Definition of Leadership :: Leadership Traits

In its simplest terms, leading is the process of influencing the behavior of another person while fully respecting the freedom of that person (Encarta). Two aspects of this definition be important. First, a significant part of effective leadership is the close connection amid the leader and the follower, which often determines the success of the leaders mission. Unfortunately, this leader-follower relationship cannot be created according to some simple formula. Without inspiration, involvement, and encouragement from both participants, the relationship can not be effective. Leaders, in particular, must give an extra effort to reach out to followers in order to initiate and develop this alliance that is so critical to the exploit of goals. The leaders face special challenges as they try to communicate and interact with their followers and potential followers to understand and know what they think and what they do. Developing their leadership style in response to diversity, and e thics will give them an edge as they build relationships with their subordinators. Secondly, leaders who begin to work force, coercion, and manipulation must posterior use more force, coercion, and manipulation precisely because their ability to influence - truly lead - is diminished. In my company I have never seen our lead to use any force to associates for achieving goals, because hed like to be a true leader for a long time. I believe that there are times in the life of a team or organization when the formula leader appropriately exercises the authority of his or her position or treat with organizational issues. Leaders should know that creativity and innovation are the life blood of their organization. New ideas can lead to programs that are already going on or planned in the organization .So, the mission of every leader should be to search continually for ideas and programs that are superior to the organization is currently pull to. In a word, its called progress.Leaders r espect the dignity and worth of each follower. There are two behaviors which are keys to this. First, the director of our company has done everything viable to reduce status differentials in team, which had been based on socioeconomic factors and job titles. Secondly, he has made clear by his behavior that he valued and prize all followers, especially those who were less powerful, less healthy, less educated, younger, older, poorer, less skillful in communication, and different in race, language, religion, gender or sexual orientation from the majority.