Leadership is the process of directing the behavior of others toward the

accomplishment of some common objectives.

"Leadership is influencing people to get things done to a

standard and quality above their norm. And doing it willingly."
As an element in social interaction, leadership is a complex activity involving:
1. a process of influence
2. actors who are both leaders and followers
3. a range of possible outcomes - the achievement of goals, but also the
commitment of individuals to such goals, the enhancement of group cohesion
and the reinforcement of change of organizational culture.
A leader with vision
has a clear, vivid picture of where to go, as well as a firm grasp on what success
looks like and how to achieve it. But it’s not enough to have a vision; leaders must
also share it and act upon it.
Jack Welch, former chairman and CEO of General Electric Co., said, "Good business
leaders create a vision, articulate the vision, passionately own the vision and
relentlessly drive it to completion."
A leader must be able to communicate his or her vision in terms that cause
followers to buy into it. He or she must communicate clearly and passionately, as
passion is contagious.A good leader must have the discipline to work toward his or
her vision single-mindedly, as well as to direct his or her actions and those of the
team toward the goal. Action is the mark of a leader. A leader does not suffer
“analysis paralysis” but is always doing something in pursuit of the vision, inspiring
others to do the same.

Integrity
is the integration of outward actions and inner values. A person of integrity is the
same on the outside and on the inside. Such an individual can be trusted because
he or she never veers from inner values, even when it might be expeditious to do
so.
A leader must have the trust of followers and therefore must display integrity.

Honest dealings, predictable reactions, well-controlled emotions, and an absence of

tantrums and harsh outbursts are all signs of integrity. A leader who is centered in
integrity will be more approachable by followers.
Dedication
means spending whatever time or energy is necessary to accomplish the task at
hand. A leader inspires dedication by example, doing whatever it takes to complete
the next step toward the vision. By setting an excellent example, leaders can show
followers that there are no nine-to-five jobs on the team, only opportunities to
achieve something great.

Magnanimity
means giving credit where it is due. A magnanimous leader ensures that credit for
successes is spread as widely as possible throughout the company. Conversely, a
good leader takes personal responsibility for failures. This sort of reverse
magnanimity helps other people feel good about themselves and draws the team
closer together. To spread the fame and take the blame is a hallmark of effective
leadership.

Leaders with humility

recognize that they are no better or worse than other members of the team. A
humble leader is not self-effacing but rather tries to elevate everyone. Leaders with
humility also understand that their status does not make them a god.
Mahatma Gandhi is a role model for Indian leaders, and he pursued a “follower-
centric” leadership role.

Openness
means being able to listen to new ideas, even if they do not conform to the usual
way of thinking. Good leaders are able to suspend judgment while listening to
others’ ideas, as well as accept new ways of doing things that someone else
thought of. Openness builds mutual respect and trust between leaders and
followers, and it also keeps the team well supplied with new ideas that can further
its vision.

Creativity
is the ability to think differently, to get outside of the box that constrains solutions.
Creativity gives leaders the ability to see things that others have not seen and thus
lead followers in new directions. The most important question that a leader can ask
is, “What if?”
Fairness
means dealing with others consistently and justly. A leader must check all the facts
and hear everyone out before passing judgment. He or she must avoid leaping to
conclusions based on incomplete evidence. When people feel they that are being
treated fairly, they reward a leader with loyalty and dedication.

Assertiveness
is not the same as aggressiveness. Rather, it is the ability to clearly state what one
expects so that there will be no misunderstandings. A leader must be assertive to
get the desired results. Along with assertiveness comes the responsibility to clearly
understand what followers expect from their leader.Many leaders have difficulty
striking the right amount of assertiveness).It seems that being underassertive or
overassertive may be the most common weakness among aspiring leaders.

A sense of humor
is vital to relieve tension and boredom, as well as to defuse hostility.
Effective leaders know how to use humor to energize followers. Humor is a form of
power that provides some control over the work environment. And simply put,
humor fosters good camaraderie.
 Intrinsic traits such as intelligence, good looks, height and so on are not necessary
to become a leader. Anyone can cultivate the proper leadership traits.
Traits of a Good Leader
Compiled by the Santa Clara University and the Tom Peters Group:
○ Honest - Display sincerity, integrity, and candor in all your actions. Deceptive
behavior will not inspire trust.
○ Competent - Base your actions on reason and moral principles. Do not make
decisions based on childlike emotional desires or feelings.
○ Forward-looking - Set goals and have a vision of the future. The vision must
be owned throughout the organization. Effective leaders envision what they
want and how to get it. They habitually pick priorities stemming from their basic
values.
○ Inspiring - Display confidence in all that you do. By showing endurance in
mental, physical, and spiritual stamina, you will inspire others to reach for new
heights. Take charge when necessary.
○ Intelligent - Read, study, and seek challenging assignments.
○ Fair-minded - Show fair treatment to all people. Prejudice is the enemy of
justice. Display empathy by being sensitive to the feelings, values, interests,
and well-being of others.
○ Broad-minded - Seek out diversity.
○ Courageous - Have the perseverance to accomplish a goal, regardless of the
seemingly insurmountable obstacles. Display a confident calmness when under
stress.
○ Straightforward - Use sound judgment to make a good decisions at the right
time.
○ Imaginative - Make timely and appropriate changes in your thinking, plans,
and methods. Show creativity by thinking of new and better goals, ideas, and
solutions to problems. Be innovative!

