Table of Contents

Page

1. Introduction ………………………………………………………………………. 1

2. Learning Objectives …………………………………………………………….. 1

3. Definition …………………………………………………………………………. 1

4. Are Leaders born or made? ……………………………………………………. 2

5. Origin of Leadership …………………………………………………………….. 2

6. Developmental Stages of Leadership ………………………………………… 3

7. Styles of Leadership …………………………………………………………….. 5

8. The Importance of function of Leadership ……………………………………. 10

9. Characteristics of Leadership ………………………………………………….. 14

1. INTRODUCTION

In short leadership is the managerial ability to accomplish organizational goals by working

with and through people. A leader/manager/ holds a special place in the system in the
system of management because it leads and accomplishes organizational activities. The
managerial personnel play the guiding role and direct the activities of the managerial staff
and the entire economic unit to the fulfillment of the state assignments and their respective
organizations. Organizations grow develop and prosper because off effective leadership.
Many of them fail due to lack leadership indeed leadership makes the difference between
successes and failures.

It is therefore, useful to know the management thinking about leadership. Its different styles
functions characteristics etc… by the course participants so that it will help them in their
day-to-day activities of their respective organizations.

2. LEARNING OBJECTIVES

At the end of the topic’s discussion the curse participants should be able to:

2.1 develop better concepts of leadership

2.2 help them improve their managerial skills,
2.3 know the different styles of leadership and be able to choose the appropriate style
spending on the concrete situations
2.4 acquire proper delegation of the task to individuals as well as groups.

3. DEFINITION

In the past leadership was defined as the ability of one person to tell another what to
do. But as time went on and scientific management introduced a manager no longer
able to tell subordinates what to do in quite the same give manner as earlier. As a result
I is not so simple to give a definite and universal definition of LEADERSHIP. Below are
given some definitions, which the writer thinks are comprehensive and can assist the
course participants to achieve their learning purposes.

3.1 LEADERSHIP is the managerial ability to accomplish group goals by working

with and through people.

3.2 LEADERSHIP is a process of influence on a group in a particular situation at a

given point in time, and in a specific set of circumstances that stimulates
people to strive willingly to attain organizational objectives, giving them the
experience of helping attain the common objectives and satisfaction with the
type of leadership provided.

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 3. 3 LEADERSHIP is influencing behavior towards the achievement of organization
objectives.

3.4 LEADEGSHIP is an organization is the process of setting a goal: making and

developing plan to achieve the goal; organizing and mobilizing the necessary
resources to attain the goal.

4. ARE LEADERS BORN OR MADE?

Quite a number of people say that “leaders are born not made’’. This is perhaps the
most common assumption about leadership. Those who hold it maintain that there are
certain inborn quality, such as initiatives, courage, intelligence and humor, which
together predestine a man to be a leader. In reality this is not true.

Leadership is an achievement not a birthright or happy accident of heredity. Everyone

has some leadership potential that can be more fully actualized than it has been in the
past. For example, if subordinates have never been given opportunities to exercise
leadership functions, if they have had no chance to spread their leadership wings, then
predictably they will be followers.

It would be foolish to deny that heredity, environment, past opportunities formal

education, personality and a host of other factors play important roles in the
development of leadership. Shakespeare’s saying ‘’everyone is born a baby, not a
leader,” reminds us this fact.

It is a general truth that many people improve their skills. Eventhough many people
don’t want promotion in leadership quite a number improve their leadership abilities.

Some managers may seem born leaders. Most have the potential to develop the skills
of organizing, planning, scheduling, setting goals, making decisions, solving problems,
communicating, negotiating and supervising. However, there is no known way to train
people to become leaders, although it is evident leaders need such qualities as
integrity, honesty, enthusiasm and the ability to express themselves clearly-all of which
must be demonstrated consistently so that subordinates may see and subsequently
may see and subsequently respect them.

