature of running an organization and being able to out fox and outwit the competition.
12. Team leader style: A few years ago, a large corporation decided that supervisors were no longer needed and those in charge were suddenly made “team leaders.” Today, companies have gotten smarter about how to exert effective team leader styles, but it still takes leadership to transition a group into a team.
13. Facilitative leader style: This is a special style that anyone who runs a meeting can employ. Rather than being directive, one using the facilitative leader style uses a number of indirect communication patterns to help the group reach consensus.
14. The transformational leader style: The primary focus of the transformational leader style is to make change happen in: Our Self, Others, Groups, and Organizations. The transformational style requires a number of different skills and is closely associated with two other leader styles: charismatic and visionary. With regard to applying transformational leader style in companies, it depends on high levels of communication from management to meet goals. Leaders motivate employees and enhance productivity and efficiency through communication and high visibility. This leader style requires the involvement of management to meet goals. Leaders focus on the big picture within an organization and delegate smaller tasks to the team to accomplish goals.
15. Primal leader style: It would seem that just when you have it all sorted out, someone invents a new set of labels. Goleman’s model of leadership is a relatively recent addition to the pantheon of leadership style. In this case, it is Danel Goleman. A psychologist who can write in more scholar English, he was one of the major people who popularized Emotional Intelligence and then followed it up with a book called “Primal Leadership. Worth taking a look at. It’s based on the application of emotional intelligence to leaders.
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