“signs of a good leader how do you become a leader”

Jump up ^ CARSON, J. B.; TESLUK, P. E.; MARRONE, J. A. “SHARED LEADERSHIP IN TEAMS: AN INVESTIGATION OF ANTECEDENT CONDITIONS AND PERFORMANCE”. Academy of Management Journal. 50 (5): 1217–1234. doi:10.2307/20159921.[permanent dead link]
The true leader will have the ability to gather people around him. People will listen to him even when he’s not known as the leader. He’ll motivate people. The one with those abilities should be the right leader.
While lauded as an investor, Buffett also leads 300,000 employees with a values-based, hands-off style that gives managers wide leeway and incentivizes them like owners. The result is America’s fifth-most-valuable company (BRKA). His influence extends much further than that, though: The world looks to the “Oracle of Omaha” for guidance on investing, the economy, taxes, management, philanthropy, and more.
With profound simplicity, Coach John Wooden redefines success and urges us all to pursue the best in ourselves. In this inspiring talk he shares the advice he gave his players at UCLA, quotes poetry and remembers his father’s wisdom.
If you’re ready to overcome your fear of speaking and start leading more effectively, just take the first step and the rest will become history. You can get started right now by signing up for a spot in my free webinar, 4 Steps to a 6-Figure Speaking Career.
Eugene Yiga is a personal development writer and consultant. He’s on a quest to read the 100 greatest books of all time before he turns 30 and shares his love for reading by publishing book reviews every week at eugeneyiga.com. He also gives away free stuff without making you join his mailing list. Follow Eugene on Twitter for instant updates and alerts.
As president, Barack Obama exuded confidence and calm during stressful situations. But he was also known for his “dad jokes”,1 his genuinely funny speeches at the White House Correspondents’ Dinner, and appearing on Zack Galifianakis’s Between Two Ferns.2 Obama’s sense of humor made him grounded, realistic, and honest – no doubt that helped during some tense moments in the White House!
This LMX theory addresses a specific aspect of the leadership process is the leader–member exchange (LMX) theory,[59] which evolved from an earlier theory called the vertical dyad linkage (VDL) model.[60] Both of these models focus on the interaction between leaders and individual followers. Similar to the transactional approach, this interaction is viewed as a fair exchange whereby the leader provides certain benefits such as task guidance, advice, support, and/or significant rewards and the followers reciprocate by giving the leader respect, cooperation, commitment to the task and good performance. However, LMX recognizes that leaders and individual followers will vary in the type of exchange that develops between them.[61] LMX theorizes that the type of exchanges between the leader and specific followers can lead to the creation of in-groups and out-groups. In-group members are said to have high-quality exchanges with the leader, while out-group members have low-quality exchanges with the leader.[62]
“[If you are] controlling people to do certain things in certain ways, you’re not going to get the level of engagement that you’re looking for,” Iorio said. “Coaching is about helping the people you lead recognize the choices they have in front of them. People will [then] take a great deal of ownership over the direction of the project.” 
Though leadership resources and tools abound, plain common sense is necessary for good leadership. Understanding your most deeply held values is also a prerequisite for leadership: you have to know what you stand for. Additionally, leadership involves a certain amount of interacting with people, coaching them, and helping facilitate better performance from them. But leadership isn’t about achieving a static persona, or an unchanging skill set. Leaders must embrace change because it’s going to happen whether they want it to or not. Leaders are also willing to embody the changes they want to see in their organization, making it a place where people want to be and want to contribute.
“Transformational” leaders, Brown argues, go a step further, by fundamentally transforming the political or economic system itself. If you’re dismayed at how rare it is for an American president to reshape our political or economic system, as many voters today seem to be, consider that the last transformational American leader, in Brown’s analysis, was Abraham Lincoln. Transformational leaders are the ones, like Suárez, who leave their country a completely different place than they found it. In this category, Brown lists Charles de Gaulle, Mikhail Gorbachev, Deng Xiaoping, and Nelson Mandela.
This is far more complex than it actually sounds. Good communication skills are essential for a great leader. You may very well understand the cave of crazy that is your brain, but that doesn’t mean that you can adequately take the ideas out of it and explain them to someone else.
• When you are leading your company into a “New Frontier,” because neither you nor your employees have been there before, mistakes, miscues, and inexperience add to the challenge, and your leadership is key to meeting that challenge.
Be fun at team social events. Make sure to show up to team dinners and other social events first and to leave last. Show that you love being a leader of your team from start to finish. This will help you get to know your fellow players and to deepen your bond.
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!
Compulsiveness. Leaders were found to be controlled and very precise in their social interactions. Overall, they were very protective of their integrity and reputation and consequently tended to be socially aware and careful, abundant in foresight, and very careful when making decisions or determining specific actions.
