LEADERSHIP

Table of Contents

Sr. No.

Topic

ABOUT LEADERSHIP

INTRODUCTION

LEADERSHIP THEORIES

EFFECTS OF LEADERSHIP

FOUR FACTORS OF LEADERSHIP

LEADERS ARE BORN NOT MADE

IMPORTANCE OF LEADERSHIP

KEYS TO EFFECTIVE LEADERSHIP

QUALITIES OF LEADERSHIP

10

TYPES OF LEADERSHIP

10

THE ROLE OF GREAT LEADERSHIP

11

WHY BECOME A LEADER

12

CONCLUSION

13

BIBLIOGRAPHY

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ABOUT LEADERSHIP :
Leaders impact our daily lives and futures. In good times and bad ,there is always a need for
strong leadership. The success of a business or an industry is determined by the leaders it
chooses or inherits. How does someone earn the designation of being a great leader? History
and current experiences provide guidance on how one might develop the abilities
demonstrated by respected leaders. This case study examines the characteristics of and need
for leaders in business , health, politics, education, sports and communities.

It is very true that I have said that I considered Napoleons presence in the field equal
to forty thousand men in the balance. Duke of Wellington

One bad general does better than two good ones. Napoleon

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INTRODUCTION :
During the early nineteenth century, Wellingtons and Napoleons observations made sense.
With the onset of battle, communications became muddled, artillery was immobilized, and a
commanders ability to control his forces was limited. Consequently, the leadership of a
single general could prove decisive in battle by maintaining clarity of command and control.
We are now at a totally different stage of warfare. This not to say that the fog of war has
completely lifted, but visibility and synchronized actions, and the speed, precision, and
lethality of response is beyond comparison to anything that has preceded it. The battlefield
success of the doctrine and technology of Network Centric Warfare was not based upon a
single brilliant plan, or a single individual or group, but rather was a property of the network,
both technologically and organizationally. As Operation Iraqi Freedom so vividly illustrated
, battle plans can now be changed very rapidly, affecting all aspects of operationsstrategy,
tactics, logistics and PSYOPs, operations, kinetics, and all types of forces.
The competencies that make NCW a success are network properties; they are no longer
solely the province of charismatic leaders or chance, but the result of diverse competencies
and a new understanding of the role and growth of network leadership, and how it is learned
and rewarded.

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LEADERSHIP THEORIES :
A review of the leadership literature reveals an evolving series of 'schools of thought' from
Great Manand Trait theories to Transformational leadership (see table). Whilst early
theories tend to focus upon the characteristics and behaviours of successful leaders, later
theories begin to consider the role of followers and the contextual nature of leadership.

Great Man Theories

Based on the belief that leaders are exceptional people, born with innate qualities,
destined to lead. The use of the term 'man' was intentional since until the latter part of
the twentieth century leadership was thought of as a concept which is primarily male,
military and Western. This led to the next school of Trait Theories

Trait Theories
The lists of traits or qualities associated with leadership exist in abundance and
continue to be produced. They draw on virtually all the adjectives in the dictionary
which describe some positive or virtuous human attribute, from ambition to zest for
life

BehaviouristTheories
These concentrate on what leaders actually do rather than on their qualities.Different
patterns of behaviour are observed and categorised as 'styles of leadership'. This area
has probably attracted most attention from practicing managers

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Situational Leadership
This approach sees leadership as specific to the situation in which it is being
exercised. For example, whilst some situations may require an autocratic style, others
may need a more participative approach. It also proposes that there may be
differences in required leadership styles at different levels in the same organisation

Contingency Theory
This is a refinement of the situational viewpoint and focuses on identifying the
situational variables which best predict the most appropriate or effective leadership
style to fit the particular circumstances

Transactional Theory
This approach emphasises the importance of the relationship between leaderand
followers, focusing on the mutual benefits derived from a form of 'contract' through
which the leader delivers such things as rewards or recognition in return for the
commitment or loyalty of the followers

Transformational Theory
The central concept here is change and the role of leadership in envisioning and
implementing the transformation of organisational performance

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Each of these theories takes a rather individualistic perspective of the leader, although a
school ofthought gaining increasing recognition is that of dispersed leadership. This
approach, with its foundations in sociology, psychology and politics rather than management
science, views leadershipas a process that is diffuse throughout an organisation rather than
lying solely with the formally designated leader.

