Starting with the name of ALLAH, the most Beneficent and ever mercy full

Leadership: Art or process of influencing people so that they will strive willingly towards achieving set goals. Process of leading people in the right direction in order to achieve goals. Kouzes, James M. & Posner, Barry . !"#$%&. The Leadership Challenge. 'an (rancisco) Jossey*Bass. Leader: A person who rules or guides or inspires others.+ 'omeone others are willing to follow, almost without ,uestion. -orthouse, .. !/00%&. 1eadership theory and practice. !2rd ed.& 3housand 4a5, 1ondon, -ew 6elhe, 'age Pu7lications, 8nc. Characteristics of a good leader:

4ne who has an e9cellent and admira7le character A leader has to 7e trustworthy and must fulfill promises made. :e must also ta5e responsi7ility for his own actions. 4ne who ta5es wor5 seriously A good leader is one who ta5es his wor5 and role as a leader seriously. :e motivates his followers towards a common o7;ective. 4ne who is confident and calm in a crisis A leader must display self*confidence and e9ude a clam disposition so that people will 7elieve in him. :e is a7le to adapt to situational changes.

3he idea that 1eaders are 7orn is supported 7y .reat Man theory as well as 3rait theory. An individual+s personality is the uni,ue com7ination of psychological characteristics that affects how a person reacts and interacts with others.< !=o77ins, ' etal. /00>, p. ?>/&. 3his can 7e clearly seen in the people who are 7orn with the ma5ings of a leader * there are certain traits that differentiate leaders from non*leaders. @3o suggest that leaders do not enter the world with e9traordinary endowment is to imply that people enter the world with e,ual a7ilities, with e,ual talents.< !Aawthon, 6 1 "##>, p. /& 8n reference to the great man theory of leadership popularized 7y 3homas Aarlyle !"$?0&, popular in the "#th century according to which history can 7e largely e9plained 7y the impact of Bgreat menB, or heroes) highly influential individuals who,

due to either their personal charisma, intelligence, wisdom, or Machiavellianism utilized their power in a way that had a decisive historical impact. C9ample Aristotle !2$? BA D 2// BA& was a .ree5 philosopher, a student of Plato and teacher of Ale9ander the .reat. :is writings cover many su7;ects, including physics, metaphysics, poetry, theater, music, logic, rhetoric, linguistics, politics, government, ethics, 7iology, and zoology. 8n his Politics, Aristotle states that only one thing could ;ustify monarchy, and that was if the virtue of the 5ing and his family were greater than the virtue of the rest of the citizens put together. Aristotle felt that people were more or less 7orn as a 7ar7arian !someone not fit to lead& or a no7le !someone fit to lead&. Ehile his views might seem e9treme in our modern view of things, there may 7e some 7enefit in that type of approach. 'ome do well, 7ut others find themselves poorly e,uipped for their new responsi7ilities. 3hey are 7asically ta5en out of the area where they perform well and are highly s5illed and put into an area where they donFt perform well and have no s5ills. 1eadership s5ills can 7e taught, 7ut it is not necessarily 7eneficial to everyone. Aristotle was the most practical and 7usiness*oriented of all philosophers who as5ed ethical ,uestions. 8n his Nicomachean Ethics, Aristotle concludes that the role of the leader is to create the environment in which all mem7ers of an organization have the opportunity to realize their own potential. :e says that the ethical role of the leader is not to enhance his or her own power 7ut to create the conditions under which followers can achieve their potential. 8f you translate Aristotle into modern terms, you will see a whole set of ,uestions a7out the e9tent to which the organization provides an environment that is conducive to human growth and fulfillment. :e also raises a lot of useful ,uestions a7out the distri7ution of rewards in organizations 7ased on the ethical principle of rewarding people proportionate to their contri7utions.

Who Said Leaders Are Born Not Made? There has been a debate for years about what makes a great leader. This debate is at times summarised into two schools of thought. The one school proposes

that leaders are a select few people who are born with a uni ue set of skill and possess a rare leadership abilities, they are naturally gifted and talented. The other school of thought proposes that leaders are made, that is they learn, grow and develop into great leaders through the books they read, the people they associate with and from their e!periences. "ersonally # Believe that leaders are born and not made, don$t worry #$ll e!plain what # mean. %H& '( # TH#)* L+A'+,S A,+ B(,) A)' )(T -A'+ .irst and foremost let me begin by saying that what leaders do is to lead others and the act of leading is what is referred to as leadership, this is not a definition but an e!planation. %hat makes one a leader is his or her leadership ability /that is the ability to lead others effectively0 leadership has to do with ability1 the ability to stands up and take the lead while others follow. Abilities to do certain things like2 The willingness to put oneself at risk. Having the passion to make a difference with others. Ability to be dissatisfied with current realities. Ability to take responsibilities while others are making e!cuses. Having the creativity to transform dreams into realities. Having care enough for others as to want to add value to their being by liberating their ideas and energi3ing their capacities. +voking in others the capacity to dream. To submerge your ego for the sake of the greater good. To be open minded and have and open heart. #nspiring others with visions of what they can contribute. #ntegrate the heart, head and soul together. As an individual harness the powers of many. Have the readiness to stand out of the crowed. To see possibilities in situations others see limitations. To speak to others with your heart. And above all be courageous. Those things are essential. "eople who have them can learn the multiple skills it takes for them to become effective leaders. As much as we would like to believe that everyone can be a leader, the fact of the matter is that, fair or not, followers want a certain type of leader. And like it or not, not all of us have the intelligence, drive or desire to lead. But all is not lost. %e need followers as well as leaders. %hat we all do have, however, is the ability to influence, to use ac uired power to achieve organi3ational goals and ob4ectives. "erhaps our desire for 5small l leaders6 that is, leaders who don$t lead from formal positions of power, but those who lead from influence and ability within a team, is driven by our need for more effective, engaged people, not by our need of leaders. %e need to stop believing that everyone can lead. But, everyone can be effective. To uote Sami 7o Small, %omen$s Hockey (lympic 8old -edallist, 5#t$s not the role you play, it$s how you play the role6.

Conclusion: 8n my honest opinion after a thorough review 8 wish to ta5e the side that as much as leaders are 7orn with the a7ility leading is an art and process that continued to 7e ac,uired each single day. 1eadership can 7e learned 7y anyone with the 7asics. But an awful lot of leadership cannot 7e taught. 3hatFs 7ecause leadership is an apprentice trade. 1eaders learn a7out $0 percent of their craft on the ;o7. 3hey learn from watching other leaders and emulating their 7ehavior. 8n addition, a leader chooses role models and see5s out mentors. 3hey as5 other leaders a7out how to handle situations. 1eaders improve 7y getting feed7ac5 and using it. 3he 7est leaders see5 feed7ac5 from their 7oss, their peers and their su7ordinates. 3hen they modify their 7ehavior so that they get 7etter results. 1eaders learn 7y trying things out and then criti,uing their performance. 3he only failure they recognize is the failure to learn from e9perience. 1eadership learning is a lifetime activity. Gou+re never done 7ecause there+s always more to learn. 3here are always s5ills you need to improve on ..ood leaders see5 out development opportunities that will help them learn new s5ills. 3hose might 7e pro;ect assignments or ;o7 changes. Ehat they have in common is that the leader develops 5nowledge and s5ills that can 7e used elsewhere. .ood and effective leaders also see5 out opportunities that will increase their visi7ility. 3he fact is that great performance alone will not propel you to the top in your career. Gou also have to 7e visi7le to people who ma5e decisions a7out promotions and assignments.