5. ORIGIN OF LEADERSHIP

Leadership means bringing people together, in order to lead them, i.e. to unite and
direct towards a definite aim. To lead is necessary in a place where the need arises to
unite people and resources to reach a definite socially useful aim.

In the early primitive stage each and every social activity needed a separate individual
or group of individuals who can full fill the function of a leader. For example, when
hunters go for hunting essentially arises a need for individuals who can direct /guide/
the activities of the hunters. This is to choose a very good means; ways and methods
without much lose of the result. This is to choose a very good means; ways and
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 methods without much lose of the result. This became the function of the capable
/gifted/ people with a definite quality. In this manner started leaders of groups, tribes
etc., and consequently leadership.

As the means of production started to be owned by few individuals, leadership took

possession by the owners, and the function of the owner is combined with the function
of the leader. This is possible when production is not complex, when leadership of the
elements of production-namely people and other resources is possible to be lead by
one person. At the time leadership is reduced to the co-ordination of the fulfillment of
the activities of people.

But with the growth of the productive forces and production relations, with the
complexity of the connection in the economic activities with the strengthening of
concentration, the generalization of labour begun and strong division of labors not only
in production, between economic branches, between professionals and specialists, but
differentiation of labour, between owner and the leader. The owners hire professional,
which is called manager-leader of very different character. Thus begun hiring of
manager during Feudalism and Capitalism.

At the present stage the growth of large machine industry, the growth of the production
relation on the basis of modern technique, characterized with large step of complexity,
specialization and complex connections, the function of the leadership begun to be the
function of a definite professionals, which have some quality, professional ability to
accomplish the leadership of a complex system.

6. DEVELPOMENTAL STAGE OF LEADERSHIP

From the beginning of the Industrial Revolution to the present day, it is possible to
define three stages of development in managerial thinking about leadership.

6.1 The Coercive Stage

Managers used fear of dismissal as the motivator. The social and economic
conditions of that era made this form of motivation workable. Some organizations, of
course, still operate on this basis. This is drivership, not leadership.

6.2 The Mechanistic Stage

People were regarded as mechanisms, which would put forth the required effort
if the conditions were ideal (the right work load, the temperature, ventilation rest
pauses, etc.) The emphasis at that stage was on physical rather than psychological
conditions. Anyhow the stage shows the step forward for the right direction.

6.3 The stage of psychological motivation

This is stage where the human side of management was considered for
productivity improvement through improving work considered, for productivity
improvement through improving work conditions through material and moral
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 incentives, i.e. through motivation. From this point of view it is possible to
differentiate between job, employee and action centered leadership.

6.3.1Job and Employee Centered Leadership

Such leaders put the employee in the center of the picture on the basis that
if he is looked after well, he will ensure that the job is done as a result they
secure somewhat higher productivity. The employee centered leader
/manager/ considers his men as human beings, that is he recognizes their
needs, develops them through training and help them with their problems.
The job centered leader, on the other hand, believes that he gets results by
devising better methods, keeping people constantly busy and pressurizing
them to produce more and more.

These two aspects tell us that, it is not possible for a leader /manager/ to be
all things to all men. Each leader has a unique patterning of ability, skills
attitudes, habits, past experiences perception values interests and what
have you. Each has his own peculiar sensitivities, preference, aversions,
blind spots and likes and dislikes. So, leaders come in all sizes,
temperaments and personalities.

Anyhow employee centered and job centered leaders are not opposite
ends. A leader who becomes more employees centered doesn’t likely
become less job centered. But with a varying degree of each a manager
may be centered to both. The conclusion is that successful managers /leaders/
are those who use both with more emphasis to employee centered.

6.3.2 Managerial Grid (Blake and Mouton)

The Behavioral Scientists R.R. Blake and J.S. Mouton have developed the
Managerial Grid, which identifies in give styles of leadership and shown
their orientation towards job or people. See the grid below.

