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I used to think that running an organization was equivalent to conducting a symphony orchestra.
To inspire your workers into higher levels of teamwork, there are certain things you must be, know, and, do.
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.
A process whereby an individual influences a group of individuals to achieve a common goal (Northouse, 2007, p3). Leadership is inspiring others to pursue your vision within the parameters you set, to the extent that it becomes a shared effort, a shared vision, and a shared success (Zeitchik, 2012). Leadership is a process of social influence, which maximizes the efforts of others, towards the achievement of a goal (Kruse, 2013).
A person influences others through social influence, not power, to get something accomplished (bosses use power to get things done).
Leadership requires others, who are not necessarily direct-reports, to get something accomplished. For example, a leader might have learned the skills in counseling others, but her traits will often play a great role in determining how she counsels. Skills, knowledge, and attributes make the Leader, which is one of the Factors of Leadership.
Also note that the situation normally has a greater effect on a leader's action than his or her traits. Bass' theory of leadership states that there are three basic ways to explain how people become leaders (Stogdill, 1989; Bass, 1990).
A crisis or important event may cause a person to rise to the occasion, which brings out extraordinary leadership qualities in an ordinary person. Management's main function is to produce order and consistency through processes, such as planning, budgeting, organizing, staffing, and problem solving. While leadership's main function is to produce movement and constructive or adaptive change through processes, such as establishing direction through visioning, aligning people, motivating, and inspiring. When people are deciding if they respect you as a leader, they do not think about your attributes, rather, they observe what you do so that they can determine who you really are. Self-serving leaders are not as effective because their employees only obey them, not follow them. According to a study by the Hay Group, a global management consultancy, there are 75 key components of employee satisfaction (Lamb, McKee, 2004).
Trust and confidence in top leadership was the single most reliable predictor of employee satisfaction in an organization. Sharing information with employees on both how the company is doing and how an employee's own division is doing. So in a nutshell a€” you must be trustworthy and you need to be able to communicate a vision of where the organization needs to go. Know yourself and seek self-improvement - In order to know yourself, you have to understand your be, know, and do, attributes.
Be technically proficient - As a leader, you must know your job and have a solid familiarity with your employees' tasks. Seek responsibility and take responsibility for your actions - Search for ways to guide your organization to new heights.
Make sound and timely decisions - Use good problem solving, decision making, and planning tools. Know your people and look out for their well-being - Know human nature and the importance of sincerely caring for your workers.
Keep your workers informed - Know how to communicate with not only them, but also seniors and other key people. Develop a sense of responsibility in your workers - Help to develop good character traits that will help them 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 so called leaders call their organization, department, section, etc.
Use the full capabilities of your organization - By developing a team spirit, you will be able to employ your organization, department, section, etc. Every organization has a particular work environment, which dictates to a considerable degree how its leaders respond to problems and opportunities.
Successful organizations have leaders who set high standards and goals 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.


