Text 1. General characteristic

Leadership is needed at all levels in organization. It is likely, however, that the leadership qualities required by a supervisor or manager are not the same as those required by the chief executive of a company.  It is, therefore, difficult to define leadership satisfactory.

A typical definition is that the leader “provides direction and influences others to achieve common goals”. A chief executive must indeed give ‘direction’ but he must do much more than that. He has to create a ‘sense of excitement’ in the organization and convince staff that he knows where the business is going. In addition he must be a focus for their aspiration. As Peter Drucker, an American writer, says, “Leadership is the lifting of a man’s vision to higher sights, the raising of a man’s performance to a higher standard, the building of a man’s personality beyond its normal limitations.

When psychologists and other researchers first studied leadership, they tried to find out if leaders had special personal qualities or skills.  The results of their research were disappointing. It became clear that there was not a set of qualities distinguishing leaders from non-leaders. Some studies had suggested, for example, that leaders were more intelligent, more self-confident, had better judgment etc. than other people. But, it was pointed out, that many people with these traits do not become leaders. And many leaders do not have such traits!

Professor of Psychology and Management at the University of Washington, Fred Fiedler, has identified two basic leadership styles:

Task-motivated leaders ‘tell people what to do and how to do it’. Such leader gets their satisfaction from completing the task and knowing they have done it well. They run a ‘tight ship’, give clear orders and expect clear directives from their superiors. This does not mean that they show no concern for other people. But their priority is getting the job done.

Relationship-motivated leaders are more people-oriented. They get their satisfaction from having a good relationship with other employees. They want to be admired and liked by their subordinates. Such leaders will share responsibility with group members by encouraging subordinates to participate in decision and make suggestions.

Fred Fiedler emphasized that both styles of leadership could be effective in appropriate situations. There was no best style for all situations. Effective leadership depended on matching the leader to the task and situation.

There were identified some characteristics of senior executives of some top companies, which made them good leaders. Firstly, the leaders were ’visible’. They did not hide away in some ivory tower at Head Office. Instead they made regular visits to plants and sites, tours round their companies and talked to employees. Leaders made their present felt.

Besides being visible, the leaders of these top companies provided a ‘clear mission’. In other words, they knew where the organization was going and persuaded staff to follow them. Sometimes, they spelled out the mission in written statement which covered the main principles of their organization, the clear definition of their long-term objectives and such matters like employees, clients, creativity, market position and profitability.

Finally, successful organizations have clear values. And it is the job of the leader to show what they are. “You have to keep telling people your values. If you repeat it often enough, it does go down the line. The leader is not only someone who ‘lifts a man’s vision’. He/She must also protect and promote the organization’s values.

Text 2. Leadership styles.

Leadership styles can be classified on the basis of how leaders use their authority. The three basic styles are described as autocratic, democratic and free-rein leader.

The autocratic leader is defined as one who commands and expects compliance, who is dogmatic and positive, and who leads by the ability to withhold or give rewards and punishment.

The democratic, or participative, leader consults with subordinates on proposed actions and decisions and encourages participation from them. This type of leader is seen as ranging from the person who does not take action without subordinates’ concurrence to the one who makes decisions but consults with subordinates before doing so.

The third type of leader uses his or her power very little, if at all, givingsubordinates a high degree of independence, or free rein, in their operations. Such leaders depend largely on subordinates to set their own goals and the means of achieving them, and they see their role as one of aiding the operations of followers by giving them necessary information and acting as a contact with the group’s external environment.

Text 3. Effective Leadership

“A leader is best when people barely know he exists. When his work is done, they will say: we did it ourselves.” - Lao Tzu

Leadership Defined

“Leadership is influencing people to get things done to a standard and quality above their norm and doing it willingly.”

As an element in social interaction, leadership is a complex activity involving:

1. a process of influence

2. actors who are both leaders and followers

3. a range of possible outcomes - the achievement of goals, but also the commitment of individuals to such goals, the enhancement of group cohesion and the reinforcement of change of organizational culture.

 

What is Leadership? Three simple one-line answers

1. The easy answer: leadership is getting people to do things they have never thought of doing, do not believe are possible or that they do not want to do. 2. The leadership in organizations answer: leadership is the action of committing employees to contribute their best to the purpose of the organization. 3. The complex (and more accurate) answer: you only know leadership by its consequences - from the fact that individuals or a group of people start to behave in a particular way as result of the actions of someone else.

Three Levels of Leadership in Organizations

1. Team: The leader of a team of people with clearly specified tasks to achieve 2. Operational: The leader of one of the main parts of the organization and more than one team leader are under one’s control 3. Strategic: The leader of a whole organization, with a number of operational leaders under one’s personal direction

 

Text 3. Characteristics of an Effective Leader

· Gives direction, sets an example, and shares risks or hardship on an equal footing

· Wins respect without courting popularity

· Leads by example; practices what he or she preaches

· Listens with understanding; willing to discuss and solve problems; open to ideas; gives time to listen

· Supports and helps; backs you up; is on your side; remembers your problem

· Uses team approach; helps group reach better decisions; facilitates cooperation

· Avoids close supervision; does not overboss; does not dictate or rule by the book

· Delegates authority; trusts group; relies on their judgment; permits group decision; has faith in the creativity of others

· Communicates openly and honestly; tells you what he thinks; you can trust what he says

Brings out best in his men; has common touch with the work