MANAGERIAL GRID
High
9
*1,9

8 *9,9
7
6
5
*5,5
4
3 9, 1
1,1
2 * *
1
Low 1 2 3 4 5 6 7 8 9
Low High
Concern for task /Production/

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 - style 1, 1 Has little concern for people and task /production/. Give minimum effort
for the work done.

- style 9,1 Concentrate on the task, ignoring the people “Get the job done in spite
of subordinates”.

- style 5,5 Moderate concern for both people and task/production/.

- style 1,9 High concern for people. People are valued friendly for more
production.

- style 9,9 High concern for people and productivity.

6.3.3 Action Centered Leadership

John Adair (Dr.) in his action centered leadership approach developed

concern for the task and people-individuals as well as groups.

Group Task
needs needs

Individual
needs

The three-circle diagram suggests that each need always interacting upon
each other. The circles overlap but they don’t sit on top of each other. This
is because there is always a degree of tension between them. For example
individuals needs must be coupled with group /social/ needs to be achieved.
Therefore, each circle must always be seen in relation to the other two. So,
managers /leaders/ must take care and consider what is happening in such
an interaction.

7. LEADERSHIP STYLE

The sum total of characteristic and stable methods of resolving tasks and problems in
realizing the functions of leadership is called style of leadership. A style is a system of
constantly applied method of leadership. A style is a formed it is mastered and applied.
A style is nothing static-it develops in time with development of the society, the
economy and the system of management.

A style is determined not from only the activity or profession of the leader only, but is
seen as art, that is as a specific for every separate leader and on the basis of his
personal quality, relations of his work and manner. This manner of work forms the basic
moment, which determines the style of leadership.

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Style is the means by which leadership fulfills its activity. This is the approach he uses
towards work, decision taking, methods and techniques of treating information and the
content of management function. This gives a ground to talk about the different styles of
leadership activity. Learning and knowing the different styles of leadership, its
identification and classifying has and important role in management. Classifying the
style of leadership gives possibility to identify conditions in which one or the other style
is the most appropriate in a given system of management.

The style of leadership shows essential influence over socio-psychological conditions of

an organization. Anyhow the style of a given leader can’t appear without the knowledge,
practice, quality of that leader.

Ideological, political, professional, organizational, moral and psychological features

typify the general style of leadership.

The psychological and political features of the style are characterized by adherence to
party principle, political responsibility, state discipline, close ties with the working
people, an ability to arouse their initiative, to lean on their support in matters of
management.

The professional and organizational features comprise competence, efficiency in work,

scientific approach to decision-making, effective control of execution, personal self-
discipline and leadership efficiency.

The moral and psychological features and characterized by firmness and flexibility,
exactingness and solicitude for the subordinates, truthfulness, tactfulness, modesty, etc…

7. 1 Autocratic leadership

Many managers are being observed that they have the concept of ignoring their
juniors, shot-circuiting them, stunting them, decertifying them etc. They believe
that they are self-professed omniscience and do everything by themselves. This
shows that they can’t see their juniors growing. They perceive them as threats.
Such managers are authocratic.

So, authocratic leader is being perceived as self-instant, dictatorial, harsh,

punitive, threatening, power conscious, destructive, etc. As a result authocratic
leadership display the following characteristics:

- Subordinates are treated as machines, as those absolute accomplishers of

work give to them;

- Seldom lets others make decisions because he feels his experience makes
him the most qualified. Decisions are taken and are given through command
and order information are always passed from top to bottom and is highly
centralized;

- Considers his views the most valid;

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 - Frequently lacks confidence in other people’s ability;

- Accomplishes the total control and observation and the whole activity of the
organization as well as the very detail duties;

- The basic thing that motivates the activities of the subordinates, or the group is
fear of the power of the leader. As a result they rarely give their employees
recognition for a job well done.

