Jump up ^ Chan, K., & Drasgow, F. (2001). Toward a theory of individual differences and leadership: Understanding the motivation to lead. Journal of Applied Psychology, 86(3), 481-498. doi:10.1037/0021-9010.86.3.481
Unlike management, leadership cannot be taught, although it may be learned and enhanced through coaching or mentoring. Someone with great leadership skills today is Bill Gates who, despite early failures, with continued passion and innovation has driven Microsoft and the software industry to success.
Be decisive. You’re standing in a circle of a group of friends, debating on what to do that night. Everyone is dilly-dallying, complaining, nixing everyone else’s ideas until one person finally steps up and says, “Guys, we’re doing this.” That person rose to the top, saw the situation needed direction, and took charge. Leader, leader, leader.
The neo-emergent leadership theory (from the Oxford school of leadership) sees leadership as created through the emergence of information by the leader or other stakeholders, not through the true actions of the leader himself. In other words, the reproduction of information or stories form the basis of the perception of leadership by the majority. It is well known[by whom?] that the naval hero Lord Nelson often wrote his own versions of battles he was involved in, so that when he arrived home in England he would receive a true hero’s welcome. In modern society, the press, blogs and other sources report their own views of leaders, which may based on reality, but may also be based on a political command, a payment, or an inherent interest of the author, media, or leader. Therefore, one can argue that the perception of all leaders is created and in fact does not reflect their true leadership qualities at all.
• Being a leader means defining and exhibiting moral and ethical courage and setting an example for everyone in the company. • Being a leader helps you teach leadership skills to your employees, who will then help do the “heavy lifting” of moving the company from where it is today to where it needs to be in the future.
Such heroic leaders are unlikely to emerge in normal times. But these are not normal times. On the contrary, today’s unprecedented inequality in many parts of the world is precisely the kind of injustice that could spur the emergence of great leaders with compassion for those at the bottom. Canadian Prime Minister Justin Trudeau, the young leader who most radiates hope today, was elected partly because of his commitment to helping ordinary people.
Financially successful people do at least one thing better than just about everyone around them. (Of course it helps if you pick something to be great at that the world also values–and will pay for.)
The root of a problem is not always obvious. Even if there’s agreement in the boardroom, such cohesion can lead to interfering with something that might not be broken while what is broken gains steam. For example, decreases in market share are not always a marketing problem; sometimes it’s an engineering or fulfillment problem.
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. 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.
6. Cohesive force: Finally, the leader should be a cohesive force between all the team members. In a professional atmosphere, it is a miracle that all the people in a team are on good terms with each other. Therefore, it is the responsibility of the leader to make sure that all of them are comfortable with each other and have a working relationship that makes the team a productive one instead of a team that is wracked by problems.
The people working with you are your most important asset. Be there to serve them by investing in them, appreciating them, and developing them. Get to know them, and give them the space and respectful environment they need to get to know each other and do great work together.
Communication is key. Clear communication is an important part of any successful relationship, and the relationship between leader and team member is no different. Express your ideas clearly, making sure employees understand what you’re asking of them. Create a conversation-friendly environment, and give employees the freedom to express their thoughts and concerns. Team members are more willing to trust a leader with whom they are able to openly communicate.
Eating real food and feeding yourself at regular intervals not only keeps your energy levels up throughout the day, but also reminds yourself of your own value and inherent worth. Your body deserves good food. You deserve good food. If you want to take on the world, you’ll need to fuel up!
Selectively lower your confidence. You read it right: lower your confidence. It’s a truism in business that you need to have high self-confidence to get things done. But some people think, and for good reason, that lower self-confidence makes people more successful, for these reasons:
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.
And it won’t just benefit you, because when you go for what you really want you’ll overcome all obstacles, you’ll push through when things get really tough, you’ll reach your goal and in that way impact millions of other people and inspire others to follow their dream.