The emphasis thus

shifts from

developing leaders to developing leaderful organisations with a collective responsibility

for leadership.
In the current section we will focus primarily on the more traditional, individualistic
views of the leader as

we feel these have greatest relevance to

management and leadership standards.

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the development of

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EFFECTS OF LEADERSHIP :
Two of the biggest challenges faced by todays business leaders are navigating their
companies through a constantly changing competitive landscape while preparing their next
generation of leaders to thrive in uncertainty.

The Leadership Effect offers customized programs and consulting designed to facilitate for
these leadership challenges. We work with clients in two primary areas: Organization
Development and Leadership Development. Our focus on organization development includes
helping organizations map their strategic future and create actionable plans to accomplish
their goals, helping together around their goals and maximize their effectiveness, helping
an organization listen to its people to create deep alignment around the mission, and help
focus and manage the performance of its people.

Our focus on leadership development includes assessing leaders and individuals for
both selection and development, coaching leaders to maximize their strengths and improve
their effectiveness, helping organizations implement mentoring programs that deliver real
value, and teach leaders proven best practices through interactive and engaging workshops
and seminars.

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FOUR FACTORS OF LEADERSHIP :
1. Leader
You must have an honest understanding of who you are, what you know, and what
you can do. Also, note that it is the followers, not the leader or someone else who
determines if the leader is successful. If they do not trust or lack confidence in their
leader, then they will be uninspired. To be successful you have to convince your
followers, not yourself or your superiors, that you are worthy of being followed.
2. Followers
Different people require different styles of leadership. For example, a new hire
requires more supervision than an experienced employee. A person who lacks
motivation requires a different approach than one with a high degree of motivation.
You must know your people! The fundamental starting point is having a good
understanding of human nature, such as needs, emotions, and motivation. You must
come to know your employees' be, know, and doattributes.
3. Communication
You lead through two-way communication. Much of it is nonverbal. For instance,
when you set the example, that communicates to your people that you would not
ask them to perform anything that you would not be willing to do. What and how you
communicate either builds or harms the relationship between you and your
employees.
4. Situation
All situations are diffeent. What you do in one situation will not always work in
another. You must use your judgment to decide the best course of action and the
leadership style needed for each situation.
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LEADERS ARE BORN NOT MADE :
Whether or not we like it, leaders are born, not made. Although our culture would like to
believe that there is a kernel of leadership in everyone, Im just not convinced.
While there might be a bit of leader deep inside everyone, that does not make them a leader.
People become leaders when they step forward and when they are accepted as leader by their
followers. So lets break this process down.
In order to step forward, an individual needs to have the desire and drive to lead. Research
suggests that these factors are personality traits, long-lived and durable. In order to be
accepted by followers, a prospective leader needs to be perceived as a leader by the
followers. Traits such as intelligence, physical attractiveness and extraversion are traits that
followers look for in a leader. You havent seen a fat President of the United States in the
past 50 years (Bill Clinton was as close as it gets). Nope. U.S. presidents tend to be tall,
pleasantly attractive, thin men. Not movie stars, but pretty damned good-looking. Generally
we want our leaders to be smarter than ourselves. (George W. Bush appears to be an
exception to this rule).
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. We need followers as well as leaders. What we all do have, however, is
the ability to influence, to use acquired power to achieve organizational goals and objectives.
Perhaps our desire for small l leaders that is, leaders who dont 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.

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IMORTANCE OF LEADERSHIP :
Role Of Leadership :
Although your position as a manager, supervisor, lead, etc. gives you the authority to
accomplish certain tasks and objectives in the organization (called Assigned Leadership),
this power does not make you a leader, it simply makes you the boss . Leadership differs in
that it makes the followers want to achieve high goals (called Emergent Leadership), rather
than simply bossing people around .Thus you get Assigned Leadership by your position and
you display Emergent Leadership by influencing people to do great things.

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KEYS TO EFFECTIVE LEADERSHIP :
According to a study by the Hay Group, a global management consultancy, there are 75 key
components of employee satisfaction (Lamb, McKee, 2004). They found that:

Trust and confidence in top leadership was the single most reliable predictor of
employee satisfaction in an organization.