This style of work is a typical of leaders who are personally dictators. Such typed
is highly centralized with a high discipline of the organization. Centralism on its
part gives conditions of strengthening the role of the management apparatus, of
the apparatus of the central management, which gives conditions for
bureaucratism. Decisions are formally accepted that are worked out by the higher
organs, and are through letters and instructions. Each observation and control is
given through addressed written verifications.

In such conditions management breaks. In rare cases, they dispense rewards to

their groups, and their motivational style can be positive. As a result they can be
effective in getting higher productivity and develop effective human relations.

Then when will one use the autocratic leadership style? Appropriate use is when:

- Employees consistently misuse authority;

- New employees unfamiliar with the detail of the job;
- Organizational rules and regulation are violated; and
- You are solely responsible for making and carrying out a decision.

Anyhow there are short-term and long-term effects of the various leadership
styles. Over a short span of time, an authoritative style of leadership may produce
a good result. However, as a general rule, excessive use of authority tends to
decrease organizational productivity over a long period of time.

7.2 Democratic Leadership

The main character of this style of leadership is that, it acts or stimulates towards the
formation of collectivism, taking decisions collectively, the widening of the participations
of the workers in the management, good preservation of one-man leadership with a
collective method of leadership. Such typed of leadership leads the organization
towards cooperation between the leaders and subordinates, gives creative situation for
full use of the potential of the organization.

Its characteristics are:

- Takes subordinates as co-operators and partners and takes into consideration

their competence. Gives responsibility for fulfilling their task.

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 - The authority of the leader is built on the basis of personal quality of ability.

- Decisions are taken through hearing the workers and discussions at their
presence about problems.

- Information flow from top to bottom and vice versa. Special meaning has
horizontal information which is taken from colleagues and line leaders
/managers/.

- Control is done at every level and by everyone to whom a definite function is

delegated. In this way possibility is given to everyone to answer and observe the
accomplishment of the activity in his own sphere department, section.

- Motivates subordinates. He does this consciously and in a disciplined

relationship of workers towards the work.

This style of leadership is essential for modern enterprises in the modern condition of
management. It fully uses organizational force of professional organizations and different
groups and collective. It strictly decreases bureaucracy in management and increases the role
of the collective. Democratic style of leadership is not appropriate where there are:

- not enough high professional level of co-operation and collective as a whole;

because low professional level is possible to give difficulties in the function of the
collective and democratism in the style of management.

- were good organizational works are not there, because of lack of organizer.
There it is not possible to give clear, aim full function of the system of delegation,
and there is a danger of the fulfillment of the task given;

- where there is a lack of necessary motivation, conscious, self control and

discipline within the collective as whole;

- were there is no expressed aim and direction of growth of the organization which
is an obstacle to define clear task and right way of fulfilling its task.

On the other hand the democratic leadership style tends to be unproductive over a short
period of time. However, the longer the style is in practice, the more productive it becomes.

7.3 Laissez-Fair /Free-rein/ Leadership

This style of leadership avoids power. He largely depends on the work collective who
accomplishes its tasks in its own way, because of the freedom that exists. There is no
appraisal or control of the performance of the workers made.

Leaders who put into practice this typed are.

- act to their subordinates as towards a child as a separate individual. For them

collective doesn’t exist;

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 - build their authority through fatherhood relations towards subordinates with a
direct personal contact with every one separately;

- pass decisions towards the workers. They explain the way it should be done, but
at last agree with everybody what must be accomplished;

- information is given from top and spontaneously without the consent of others;

- accomplish control and observations without giving the system and order for it,
and, many a time do alone with separate collaborators and workers.

- motivation is done through independent activities.

Such type of leadership do exist, but usually there is on success in their work; in
particular where the production organization are complex which demands the existence
of collectivism, high co-operation and co-ordination, workers and social organizations.
It can exist in small organizations, in organization with research work character who
produce results without complex organization and separate work, in handcrafts, etc…

Such type of leadership is possible to lead organizations to heavy losses and corruption
because it doesn’t need collectivism. As a result the system falls in the hands of
individuals, and every member of the collective can’t act in agreement and in unity, but
individually with individual interests. It can then be possible only to lead in a primitive manner.