Josh Meyer, of the men’s skincare and grooming company Brickell Men’s Products, knows this to be true. “Being successful doesn’t just happen. I’ve always wanted to be successful and my curiosity drove me to find out how other people became successful, causing me to take actionable steps that have helped me get where I am today. You absolutely need to be curious.”
Different situations call for different leadership styles. In an emergency when there is little time to converge on an agreement and where a designated authority has significantly more experience or expertise than the rest of the team, an autocratic leadership style may be most effective; however, in a highly motivated and aligned team with a homogeneous level of expertise, a more democratic or Laissez-faire style may be more effective. The style adopted should be the one that most effectively achieves the objectives of the group while balancing the interests of its individual members.[87] A field in which leadership style has gained strong attention is that of military science, recently expressing a holistic and integrated view of leadership, including how a leader’s physical presence determines how others perceive that leader. The factors of physical presence are military bearing, physical fitness, confidence, and resilience. The leader’s intellectual capacity helps to conceptualize solutions and acquire knowledge to do the job. A leader’s conceptual abilities apply agility, judgment, innovation, interpersonal tact, and domain knowledge. Domain knowledge for leaders encompasses tactical and technical knowledge as well as cultural and geopolitical awareness.[88]
From Colonel Sanders, Founder of KFC: “I made a resolve then that I was going to amount to something if I could. And no hours, nor amount of labor, nor amount of money would deter me from giving the best that there was in me. And I have done that ever since, and I win by it. I know.”
It’s easy to burn out when you are very motivated. Observe yourself to recognize any signs of tiredness and take time to rest. Your body and mind rest when you schedule relaxation and fun time into your weekly calendar. Do diverse tasks, keep switching between something creative and logical, something physical and still, working alone and with a team. Switch locations. Meditate, or just take deep breaths, close your eyes, or focus on one thing for five minutes.
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.
Knowing the organization: Effective leaders know the organization’s overall purpose and goals, and the agreed-upon strategies to achieve these goals; they also know how their team fits into the big picture, and the part they play in helping the organization grow and thrive. Full knowledge of your organization – inside and out – is vital to becoming an effective leader.  
No matter the situation, showing the person you are working with that you are on the same team can go a long way. If they come to you with an issue, take a moment to see things from their point of view. Maybe they have someone above them breathing down their neck. Maybe they have a lot on their plate. There is a reason why they are coming to you with a certain energy. The key is to meet them where they are, and then position yourself as a resource–not an enemy. If someone is in a stressful situation, or carrying a lot of anxiety, trying to strong-arm them will do nothing but make things worse.
The Law of Respect states that people naturally respect and follow leaders who rank higher than them on the leadership scale. So, if you’re a 7, you’ll be the leader in a room of 6s and below but as soon as an 8 walks in, you’ll look to them.
Jump up ^ Lord, Robert G.; Vader, Christy L. de; Alliger, George M. “A meta-analysis of the relation between personality traits and leadership perceptions: An application of validity generalization procedures”. Journal of Applied Psychology. 71 (3): 402–410. doi:10.1037/0021-9010.71.3.402.
6. Start making happiness a priority: what is important to you, must be made into a priority, if you don’t make what is important to you. Don’t waste another second on the things that drain your energy or make you feel fatigued, start noticing what makes you feel happiest and work hard on achieving it. whatever you do make sure it makes you happy. sometimes the things we are most afraid of are the things that make us the happiest. become the person who is in the pursuit of happiness.
Those born first in their families and only children are hypothesized to be more driven to seek leadership and control in social settings. Middle-born children tend to accept follower roles in groups, and later-borns are thought to be rebellious and creative [68]
The winning formula for business success will have been created many years ago – but it’s important to remember how the business started. Honour those early pioneers and instil a sense of pride across the organisation. J Sainsbury is a great example of this. The legacy of the supermarket chain is of a small high street delicatessen store. If Sainsbury’s wants to promote quality, then it has historical proof to fall back.
The managerial grid model is also based on a behavioral theory. The model was developed by Robert Blake and Jane in 1964 and suggests five different leadership styles, based on the leaders’ concern for people and their concern for goal achievement.[37]
When you realize that you feel guilty about something — like not hitting the gym or saving up for retirement — I want you to just take a moment and acknowledge the feeling. Recognize your guilt and ask yourself what is making you feel guilty. That leads us to…
The best strategic thinkers see the big picture, and are not distracted by side issues or minor details. All their decisions are likely to be broadly based on their answer to the question ‘does this take me closer to where I want to be?’
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In Google’s Project Oxygen referenced above, they also found three traits of lower performing managers. These are the things that Google now works with those managers to improve on and avoid in the future.

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