Effective communication by leadership in three critical areas was the key to winning
organizational trust and confidence:

Helping employees understand the company's overall business strategy.

Helping employees understand how they contribute to achieving key business
objectives.
Sharing information with employees on both how the company is doing and how an
employee's own division is doing relative to strategic business objectives.
So in a nutshell you must be trustworthy and you have to be able to communicate a
vision of where the organization needs to go. The next section, Principles of Leadership, ties
in closely with this key concept.

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QUALITIES OF LEADERSHIP :
1. Know yourself and seek self-improvement - In order to know yourself, you have to
understand your be, know, and do, attributes. Seeking self-improvement means
continually strengthening your attributes. This can be accomplished through selfstudy, formal classes, reflection, and interacting with others.

2. Be technically proficient - As a leader, you must know your job and have a solid
familiarity with your employees' tasks.

3. Seek responsibility and take responsibility for your actions - Search for ways to
guide your organization to new heights. And when things go wrong, they always do
sooner or later do not blame others. Analyze the situation, take corrective action,
and move on to the next challenge.

4. Make sound and timely decisions - Use good problem solving, decision making, and
planning tools.

5. Set the example - Be a good role model for your employees. They must not only hear
what they are expected to do, but also see. We must become the change we want to
see - Mahatma Gandhi

6. Know your people and look out for their well-being - Know human nature and the
importance of sincerely caring for your workers.

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7. Keep your workers informed - Know how to communicate with not only them, but
also seniors and other key people.

8. Develop a sense of responsibility in your workers - Help to develop good character

traits that will help them carry out their professional responsibilities.

9. Ensure

that

tasks

are

understood,

supervised,

and

accomplished -

Communication is the key to this responsibility.

10. Train as a team - Although many so called leaders call their organization,
department, section, etc. a team; they are not really teams...they are just a group of
people doing their jobs.

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TYPES OF LEADERSHIP :

Different types of leaders are discussed below.

Type 1. Autocratic Style

Autocratic type of leader is called an Autocrat. He does not consult his subordinates
(followers). He takes all the decisions by himself. He also takes full responsibility for his
decisions. The subordinates must obey him without asking any questions.
Type 2. Consultative Style
Consultative type of leader has an open mind. He encourages his subordinates to give their
suggestions and comments. If these suggestions and comments are good, then he will accept
them. So this leader consults his subordinates before taking a decision. However, the final
decision is taken by the leader. Therefore, he takes full responsibility for his decision.
Type 3. Participative Style
Participative type of leader encourages his subordinates to take part indecision making. The
final decision is not taken by the leader himself. It is taken by the group (team), i.e. by the
leader and his subordinates. The leader gives his subordinates full scope for using their
talents. He is loyal to them. Therefore, they are loyal to him. They obey his orders willingly.
They have a genuine (real) respect for him.

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Type 4. Laissez-Faire Style

Laissez-Faire style of leader is passive. He only acts as a contact man. He provides
information and resources to his subordinates. He believes that the subordinates will work
best if they are left alone. Therefore, he gives them complete freedom to take their own
decisions. He allows them to plan and organise their own work. He allows them to set their
own goals and to solve problems on their own.
Type 5. Bureaucratic Leader
Bureaucratic leader follows all the rules and formalities of the organisation. He does not
believe in new ideas. He wants his subordinates to follow all his orders. This leadership style
result in red tapism and unwanted paper work.

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Type 6. Neurocratic Leader
Neurocratic leader is highly a task oriented one. He wants to get the work done at any cost.
He gets very upset if there is any failure. He is very emotional, sensitive and eccentric. He
does not consult his subordinates in decision making. He takes his own decisions.
Type 7. Paternalistic Style
Paternalistic style of a leader creates a family atmosphere in the organisation. He acts just
like a parent of his subordinates. He advises, guides and helps his subordinates with their
personal problems. This style of leadership will be successful in a small organisation having
a very few employees and only one leader.

Type 8. Sociocratic Style

The sociocratic leader tries to run the organisation just like a Social Club. He gives less
importance to production and more importance to friendship. That is, he tries to keep his
subordinates very happy. So, he creates a warm and good social environment.

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Type 9. Situational Style
Situational type of leader uses different styles in different situations. That is, he changes his
style according to the situation. Sometimes he will be autocratic, or consultative, or
participative, etc. Now-a-days, most managers use this style of leadership.

