“becoming a better manager would you follow me”

Gather as much information as you can. Listen. Study. Understand. Learn. Repeat. Humans are amazing creatures because we can look at the world, make intellectual connections, and use those connections to make our lives better (or potentially worse). This is what information allows us to do. Never turn your “learning switch” off. You never know when your flash of insight will come!
Probably the most difficult job for a leader is to persuade others to follow. It can only be possible if you inspire your followers by setting a good example. When the going gets tough, they look up to you and see how you react to the situation. If you handle it well, they will follow you. As a leader, should think positive and this positive approach should be visible through your actions. Stay calm under pressure and keep the motivation level up. As John Quincy Adams puts it, “If your actions inspire others to dream more, learn more, do more and become more, you are a leader.” If you are successful in inspiring your subordinates, you can easily overcome any current and future challenge easily.
Picture this – one employee walks into a room and in an upbeat tone of voice you say “thanks for joining us.” Another employee walks into the room 20 minutes late and you say in a regular tone “thanks for joining us.”
37. “Leadership is the process of persuasion or example by which an individual (or leadership team) induces a group to pursue objectives held by the leader or shared by the leader and his or her followers.”–John W. Gardner
The second half of the 20th century saw the arrival of several more categories. Those include situational leadership, where the leadership style is adjusted based on the readiness or skill level of followers in a given situation, and contingency theories, in which effective leadership depends on having the right leader for the right situation; transactional leadership theories, in which leaders reward or punish followers to achieve results; and transformational leadership theories, where leaders help transform followers through example.
Jump up ^ Tagger, S.; Hackett, R.; Saha, S. (1999). “Leadership emergence in autonomous work teams: Antecedents and outcomes”. Personnel Psychology. 52 (4): 899–926. doi:10.1111/j.1744-6570.1999.tb00184.x.
Invulnerability fallacy: Believing they can get away with doing what they want because they are too clever to get caught; even if they are caught, believing they will go unpunished because of their importance.
Creating a vision is not simply a matter of having an idea. Good strategic thinking must be based on evidence, and that means being able to gather and analyse information from a wide range of sources. This is not purely about numbers, but also about knowing and understanding your market and your customers, and then—and this is crucial—using that information to support your strategic decisions.
Work toward boosting your GPA. Once this is where you’d like it to be, focus on what you’d like to be post-college. Try to gain some experience in field by way of internship, joining related organizations, and reading to stay on top of new developments in the field.
To be an effective leader, you should be confident enough to ensure that other follow your commands. If you are unsure about your own decisions and qualities, then your subordinates will never follow you. As a leader, you have to be oozing with confidence, show some swagger and assertiveness to gain the respect of your subordinates. This does not mean that you should be overconfident, but you should at least reflect the degree of confidence required to ensure that your followers trust you as a leader.
Jump up ^ Zaccaro, S. J.; & Banks, D. J. (2001). “Leadership, vision, and organizational effectiveness”. In S. J. Zaccaro and R. J. Klimoski (Editors), The Nature of Organizational Leadership: Understanding the Performance Imperatives Confronting Today’s Leaders. San Francisco: Jossey-Bass.
Work on those four fundamental attributes, especially independence (effectoive thinking, decision making, creativity).  If you already have a titled position, then by all means prioritize the people skills.  The most important of these is understanding and managing yourself.  Beyond that, work on: communication, delegation, negotiation, and networking.
Confidence is important because people will be looking to you on how to behave, particularly if things aren’t going 100% right. If you remain calm and poised, team members are far more likely to as well. As a result, morale and productivity will remain high and the problem will be solved more quickly.
Consult. Have the confidence to recognize when and where you might not have the right answer. If you believe your team may know best, invite discussion and ask the right questions. You are looking to support your team and encourage them to take greater responsibility for future action.
15. Stop micromanaging. Leaders who micromanage their teams are not allowing the talented to excel, the gifted to produce, and the experienced to make best use of their skills. If you want to be a better leader, step back and give people the room they need to do their best.
Remember that it is about the entire team. The greatest leaders saw their role to an end, and themselves, as an instrument of a deeper purpose; any glory, prestige, or wealth was a side effect rather than a motivation. After all, nothing would get done with just the efforts of one man. Or woman!