Concepts define what products or services the organization will offer and the methods and processes for conducting business. These goals, values, and concepts make up the organization's personality or how the organization is observed by both outsiders and insiders. Roles are the positions that are defined by a set of expectations about behavior of any job incumbent. Culture and climate are two distinct forces that dictate how to act within an organization: . The climate is the feel of the organization, the individual and shared perceptions and attitudes of the organization's members (Ivancevich, Konopaske, Matteson, 2007). 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. Challenge the process - First, find a process that you believe needs to be improved the most. Inspire a shared vision - Share your vision in words that can be understood by your followers. Encourage the heart - Share the glory with your followers' hearts, while keeping the pains within your own. Leadership style is the manner and approach of providing direction, implementing plans, and motivating people.
Although good leaders use all three styles, with one of them normally dominant, bad leaders tend to stick with one style. This style is used when leaders tell their employees what they want done and how they want it accomplished, without getting the advice of their followers. Some people tend to think of this style as a vehicle for yelling, using demeaning language, and leading by threats and abusing their power. This style involves the leader including one or more employees in the decision making process (determining what to do and how to do it).
This is normally used when you have part of the information, and your employees have other parts. This is not a style to use so that you can blame others when things go wrong, rather this is a style to be used when you fully trust and confidence in the people below you.
Knowledge and skills contribute directly to the process of leadership, while the other attributes give the leader certain characteristics that make him or her unique. A person who has empathy will make a better counselor than a person who thinks the employees are simply there do accomplish her biddings.
Also, note that it is the followers, not the leader or someone else who determines if the leader is successful. This is because while traits may have an impressive stability over a period of time, they have little consistency across situations (Mischel, 1968). The first two explain the leadership development for a small number of people, while the third one is the dominant theory today. They use 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.
In your employees' eyes, your leadership is everything you do that effects the organization's objectives and their well-being. And when things go wrong, as they often tend to do sooner or later a€” do not blame others.
Examples: Be loyal to the organization, perform selfless service, take personal responsibility. Examples: honesty, competence, candor, commitment, integrity, courage, straightforwardness, imagination. It is a combination of the founders, past leadership, current leadership, crises, events, history, and size (Newstrom, Davis, 1993). On the other hand, culture is the deeply rooted nature of the organization that is a result of long-held formal and informal systems, rules, traditions, and customs. Compare this to a€?ethical climatea€? a€” the feel of the organization about the activities that have ethical content or those aspects of the work environment that constitute ethical behavior. Some of the appropriate conditions to use it is when you have all the information to solve the problem, you are short on time, and your employees are well motivated. If you have the time and want to gain more commitment and motivation from your employees, then you should use the participative style. Note that a leader is not expected to know everything — this is why you employ knowledgeable and skillful employees. Good leaders develop through a never ending process of self-study, education, training, and experience (Jago, 1982). Good leaders are continually working and studying to improve their leadership skills; they are NOT resting on their past laurels.


One of their definitions is a process by which a person influences others to accomplish a mission (U.S. A person who lacks motivation requires a different approach than one with a high degree of motivation. For instance, when you a€?set the example,a€? that communicates to your people that you would not ask them to perform anything that you would not be willing to do.
You must use your judgment to decide the best course of action and the leadership style needed for each situation.
This is why a number of leadership scholars think the Process Theory of Leadership is a more accurate than the Trait Theory of Leadership. Leadership differs in that it makes the followers want to achieve high goals (called Emergent Leadership), rather than simply ordering people around (Rowe, 2007). This can be accomplished through self-study, formal classes, reflection, and interacting with others.
Roles have a powerful effect on behavior for several reasons, to include money being paid for the performance of the role, there is prestige attached to a role, and a sense of accomplishment or challenge. The tasks will determine who the role-holder is required to interact with, how often, and towards what end.
This differs from climate, which is a short-term phenomenon created by the current leadership. 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 mature values that create tradition or the a€?way we do things here.a€? Things are done differently in every organization. Using this style is not a sign of weakness, rather it is a sign of strength that your employees will respect.
Using this style is of mutual benefit — it allows them to become part of the team and allows you to make better decisions. This is used when employees are able to analyze the situation and determine what needs to be done and how to do it.
This is called Trait Leadership (Jago, 1982), in that it was once common to believe that leaders were born rather than made. To be successful you have to convince your followers, not yourself or your superiors, that you are worthy of being followed. What and how you communicate either builds or harms the relationship between you and your followers. For example, you may need to confront an employee for inappropriate behavior, but if the confrontation is too late or too early, too harsh or too weak, then the results may prove ineffective. It is the most widely accepted theory today and the premise on which this leadership guide is based. Thus, you get Assigned Leadership by your position and you display Emergent Leadership by influencing people to do great things.
The behavior (character) of the leader is the most important factor that influences the climate.
The collective vision and common folklore that define the institution are a reflection of culture. The fundamental starting point is having a good understanding of human nature, such as needs, emotions, and motivation. This individual perception of the a€?feel of the organizationa€? comes from what the people believe about the activities that occur in the organization.
Individual leaders cannot easily create or change culture because culture is a part of the organization. In human behavior — its hard to like someone whom we have no contact with, and we tend to seek out those we like. Culture influences the characteristics of the climate by its effect on the actions and thought processes of the leader. Many tasks and behaviors that are associated with a role are brought about by these relationships. That is, new tasks and behaviors are expected of the present role-holder because a strong relationship was developed in the past, by either that role-holder or by a prior role-holder.




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