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THE ROLE OF GREAT LEADERSHIP :

The road to great leadership that is common to successful leaders:

Challenge the process - First, find a process that you believe needs to be improved
the most.
Inspire a shared vision - Next, share your vision in words that can be understood by
your followers.
Enable others to act - Give them the tools and methods to solve the problem.
Model the way - When the process gets tough, get your hands dirty. A boss tells
others what to do, a leader shows that it can be done.
Encourage the heart - Share the glory with your followers' hearts, while keeping the
pains within your own.

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WHY BECOME A LEADER
There 20 ways to become a leader:1. TAKE CHARGE
Become the sculptor of your own career and life not the sculpture. Leaders are authentic
the authors of their own lives. Take responsibility for your professional development. No one
has a greater investment in your success and satisfaction than you. Especially as a woman,
you cannot depend upon the traditional management structure of your organization to put
you on the path to achievement. It's up to you to direct and protect your career and to
develop your own potential. You cannot afford to be passive or to accept roles assigned to
you. Know what you want and why and be prepared to take action to make it happen.
2. KNOW YOUR STRENGTHS
Work is most meaningful and satisfying when it gives us an opportunity to use our strengths.
Leadership is fundamentally about character. Knowing your character strengths enables you
to find ways to select work environments and work assignments that allow you to express
and develop them. For example, if one of your greatest strengths is loyalty and teamwork,
you'll be most effective and satisfied working as a member of a team. If fairness is among
your greatest strengths, you'll be frustrated and dissatisfied without an opportunity to work
on issues of justice. If you're someone who loves to learn, you'll feel bored and frustrated
unless you find ways to master new skills and bodies of knowledge.

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3. CREATE YOUR VISION
Leaders are vision directed. A leader creates a compelling vision, is committed to this vision,
and inspires others to action by aligning their goals with this vision.Start developing this
leadership competence by creating your own personal vision. Your vision statement is a
picture of the future to which you can commit. It expresses your values, the contribution you
want to make, and the way you want to live your life.Without a clear vision, it's easy to be
led by the expectations of others. As a professional coach, I can attest to the unhappiness of
lawyers who've allowed the demands and approval of others to become their compass. It is
heartbreaking to look back on your life with regret.Your vision statement is your own
personal "why." Knowing what you're working toward allows you to plan your professional
development as well as to be resilient in the face of obstacles.
4. CHOOSE A WORKPLACE WITH COMPATIBLE VALUES
One of the biggest mistakes many attorneys make is to accept a position in an organization
with values contrary to their own. This situation leads to misery at worst, and job change at
best.Furthermore, you are much less likely to achieve a position of leadership in an
organization with values at odds with your own ethics than you would in an environment that
echoed your principles.

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5. ESTABLISH YOUR OWN PERSONAL ADVISORY BOARD
Although the legal profession puts a premium on self-reliance, everyone needs guidance, role
models and support. Old-style mentoring rarely exists in the 21st century legal workplace.
Even if you have an assigned mentor, such "arranged marriages" rarely meet your most
important professional development needs. It's especially difficult for women and attorneys
of color to find mentors who identify with them or to whom they can look for time-tested
strategies that apply to their unique challenges.

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In order to construct an effective personal board of directors you need to assess your learning
needs. Identify the skills you need to acquire or improve in order to achieve the career goals
you've set for the next year or two. Having identified your knowledge needs, you'll be ready
to identify potential advisors. You can get recommendations from others. At the same time,
observe people you'd like to emulate or those who have some special expertise in the areas in
which you're interested. Look both within as well as outside your current work setting.
The people on your board will change as your learning needs change. Here are a few
important tips for developing your advisory board.

Select people whom you trust.

Keep in mind that the alliances you form with your advisors are substantive,
strategically important, and meaningful relationships.
Clarify each person's expectations for the relationship. Negotiate how long you expect
the relationship to proceed in this form.
Understand what you mentor needs in order for the relationship to be mutually
rewarding. For some advisors, helping another attorney succeed is sufficient. Others
might feel rewarded by your offers to assist them in their own work.

