around. McKenna (2005,.408) states that transformational leaders have characteristics such as vision and are able to motivate and inspire subordinates to share their vision. There appears to be some parallels between authentic leaders and servant leaders although currently there is limited research in this area according to Northouse (2013,.235). A successful leader gains more credibility in the eyes of people; they often tend to ignore other deficiencies in him; they resolve to adhere to him and allow themselves to be further exposed to his influence attempts. However, other characteristics are also necessary such as trust, the way in which leaders try to persuade or influence followers and the way in which subordinates are encouraged to participate in decision making. The concept of leaders having certain characteristics dominated research prior to the Second World War. In the process of handling conflicts or difference, one should always be critical to avoid haste into nasty conclusions (Sullivan 91). A manger has to depict if the employee is reasonable and can accomplish the same responsibility (Heizer and Barry 62). A problem with both trait theories and contingency theories is that they appear to focus on the characteristics of the leader and do not consider the characteristics of, the interactions with, or the role of, subordinates. As such, it becomes possible to formulate decisions, which can be implemented since one can appreciate the responsibility to oversee them.
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An unknown error has occurred. Since it is impossible to undertake all responsibilities, a good manger should delegate the responsibilities to the subordinates and believe in them as instructed to deliver. Research undertaken by Collins (2001, cited in cipd, 2008,.8) investigated common characteristics in US companies"d on the Stock Exchange whose performance was outstanding. As such, the managers dealings should be transparent, sensible, honest and well-controlled to prevent dire consequences on the parties involved. Primal Leadership: The Hidden Driver of Great Performance. Technical skills are the tailored skills to deliver some efforts based on the available technical facilities. This practice leads to decline in the performance capacity of employers due to the reduction in exploitation of their full potential (Drucker 101). Leaders are never born, they become leaders because they have the credibility and people would love to follow them. Leadership in Organizations (8th edition). (2006) A Motivational Theory of Charismatic Leadership: EnvisioningEmpathy, and Empowerment, Journal of Leadership Organizational Studies, 13, 24-43. (2007) Organisational Behaviour (11th edition) Thomson South-Western.
A leader is defined as any individual who has the power to influence, motivate, and even exhort his peers and people in general to achieve their set goals. Leadership is defined as the process in which an individual influences the group of individuals to attain a common goal.