In practice it is not possible to find a universal style of leadership, which can be the
same style of leadership for every situation, which will appear in the function of an
organization. Therefore, situational style of leadership appears in searching of the
possibility for the concrete adaption of the style towards the existing condition. This really
means not to accept the style of the leader as appropriately given and not changing.

Research made by Kenneth Blanchard and Paul Hersey showed that leadership style
tend to vary considerably from situation to situation. As a result they said that the
behavior of some leaders is characterized mainly by directing their followers activities in
terms of task accomplishment (Directive behavior); other leaders concentrate on
providing socio-emotional support and on building personal relationships between
themselves and their followers (Supportive behavior). From the Directive and Supportive
behavior of leadership we can see four styles of leadership. See figure below:

(High)
High Supportive High Directive
Low Directive High Supportive
Behavior Behavior

Low Supportive High Directive

Low Directive Low Supportive
Behavior Behavior

(Low) (Low) ( High)

Directive Behavior

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 We defined earlier, leadership style is the pattern of behaviors you use when you are
trying to influence the behavior or others as perceived by them. Since the basic
behaviors that subordinates respond to in assessing your leadership style are the types
of problem–solving and decision-making processes what you use. Each of the four
leadership styles can be identified with a different approach to problem solving and
decision-making.

1. High directive/low supportive leader behavior is referred as “Directing.’’ The

leader defines the roles of followers and tells them what, how, when, and where to
do various tasks. Problem-solving and decision-making are initiated solely by the
manager. Solutions and decisions are announced; communication is largely one –
way; and implementation is closely supervised by the leader.

2. High directive/high supportive behavior is referred to as ‘’coaching’’. In this style

the leader still provides a great deal of direction and leads with his/her ideas, but he
or she also attempts to hear the followers feelings about decisions as well as their
ideas and suggestions. While two-way communication and support are increased
control over decision-making remains with the leader.

3. High supportive/low directive leader behavior is called “supporting”. Here the

locus of control for day-to-day decision-making and problem-solving shifts from
leader to follower. The leader’s role is to provide recognition and to actively listen
and facilitate problem–solving/decision-making on the part of the follower this is
appropriate since the follower(s) has the ability and knowledge to do the task where
ever is warranted.

4. Low supportive/low directive leader behavior is labeled as “delegation.” In this

style the leader discuses the problems with subordinates until joint agreement is
achieved on problem definition and then the decision-making process is delegated
totally to the followers. Now it is the subordinate who has significant control for
deciding how tasks are to be accomplished. Follower (s) are allowed to run their
own show because they have both competence and confidence to take
responsibility for directing their own behavior.

8. THE FUNCTIONS AND IMPORTANCE OF LEADERSHIP

8.1 The Functions of Leadership

Leadership must strive for a fruitful functions that one has to do as a leader.
The functions of leadership affects the task of an organization. The individual
and work collective in the organization.

The whole activity of a leader has two main functions:

a) Acceptance of decisions.
b) Working with people

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a) Acceptance of Decisions

The main place in the activity of a leader is the acceptance of decisions. Every
leader fulfills its function in the system of management, i.e. act over the system,
which he leads, with the view of reaching a definite aim in its function mainly
through taking decisions. That is why leaders must skillfully organize the taking
of the right decision and its accomplishment.

Because of this, the leader is found in the continuous moving and changing
situation. As a result leaders must cope up with the continuous rising problems
and problems and problem situations. So the function of the leader should
understand the rising problems in the management situation and must analyze
them and take correct decisions.

