“why do i want to be a leader can you follow me”

Team leaders go first and last. As team leader you are the architect of the team. You start with primary responsibility for all tasks of building and managing your team to deliver results. As well as going first you also remain fully, finally accountable for whether your team wins or loses. The buck stops with you.
Good leaders listen, motivate, delegate and provide vision. Leaders can improve listening skills through practice and education. A leader motivates those under her to work hard, and she inspires productivity. Knowing when and to whom to delicate tasks is an important leadership skill, along with providing a vision that is clear and comprehensive.
Select one of the highlighted interactions below and discover the tips and tricks that will turn you into a high performance leader or use the button below to discover all of the leading people skills that you will need
Be confident. This step has nothing to do with actually knowing what you’re doing. As long as you’re confident, few people will ask questions. People assume things, and when you act as if you belong, they assume you do. Therefore, when you are confident, they will naturally assume you know what you are doing. This earns you trust, responsibility, and respect.
You must lead by example and obtain management skills that inspire others to join you in the exciting project of building a great company. At the same time, you must become excellent at the key capabilities and functions of leadership and set yourself on a course of continuous improvement throughout your career.
Do you want to be successful and accomplished in your career or life in general? Maybe you feel that you could succeed more in certain areas of your life and would like to find out how others have achieved success? To be successful, not only do you need the right skills but you also need the traits of a successful person.
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 level, and reward effectiveness when expected outcome is reached.
Identify a problem. Look around and find ways to make the world a better place. Observe your surroundings and listen to people. How can you help? What challenged has yet to be answered? What could use organization?
Leaders are hard to find. They exhibit a unique blend of charisma, vision and character traits that attract people to follow them. They exhibit the other nine characteristics around which this article series was developed as well. But, mostly, as they exhibit these traits and characteristics, people will want to follow them. 
As you gain experience supporting and guiding the work of others, challenges will grow in complexity and ambiguity. One consultant describes leadership development as moving outward in a series of concentric circles, with the most basic leadership activities at the center and the most challenging work of senior leadership and organizational strategy and development at the far outer rings. Continually seek challenges that move you beyond the known and comfortable areas into new and increasingly complex problems. 
Having positive role models in your life can help keep you motivated and lead you in the right direction. Your role model may or may not be somebody you know personally. Learn about your role model’s life story and try to adopt their work ethic.
Think about going to a new restaurant (the restaurant is life). You get a waiter that greets with you a smile and outlines the flavors of three of their best dishes, guarantees your satisfaction and tells you he’ll personally whip up something else if you don’t like it. Somewhere in your head, you are breathing a sigh of relief thinking, “Ahh. Yes. This will be a relaxing night — I’m in good hands.” That’s what everyone wants in life (in most restaurants, too).
4. Engagement. Great business leaders are able to get all members of their teams engaged. They do this by offering them challenge, seeking their ideas and contributions and providing them with recognition for their contributions.
The song was originally set to be on Drake’s debut album, Thank Me Later, but after Drake forwent the song, he insisted that Songz include it on Ready.[2] Songz stated in an interview what fan reception to the track mostly had been that he should put a verse in on “Successful”, but Songz told BallerStatus,
9. Invest in people. To be a great leader, you need to start at the heart of what matters in your organization–and what matters is your people. If you want to see them happy, engaged, loyal and dedicated, make the time to invest in them, nurture them and provide them with a clear vision of what needs to be done.
First things first, take a minute and spend some time thinking about how you behave under stressful situations. What is your preferred leadership style? Do you ask others for their opinions? Do you tell everyone what to do and how you expect them to do it? Do you lead from the front? Do you worry about where your team is headed and whether there is a clear vision ahead? You’ll gain great insight into your preferred style of leadership by taking a few minutes to introspectively think about these questions.
Instead, create benchmarks: “My goal is to increase my productivity by 30% and only be late for work five times per year, at the most.” These are quantifiable goals that when achieved, give you a sense of satisfaction and completion, making you feel successful and confident.
One of the most common misunderstandings of leadership is that it’s about acquiring power. The best leaders use whatever power they have–and their time and energy–to collaborate with others. Position yourself as a leader who is there to support the success of those around you. You’ll find that when they succeed, you succeed.
Discover what your talents are, develop them, and focus on applying them towards making a difference. What problems would your talents be best suited for? Think of problems in the broader sense – they’re not always easy to define.
As previously stated, leadership involves creating and articulating a vision and inspiring others to want to work toward that vision. But leaders may not be skilled at or involved with the day-to-day management of the work needed to turn that vision into a reality.
Focus on what you want to do, and take steps to get where you want to be. Learn the skills that are necessary for that job or position you want in your life. When people see your determination toward reaching your goals, they’ll reconsider.
• You have to understand and be good enough at leadership to teach it to your employees, both by example and by coaching. The more leaders you can develop, the stronger the business will be, and the less you will have to worry about how the business is operating.
Good leaders develop productive teams, efficient systems and a positive corporate culture. But good leadership doesn’t just happen. Good leaders possess positive personal characteristics, such as integrity, dedication, vision, a sense of fairness and creativity. And good leaders know how to inspire the best in others by being good listeners and motivators. Although many leadership qualities are innate, born into a person, other qualities can be learned.
Ask for opinions in a face-to-face situations. At the end of a meeting, you can casually ask if people have any questions or opinions. This will give your employees time to consider what they’re working on. You may also pull individual employees aside, or invite them to your office, to discuss the project further. Tell them that their perspective is crucial to your success.
A number of works in the 19th century – when the traditional authority of monarchs, lords and bishops had begun to wane – explored the trait theory at length: note especially the writings of Thomas Carlyle and of Francis Galton, whose works have prompted decades of research. In Heroes and Hero Worship (1841), Carlyle identified the talents, skills, and physical characteristics of men who rose to power. Galton’s Hereditary Genius (1869) examined leadership qualities in the families of powerful men. After showing that the numbers of eminent relatives dropped off when his focus moved from first-degree to second-degree relatives, Galton concluded that leadership was inherited. In other words, leaders were born, not developed. Both of these notable works lent great initial support for the notion that leadership is rooted in characteristics of a leader.
Most of the situational/contingency and functional theories assume that leaders can change their behavior to meet differing circumstances or widen their behavioral range at will, when in practice many find it hard to do so because of unconscious beliefs, fears or ingrained habits. Thus, he argued, leaders need to work on their inner psychology.
This one is a constant with successful men. Whether you are one of the top earners on Wall Street, or one of the best surfers in Australia, you are not going to be successful if you don’t make the best use of your day, every day.
Jump up ^ Melvin., Stogdill, Ralph (1990-01-01). Bass & Stogdill’s handbook of leadership : theory, research, and managerial applications Bass and Stogdill’s handbook of leade. Free Press. ISBN 9780029015001. OCLC 959443394.
There’s more to leadership than having a high-ranking title and being in charge of a team. You might have the authority to tell people what to do, but if you’re an ineffective leader, you won’t be able to guide and motivate your staff to accomplish their goals.

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