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6. FIND A CHAMPION
It's essential to have someone who will be your champion in the organization. Most likely,
this will be someone with whom you practice. The more value you add to the practice of a
senior lawyer in your practice group, the more he or she will be invested in retaining you.
People who like you, as well as your work, are more likely to be in your corner. It's also
necessary that this person be in a secure position in the organization; someone in a tenuous
spot is unlikely to feel able to go out on a limb for you.
7. WORK TOWARD EXCELLENCE IN YOUR PRACTICE
Excellent work performance is a necessary, although not sufficient condition for leadership.
Stay on top of your professional development. Don't wait for your firm or organization to
offer a seminar in the skills you want to learn seek out your own training
opportunities.Keep in mind the difference between excellence and perfection. Maintaining
high standards for your work reflects positive striving. On the other hand, being harshly selfcritical for the smallest error will undermine your success. Perfectionism easily leads to
micro-management and harsh criticism of others, neither of which are effective leadership
behaviors.
It's difficult to strive for excellence unless you're doing what you love. People who are
committed to what they do who are strongly interested in their work are resilient in the
face of challenges. Enthusiasm and passion motivate hard work. Genuine interest sustains
focused attention.

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8. TAKE INITIATIVE
Whatever you're trying to accomplish, you need to take control of your own destiny and act
on your own convictions. To become a leader, you must first learn to lead yourself. Initiative
is a fundamental leadership competence. Choose your work don't let it choose you. Seek
out work you like or from which you can learn. If the work you really want isn't coming your
way, make a plan to find it. Forge alliances with people both within and outside your
organization who can help you work with the kinds of matters and clients you prefer.Avoid
the "tyranny of the in-basket." You need to actively work on your career, not just on your
work. Develop a career plan. Identify specific, measurable goals and routes for
accomplishing them. Go beyond adapting to whatever comes your way. Proactively select
and influence the situation in which you work rather than merely reacting to situations
created by others. Work to change yourself and your circumstances for the better.Leaders
create a vision, set goals that embody the vision, inspire action to accomplish the vision, and
develop strategic plans which lead to their goals. Start on your path to leadership by leading
yourself.

9. TAKE RISKS
Developing leadership skill requires getting out of your comfort zone. Set "stretch" goals that
enable you to develop new skills. Join committees and take a leadership role. This is an
opportunity to develop leadership competencies as well as increase your visibility. In order
to break through the stereotypes that keep women from achieving positions of leadership,
you'll need to appear confident. That means being willing to learn on the job instead of
waiting until you know everything before you take on challenges. Ask your advisory board
and network to help you fill in knowledge gaps. Present your ideas. Be decisive and to the
point. Speak in a convincing manner and make your statements strong and powerful. Claim
authorship of your ideas. Don't qualify your statements or apologize for speaking. Be
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assertive, not aggressive. Manage your emotions when you set limits and make requests.
Avoid harsh criticism and always respect the dignity of others. Depersonalize your mistakes.
Just because you failed at one thing doesn't make you a failure. View mistakes as learning
opportunities. If you become so worried about how you're perceived after you make an error
that you never try again, others will conclude that you always make mistakes. But if you
attribute your error to insufficient information, you'll learn more and try again. Your track
record of successes will outweigh the memory of your small errors. Taking risks builds
resilience and self-confidence. The more you stretch yourself and succeed, the more
confident you'll feel. This will empower you to strive toward a leadership position.
10. BE OPTIMISTIC
As "purveyors of hope," leaders must be optimistic. Realistic optimists take control where
they can and stop investing energy in things beyond their control. When faced with a
setback, optimists don't succumb to feelings of helplessness. They maintain their focus on
the larger purpose, finding ways to bounce back and pursue alternative routes to their goal.
Optimists see mistakes as learning opportunities, not as catastrophes from which they'll
never recover. This enables them to take the kinds of risks necessary for becoming a leader.
Optimism is especially difficult for lawyers, since so much of legal work is about
anticipating and preventing disaster. But even though pessimism may help you be more
effective in practicing law, it will be an obstacle if you think this way about career planning
or the rest of your life.

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11. BECOME "UN-FUNGIBLE"
Find a niche which your organization values and about which you can be passionate.
Develop your expertise in this area. If you are the only expert, or one of a few experts in this
area, you'll be of considerable value to your firm. This increases your power to lobby for
flexibility in your scheduling and opportunities to take on leadership roles.
12. MAKE YOUR CAREER MORE IMPORTANT THAN YOUR JOB
Focusing on your long-term career goals enables you to minimize the power of any given
employer. If your goals are incompatible with those of your organization, or if you can't get
the support you need to make your vision a reality, look elsewhere.