Every decision connected with a definite aim with a definite situation must bring to a
concrete result. To do this leaders come into interaction and mutual relations with
people. Therefore, leaders fulfill one basic function in the system of management-to
lead people work with them, have stimulation, evaluate their activities and behavior,
organize, plan control, define the task, communicate, direct work process, motivate etc.

b) Working with people

When working with people leaders do the following:

- delegate the rights and responsibilities to his subordinates that they lead.
Delegation represents the division of labour, tasks and activities of management of
the leadership. This gives the leaders the possibility to include the whole system of
management through their subordinates who are being delegated. This means that
to take decisions for the risen problem, and necessity to get out of it in a given
situation automatically is possible to identify, Who? What? How? and When? must
act in the organization in connection with the decision of the problem.

- leaders act with people in the organization with respective person or individual o
engaged with respective person or individual of engaged with the decision of the
problem or having a definite relations towards the fulfillment of the task involving
from the problem. Leaders do this through giving order, direction, oral and written
instructions, information and other similar things.

In taking decisions of a problem with a complex character which touches

different spheres of the activities of the organization, leaders fulfill considerable
communicational activities. This is expressed in the formation and organization
of the work of special working group in leading and participating in a meeting, in
leading operative conference. The aim is to follow closely the fulfillment of the
task and control the activity of the people.

- leaders will reach effective result in working with people only when they evaluate
the work given to them, and the result of the evaluation is concrete personified
and addressed to the knowledge of work collective.

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- since leaders work with a being people, everyone has a material interest; and
property interest in all different ways and means; for their active participation in
work of an organization, they must be motivated.

When and How to Delegate?

Most managers try to keep on top of every aspect of organizational operations. It

seems to them that things can’ t run without them. This frustrates because lots of
people willing to do things, but yet they run around spinning their wheels trying to do
it all. If people do not delegate they can’t effectively and efficiently lead at all. But
good managers lead, delegate, their juniors, give them a wide-angle exposure.

Then what is delegation?

Delegation consists of transferring authority and responsibility, from one person or

group to another. In most cases, it involves moving authority from a higher level is
an organization to a lower one. Delegation is the process by which decentralization
of organizational power occurs. Decentralization involves the dispersion of authority
and responsibility from the top downward through the organization, allowing more
people to become involved in the decision making process.

The process of Delegation

- Recognize the limits of your capacity

- Determine the purpose of the delegation
- Select the projects or activities to be delegated
- Select the person or people to be given assignment.

In doing this managers should do and realize the followings:

- Develop plan of delegation

- Secure acceptance and understanding
- State and results first and follow through
- Have positive attitude
- Be willing to entrust responsibility
- Be willing to give freedom for action
- Be willing to let them make more of the decisions.
- Has to delegate when be and his followers are mentally ready
- When special events come up (new duties)
- When retirement approaches

When Delegation is Needed

A manager is responsible for more than he can handle efficiently. This doesn’t mean
he doesn’t get his work done. He generally does eventually. However, because of
the scope of his responsibility, some of his duties and activities are not
accomplished quickly. Some tasks do not get his full attention simply because he
doesn’t have enough time and energy. Therefore, the manager frequently finds
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himself trying to stretch his capacity to encompass all of the many activities he
needs to accomplish. Therefore, he has to delegate some to subordinates.

Advantage of Effective Delegation

- Makes the manager’s job easier

- Increases productivity

 makes the manager more productive

 increases the efficiency of the entire organization
 decisions are made more faster & needs are meet more quickly
- Develops additional leadership
- Stimulates employee creativity
 feel part of the organization
- Demonstrates trust and confidence in employee activity
- Stimulates employee, motivation and commitment to the organization

8.2 The importance of leadership

Human beings are our most precious part of civilization. What responsibility
could be more important than the Leadership and development of people?

8.2.1 Successes are what we aspire for, successes are our yardsticks for our
efforts, successes are more genuine when they are group
accomplishments. Leadership is so important to group accomplishments that
mankind had been concerned about it since the beginning of recorded history.

8.2.2 The old saying goes: “Live makes the world go round!” It should be more
effectively said: Leadership does rather make the world go round, and in
the process it effects meaningful developments: Surely, Leadership makes
the DIFFERENCE between success and failure not matter what, where
and when!