Leadership styles of "outstanding leaders"

In 1994 House and Podsakoff attempted to summarize the behaviors and
approaches of "outstanding leaders" that they obtained from some more modern
theories and research findings. These leadership behaviors and approaches do not
constitute specific styles, but cumulatively they probably[citation needed] characterize
the most effective style of leaders/managers of the time. The listed leadership
"styles" cover:
1. Vision. Outstanding leaders articulate an ideological vision congruent with the
deeply-held values of followers, a vision that describes a better future to
which the followers have an alleged moral right.
2. Passion and self-sacrifice. Leaders display a passion for, and have a strong
conviction of, what they regard as the moral correctness of their vision. They
engage in outstanding or extraordinary behavior and make extraordinary
self-sacrifices in the interest of their vision and mission.
 3. Confidence, determination, and persistence. Outstanding leaders display a
high degree of faith in themselves and in the attainment of the vision they
articulate. Theoretically, such leaders need to have a very high degree of
self-confidence and moral conviction because their mission usually
challenges the status quo and, therefore, may offend those who have a stake
in preserving the established order.
4. Image-building. House and Podsakoff regard outstanding leaders as self-
conscious about their own image. They recognize the desirability of followers
perceiving them as competent, credible, and trustworthy.
5. Role-modeling. Leader-image-building sets the stage for effective role-
modeling because followers identify with the values of role models whom
they perceived in positive terms.
6. External representation. Outstanding leaders act as spokespersons for their
respective organizations and symbolically represent those organizations to
external constituencies.
7. Expectations of and confidence in followers. Outstanding leaders
communicate expectations of high performance from their followers and
strong confidence in their followers’ ability to meet such expectations.
8. Selective motive-arousal. Outstanding leaders selectively arouse those
motives of followers that the outstanding leaders see as of special relevance
to the successful accomplishment of the vision and mission.
9. Frame alignment. To persuade followers to accept and implement change,
outstanding leaders engage in "frame alignment". This refers to the linkage
of individual and leader interpretive orientations such that some set of
followers’ interests, values, and beliefs, as well as the leader’s activities,
goals, and ideology, becomes congruent and complementary.
10.Inspirational communication. Outstanding leaders often, but not always,
communicate their message in an inspirational manner using vivid stories,
slogans, symbols, and ceremonies.
Even though these ten leadership behaviors and approaches do not really equate to
specific styles, evidence has started to accumulate[citation needed] that a leader’s style
can make a difference. Style becomes the key to the formulation and
implementation of strategy[citation needed] and plays an important role in work-group
members’ activity and in team citizenship. Little doubt exists that the way (style) in
which leaders influence work-group members can make a difference in their own
and their people’s performance[citation needed].

Leadership and emotions

Leadership can be perceived as a particularly emotion-laden process, with emotions
entwined with the social influence process[22]. In an organization, the leaders’ mood
has some effects on his group. These effects can be described in 3 levels[23]:
1. The mood of individual group members. Group members with leaders in a
positive mood experience more positive mood than do group members with
leaders in a negative mood.The leaders transmit their moods to other group
members through the mechanism of mood contagion[23].Mood contagion may
 be one of the psychological mechanisms by which charismatic leaders
influence followers[24].
2. The affective tone of the group. Group affective tone represents the
consistent or homogeneous affective reactions within a group. Group
affective tone is an aggregate of the moods of the individual members of the
group and refers to mood at the group level of analysis. Groups with leaders
in a positive mood have a more positive affective tone than do groups with
leaders in a negative mood [23].
3. Group processes like coordination, effort expenditure, and task
strategy.Public expressions of mood impact how group members think and
act. When people experience and express mood, they send signals to others.
Leaders signal their goals, intentions, and attitudes through their expressions
of moods. For example, expressions of positive moods by leaders signal that
leaders deem progress toward goals to be good.The group members respond
to those signals cognitively and behaviorally in ways that are reflected in the
group processes
In research about client service it was found that expressions of positive mood by
the leader improve the performance of the group, although in other sectors there
were another findings.
Beyond the leader’s mood, his behavior is a source for employee positive and
negative emotions at work. The leader creates situations and events that lead to
emotional response. Certain leader behaviors displayed during interactions with
their employees are the sources of these affective events. Leaders shape workplace
affective events. Examples –feedback giving, allocating tasks, resource distribution.
Since employee behavior and productivity are directly affected by their emotional
states, it is imperative to consider employee emotional responses to organizational
leaders[. Emotional intelligence, the ability to understand and manage moods and
emotions in the self and others, contributes to effective leadership in organizations.

Leadership and vision

Many definitions of leadership involve an element of Goal management|vision —
except in cases of involuntary leadership and often in cases of traditional
leadership. A vision provides direction to the influence process. A leader or group of
leaders can have one or more visions of the future to aid them to move a group
successfully towards this goal. A vision, for effectiveness, should allegedly:
• appear as a simple, yet vibrant, image in the mind of the leader
• describe a future state, credible and preferable to the present state
• act as a bridge between the current state and a future optimum state
• appear desirable enough to energize followers
• succeed in speaking to followers at an emotional or spiritual level (logical
appeals by themselves seldom muster a following)
For leadership to occur, according to this theory, some people "leaders" must
communicate the vision to others "followers" in such a way that the followers adopt
the vision as their own. Leaders must not just see the vision themselves, they must
have the ability to get others to see it also. Numerous techniques aid in this
process, including: narratives, metaphors, symbolic actions, leading by
example,incentives, and penalty|penalties.
Stacey (1992) has suggested that the emphasis on vision puts an unrealistic burden
on the leader. Such emphasis appears to perpetuate the myth that an organization
must depend on a single, uncommonly talented individual to decide what to do.
Stacey claims that this fosters a culture of dependency and conformity in which
followers take no pro-active incentives and do not think independently.
Kanungo's charismatic leadership model describes the role of the vision in three
stages that are continuously ongoing, overlapping one another. Assessing the
status quo, formulation and articulation of the vision, and implementation of the
vision