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Beyond the leader’s mood, her/his behavior is a source for employee positive and negative emotions at work. The leader creates situations and events that lead to emotional response. Certain leader behaviors displayed during interactions with their employees are the sources of these affective events. Leaders shape workplace affective events. Examples – feedback giving, allocating tasks, resource distribution. Since employee behavior and productivity are directly affected by their emotional states, it is imperative to consider employee emotional responses to organizational leaders.[67] Emotional intelligence, the ability to understand and manage moods and emotions in the self and others, contributes to effective leadership within organizations.[66]
Finally, some people contend that if everyone is a leader, who’s going to follow? The truth is, nobody leads in everything. You wouldn’t say that if everyone sings lead vocals, who will sing harmony? The best leaders step in and out of their role as leader gracefully, depending on the situation.
A good leader will often command the attention of an entire room, sometimes without even speaking. This level of presence is not something you just possess from birth. It’s a quality that needs to be earned through the respect of your employees, working hard and being honest at every step of the journey. Presence is often the result of humility in a leader. Acting aloof or superior to employees is likely to cause dislike and disruption, resulting in a negative environment. Instead, a good leader can listen to their employees, talk on their level and gain their trust.
Charisma is certainly helpful, but it’s not essential. There have been many admired leaders in the human history who weren’t the friendliest, most charming of people in the bunch. What was important, however, was that people trusted them, and they were inspired by his or her vision. What you will need is good communication skills (whether it’s through speaking, writing, even art) so you can articulate your vision.
Networking at the highest level is important in providing a fresh  current of resource inputs for the organization, be it talent, ideas,  material inputs, customers, information, markets, and more.  Networking  is not just for, actually, not even primarily for, making sales.  [More  on networking here]
NEVER ask a mentor a question Google can easily answer for you. Do your homework before you ask busy people for answers. If Google could provide the answer in 20 seconds, don’t waste your mentor’s time. You want them to help you solve complex and really meaningful problems in your life instead.
A good leader acts strategically, they craft out a vision and refer constantly to their vision, in their communications and when giving feedback. They are firstly a good manager and they are focused on their people, surrounding themselves with good people.
Leaders emerge from within the structure of the informal organization. Their personal qualities, the demands of the situation, or a combination of these and other factors attract followers who accept their leadership within one or several overlay structures. Instead of the authority of position held by an appointed head or chief, the emergent leader wields influence or power. Influence is the ability of a person to gain co-operation from others by means of persuasion or control over rewards. Power is a stronger form of influence because it reflects a person’s ability to enforce action through the control of a means of punishment.[94]
This entry was posted in Academics, Life at USG, Work Experience and tagged CSEF, CTRA, Daniel Goleman, Emotional Intelligence, Good Leaders, leadership, Orientation Leaders, Professionalism, Student Ambassadors, Student Clubs, Student Council, Student Life, USG, What makes a good leader?. Bookmark the permalink.
We often hear of some leaders are task-oriented or goal-oriented and others are people-oriented. As a leader, if you have to choose between people or purpose, what will you choose? Of course, real-life leadership is not so clearly defined in terms either or and in reality, a compromise is possible. But for the sake of discussion, what will you choose? Why?
The transactional leader (Burns, 1978)[58] is given power to perform certain tasks and reward or punish for the team’s performance. It gives the opportunity to the manager to lead the group and the group agrees to follow his lead to accomplish a predetermined goal in exchange for something else. Power is given to the leader to evaluate, correct, and train subordinates when productivity is not up to the desired level, and reward effectiveness when expected outcome is reached.

One Reply to ““becoming a better manager would you follow me””

  1. A good leader takes the lead. A good leader has personality, courage, clear vision with ambition to succeed. A good leader encourages the team to perform to their optimum all the time and drives organisational success.
    Rescuing a giant, old industrial corporation in decline is almost impossible; few leaders have ever done it. Fewer still — maybe none except Ghosn — have done it while also a top executive at a separate industrial giant on the other side of the world. His salvation of Nissan from 1999 to 2005 remains “one of the most dramatic turnarounds in the history of the modern corporation,” says McKinsey. He did it by smashing Japanese cultural norms — laying off thousands of workers and cutting ties with members of the Nissan keiretsu. Japanese citizens and media were enraged, but the shock treatment worked, and Ghosn soon became a Japanese hero, his exploits even celebrated in a manga comic book. No wonder the Insead business school calls Ghosn a “transcultural leader.”
    Thankfully I passed this stage and I founded Onbotraining, an online coaching service that helps people achieve their goals. I decided to collect the lessons I’ve learned along the way and to share them with others, like you, striving to better themselves.

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