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13. DEVELOP YOUR SOCIAL INTELLIGENCE
Leadership is interpersonal. Effective leadership is fundamentally about how you relate to
people. Social intelligence consists of several components:
Self-management People who cannot manage the expression of their own emotions are
unlikely to effectively manage others. It's important to develop an awareness of your own
feelings and make deliberate choices about how best to use them in any given situation.
Managing your emotions keeps them from clouding your perceptions and judgments. Being
able to influence how others perceive you and coming across to others in the way you intend
require self-awareness and self-regulation. It's essential to have a deep understanding of your
own values, motives, strengths and limitations. Though it's not always easy to be honest with
yourself, you need to develop this kind of honesty if you want to be interpersonally effective.
Realistically appraise yourself without being overly self-critical. Ask others for feedback.
The knowledge of how others perceive you is a powerful tool. Monitor yourself; pay
attention to your feelings, actions and intentions. Observe the impact of your actions on
others. Self-awareness is also critical for empathy since we tend to perceive others through
the filter of our own needs, fears, expectations and hopes. When we are aware of what we
expect to hear or are afraid of hearing, we can get past the filter and hear what's really being
communicated.
Social radar Effective leaders can read emotional signals and assess other's emotional states.
Your ability to influence others depends upon your skill at sensing their reactions and
adjusting your approach accordingly. Practice "active" listening listening not only to the
other person's words but also their nonverbal expressions. Leaders are more persuasive when
they can attune their message to their listeners.

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14. BE YOUR OWN ADVOCATE
Many women attorneys who are excellent advocates for their clients are fearful of
advocating for themselves. In our culture, women are socialized to believe that selfpromotion is not only unbecoming and aggressive but will also damage their careers. But
failing to advocate for yourself can have far-reaching consequences. In the short run, too
much modesty feeds into the gender stereotype that women aren't "tough enough." Keep in
mind that other people see only a small percentage of our actions. The missing information
has to come from the actor herself. Share your knowledge by offering to help others.
Broadcast your wins through in-house newsletters. Express your convictions. Self-advocacy
is necessary for reaching positions of leadership. At the same time, make sure that you
acknowledge and appreciate everyone who contributed to the group effort. Leaders are able
to make their employees feel proud of their contributions. They don't need to steel the credit
for themselves.
15. BREAK THROUGH EXPECTATIONS
Gender role stereotypes are an obstacle to women achieving leadership in the legal
profession. But believing you'll never break the "glass ceiling" is sure to hold you back.
Sometimes the only way to get past these stereotypes is to address them directly. Shining a
light on unspoken assumptions can enable your listeners to hear and see beyond their
expectations. By identifying these assumptions, you're conveying power and insight, which
inspire trust.

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16. BECOME AN EXCELLENT COMMUNICATOR
A leader must communicate her vision in a way that energizes people and galvanizes them
toward action. The ability to gain the cooperation and support of others through
negotiation, persuasion and influence - depends upon communication skill, which in turn is
essential for leadership. Be aware of gender differences in communication style. Essentially,
you must take your listener's expectations into account in tailoring your communications. For
women, it's especially important to give the other person a reason to listen by addressing a
goal your listener wants to achieve. When people feel heard, they're more likely to hear you.
When you understand their goals, you can articulate how their aspirations can be aligned
with your vision. Although implicit gender role stereotypes foster the belief that mothers
cannot be good leaders, the fact is that parenting is excellent training ground for leadership
skills. As a parent you learn to plan strategically, negotiate, enlist cooperation and persuade
all of which you can transfer to the workplace.
17. SHOW CONCERN FOR OTHERS
Research indicates that among the most important characteristics of effective leaders are
compassion, nurturance, generosity, altruism and empathy. "Agreeableness" is a social trait
and leadership takes place in a social context, so it's not surprising that these characteristics
are so important for effective leadership. Women lawyers need to keep this in mind. All too
often women are urged to "act like men" in working toward leadership positions.

