“top 10 leader become more successful”

Consequently, people can have confidence that their leader won’t  punish them for their efforts if they take reasonable and responsible risks that are well thought out and well-founded. They are accountable and responsible to deserve their leader’s confidence and trust.
There’s no such thing as a fleeting cause célèbre for Jolie; since joining forces with the UN’s refugee agency in 2001, first as a goodwill ambassador and now as special envoy, she’s undertaken 50 field missions to countries including Iraq, Syria, and Pakistan. Her decision to explain her preemptive double mastectomy in a New York Times editorial, though controversial in some health circles, underscored her willingness to foster hard conversations by taking a public stand. “Angelina Jolie represents a new type of leadership in the 21st century,” says U.K. Foreign Secretary William Hague, who has worked with Jolie on efforts to end a plague of rape in war-torn regions. “Her strength lies in the fact that she is able to influence governments and move public opinion at the same time.” That Jolie chooses to use her global influence to highlight neglected human rights and humanitarian issues, adds Hague, “is in keeping with the finest traditions of leadership.”
People with vested interests (academics and those offering leadership training or literature of some sort) are convinced that it can. Many successful leaders, however, have never had any formal training. For them leadership is a state of mind, and it is their personalities and traits that make them successful leaders.
Another important trait that the best leaders strive to perfect is the ability to speak effectively and persuasively. In fact, many tend to practice public speaking within their own businesses until they are ready to branch out into professional paid speaking gigs. Although talking in front of crowds is a top fear for the majority of us, conquering this fear is what makes a good leader become a great leader.
After all, how often have you talked to a friend about working out, saving money, or studying for school and heard them say something like, “Yeah, I know I really should be doing that but…” followed by some lame-brained excuse as to why they’re putting off their self-development?
Gain pleasure. Avoid pain. That’s pretty much what we’re wired for. But is there more to life? Will Edwards considered the question and realized that there is. He realized that we need to wake up to our life purpose and dedicate ourselves to fulfilling it. That’s the only way we’ll live to the full. In 7 Keys to Success, he discusses what it takes to do just that:
Despite preconceived notions, not all groups need have a designated leader. Groups that are primarily composed of women,[115][116] are limited in size, are free from stressful decision-making,[117] or only exist for a short period of time (e.g., student work groups; pub quiz/trivia teams) often undergo a diffusion of responsibility, where leadership tasks and roles are shared amongst members (Schmid Mast, 2002; Berdahl & Anderson, 2007; Guastello, 2007).
Steve Jobs co-founded Apple Computer with Steve Wozniak in 1976. Apple became known for making intuitive, compact personal computers with the debut of the Macintosh in 1984. In the decades that followed, Jobs’s innovative leadership, including his ability to see potential in new technologies, resulted in his investment in Pixar Animation Studios, creation of iTunes for digital music, and production of products, including the iMac, iPod and iPhone. Known as an uncompromising CEO who demanded innovative design and marketing work from his employees, Jobs helped revolutionize digital and personal technology.
4. Do your fair share. Even though you’re the project leader, you still have to do some of the heavy lifting. Others will notice if you aren’t pitching in or continually push off unexpected and last-minute problems to someone else. You’ll exert the most influence when others see you working as hard – if not harder – than they are.
There are many styles of leadership that fit many types of businesses and organizations. People learn and become motivated in different ways, so effective leaders need to know which styles work best in what situations or organizations.
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.
Someone who can see what needs to be done and help the team plan and organize the getting it done. Management is getting things done through people. While a writer or other visionary person may be very influential, even seminal for the cause of change, this is not quite my definition of a leader. A leader means to me, someone who is taking action, trying to get others to do something they want to see done.
42.  “A leader has to be somebody who’s getting people to do things which don’t seem to make sense to them or are not in their best interest–like convincing people that they should work 14 hours a day so that someone else can make more money.” –Scott Adams
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.
Be proactive. If you have these ideas in your mind about what the deeper issues are, you can probably predict the problems that will crop up as a result. Instead of waiting for those problems to appear, take steps to prevent them. If you can’t prevent them, then you can at least prepare. That’s the core difference between a leader and a manager. A good manager responds well to various situations; a good leader takes effective action to prevent and create situations before they actually happen.
Once they have developed their visions, leaders must make them compelling and convincing. A compelling vision  is one that people can see, feel, understand, and embrace. Effective leaders provide a rich picture of what the future will look like when their visions have been realized. They tell inspiring stories  , and explain their visions in ways that everyone can relate to.
For particular types of analysis that may be helpful in gathering information, see our pages on SWOT Analysis, PESTLE Analysis, Porter’s Five Forces, The Boston Matrix and The Ansoff Matrix, The McKinsey 7 S Model of Organisational Alignment, Value Chain Analysis, Scenario Analysis, and Understanding Game Theory.
The most junior eat first, followed in rank order, with the leaders eating last. This isn’t a rule, they simply do this because in the Marines, they believe that the responsibility of a leader is to put others’ needs above their own.
By: Ransi Samarasinghe It’s better to have an honest enemy than a fake friend. Friendship is a relationship of mutual affection between two or more people. Although there are many forms of friendship, some of which may vary from place, certain characteristics are present in many types of friendshi…
Luckily for us, leadership isn’t a magical gift but a set of skills that you can acquire and practice. It may come more easily to some than to others, but it’s within reach of all of us. You just have to want it, be willing to work and dare to take a risk.
So I told him, “I want to be a bestseller, but I also want to generate $X million in revenue and I want to do this publicity and blah blah blah —” He cut me off and said, “Cut the BS. What’s your number one goal?”
3. Care. The strongest, most effective leaders I’ve met care not just about the business, but about the people in it and the people impacted by it. Plus, they show they care through their words and actions, even proving how they care for themselves and their family by taking unplugged vacations and continuing their own professional development. Care shouldn’t be a four-letter word in our workplace today — and the best leaders know it.
Care about your followers. Just because they not leaders doesn’t mean they are idiots. They’ll be able to tell if you’re compassionate and genuinely concerned for them. And if you’re not, they’ll chuck you off your pedestal. Remember who butters your bread! Without them, you have no one to lead and are a leader no longer.
Psychometric tests assess specific traits and characteristics that are innate to a particular person; allowing you to see what their natural reflexes are going to be for specific situations, such as their orientation towards results or their tendency to be skeptical.
This means proactively asking to set up a meeting or a Skype call. Be sure to make clear that you’ll rearrange your schedule for the conversation — any time works for you. After all, you’re asking for their help — not the other way around.
Try new things. Take some risk. Make yourself uncomfortable. Do the things that may risk making you look foolish – what do you have to lose? Leaders take risks. They are not afraid of doing what they believe.
The leader-leader model engages team members in a way that is more difficult (or impossible) with the leader-follower one. Employees are more engaged, and achieve a sense of meaning and purpose in their work. As a result, retention rates improve, collaboration increases, and the organization benefits from empowered workers who take the initiative instead of waiting around to be told what to do.

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