8.2.3 In life, we are and better be goals oriented.

So much so, we all practice some kind of Leadership to some degree.

This is because leadership is characteristically goals focused, goals-
motivated and goals directed. Although everybody may not be considered.
LEADER, the fact is each one of us, in a way, is leader. It is only fair and
just to consider Leadership quite phenomenal of human nature?

8.2.4 Leadership is demanded of us daily, in our jobs, in community activities, in

mass organizations, and in our social lives. We must always be ready! It is

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 often written and said that the qualities of a hero as a leader can be found
within any average man.
8.2.5 “Good” leadership is of vital importance when we consider objectives of life
and their fulfillments. Great discoveries and inventions, and other day to
day activities have became, more and more, the work of team of men and
women working as a group under skilled leadership.

9. CHARACTERISTICS OF EFFECTIVE LEADERS

Contrary to the old saying that leaders are born not made, the art of leading can be
taught, and it can be mastered. What are the qualities we are trying to evoke? The
following leadership characteristics are considered fundamental.

9.1 Objectivity!
Essentially, a leader’s primary key to success is objectivity. Only objective-focused
and goal directed leadership achieve desired results. A leader cannot afford to be
influenced by personal and unimportant details!
9.2 Confidence!
If a leader does not believe in himself, no one else will. As such confidence must
be acquired. At every stage, there must be a steady build-up of assurance,
conviction of competence of competence based on training and the gradual
accumulation of experience and skill.
9.3 Concern!
Experience has taught us that men will never follow anyone unless they feel
that he really cares about them and their problems. Indeed, concern for others
is a sign of imagination and vision, two key ingredients of leadership.
9.4 Clarity!
A leader must be able to reason logically, when alternatives, make decisions
and then convey his thoughts lucidly. “The man who can think,” said Percles,
“and does not know how to express what he thinks is at the level of him who
cannot think.”
9.5 Social Maturity!
Leaders tend to have broad interests and activities. They are emotionally
mature so that they are neither crushed by defeat nor overlated by victory.
They have high frustration tolerance. There anti social attitudes, such as
hostility toward others, are at a very minimum. They have reasonable self-
assurance and self-respect!

9.6 Energy!

A leader must be willing to do everything he asks of his followers and more.

He must be able to work harder, concentrate longer, face the extra danger,
carry the extra burden, and go the extra mile.
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9.7 Timing!

This is a combination of alertness, imagination and foresight. “No man thinking

thoughts born out of time,” wrote Woodrow Wilson, “can succeed in leading his
generation.”

9.8 Tenacity!

Courage, it has been said, is the capacity to hang of for five minutes longer. The
leader not only must have this ability himself, he must also inspire it in others.

9.9 Faith!

Above and beyond all, a leader must believe in his people as well as in the
goal towards which he is leading them.
Let no one think that being a leader is easy. Often it is lonely and difficult
business. As Nietzsche said, “Life always gets harder towards the submit the
cold increases, the responsibility increases.” And there is never any guarantee
of success unless one acquires and practices SUCCESSFUL LEADERSHIP!

9.10 Achievement Drives!

Leaders are duly characterized by their strong personal motivation to keep

accomplishing something. As they reach one goal, their level of aspiration
rises to other goals; so one success becomes a challenge for more successes.
Leaders continually seek the ultimate human need of self-realization.

9.11 Magnetism!

Like leadership itself, this is an attribute that almost defies analysis. It’s the quality
that draws men to a leader, makes them trust him, leaves them not only willing but
eager to work and sacrifice themselves for him.

9.12 Morality!

A strict code of ethics, a strong sense of personal morality, obedience to the

unenforceable - these are qualities a leader must have at the core of his being.
This is what military schools and colleges put so much stress on duty and
honor & love of country. They know that without a firm moral base a man is too
unsure of himself to be an effective leader!

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