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18. DEVELOP AND MAINTAIN A SUPPORT SYSTEM

Taking the time to maintain supportive and close connections with others is necessary to
attain and sustain the energy and well-being you need to achieve career success. At home,
you'll need a partner who will agree to negotiate and share family work with you. Be clear
with your significant others that you need their help in order to reach your goals. Being
overloaded with family responsibility is as much of an obstacle to women reaching positions
of leadership as is the "glass ceiling" at work. You'll also need the support of people you
supervise - your support staff, paralegals, junior associates, etc. It's easier to recruit such
support if you understand their needs and goals and treat them with compassion and respect.
Compassion and encouragement motivate people much more than impatience and harshness.
Learn to delegate well. Remember, leaders don't do all the work themselves: They
effectively match people to tasks based on knowledge of their subordinates' strengths and
aspirations. But don't allow perfectionism to derail good delegating. If you're not satisfied
with the finished product, resist the urge to do it over yourself. Instead, return the work to the
person who produced it and make sure that he or she understands your expectations.

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19. MAINTAIN INTEGRITY
Integrity may be the single most important characteristic of competent leadership; it's the
sine qua non of a trusted advisor and effective leader. People are willing to be led by
someone who follows through someone they trust. Do what you say you will do. Don't
promise to do what you can't. People without integrity may gain power, but they don't truly
lead.
20. PERSEVERE
Persistence in the face of adversity is one of the cornerstones of resilience. Take
responsibility for your own fate. Stay resolute in your values and goals and remain
determined and self-disciplined in your efforts to achieve them. Persistence doesn't mean you
never feel discouraged. Rather, it means maintaining your focus on the goal in spite of your
feelings of discouragement. Like a marathon runner, you keep going because you believe in
what you're doing. You simply will not give up. If your goal is to become a leader to help the
legal profession become a truly diverse, welcoming and equitable profession, then don't give
up. Your leadership is most needed.

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CONCLUSION :
Like the nature versus nurture debate, the born versus made leadership debate
is based upon a false dichotomy. Just as genes interact with the environment to
express unique physical characteristics and capabilities, so too is the quality of
leadership an expression of how innate personal characteristics interact with
organizational factors.
Given this perspective, leadership is not regarded as the random occurrence of
great men at moments in history, but rather as a network effect, the interaction of
innate traits, themselves long nurtured and refined by evolutionary forces and the
organizational context in which these traits are expressed. In other words, great
leadership is the combination of individual traits and historical and institutional
contexts. This is powerful knowledge if we can learn to identify the types of roles
needed to guide a group or an organization in a certain situation, and then find the
right person for the job. An important task in the coming years will be the training
and testing of future leaders.
Until the recent advent of integral leadership, the vast majority of the history of
leadership theory including all the major conventional theories of leadership I
summarized earlier were not developmentally informed. This means that the
research the so called expert conducted in leadership and the practices and
leadership styles that they advocated in most cases did not take into
consideration the level of psychological development of either the leaders or
followers. This is one of the main reasons that, as I said earlier in this manifesto,
leadership as it is conventionally understood and practices does not work.

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BIBLOGRAPHY :
References:-

Adair, J. (1973) Action-Centred Leadership. New York,:McGraw-Hill.

AstraZeneca (1999) Leadership in AstaZeneca. AstraZeneca HR, Dec
1999.

Bass, B. (1985) Leadership and Performance Beyond Expectations. New

York: Free Press.
Bass, B.M.& Avolio, B.J. (1994) Improving organizational effectiveness
through transformational leadership.
Thousand Oaks, CA: Sage Publications
Belbin, R. M. (1993) Team Roles at Work.

Oxford: Butterworth-

Heinemann.
Bergmann, H., Hurson, K. and Russ-Eft, D. (1999) Everyone a Leader: A
grassroots model for the new workplace. New York: John Wiley and
Sons.
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Blackler, F. and Kennedy, A. (2003) The Design of a Development

Programme for Experienced Top
Managers from the Public Sector. Working Paper, Lancaster University.

Blake, R.R. and J.S. Mouton (1964) The managerial grid. Houston TX:
Gulf.
Burns, J. M. (1978) Leadership. New York: Harper & Row.

Cabinet Office - Senior Civil Service Competence Framework

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Websites

www.managementandleadershipcouncil.org.
www.NHSLeadershipQualities.nhs.uk
www.glp.vodafone.com/global.html

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