A barrier to leadership is a systemic process or attitude that commonly prevents a group of people from moving into leadership roles

and being successful in the workplace.

Barriers to great leadership can be set up by others or self-imposed. Either way these barriers create a hurdle that has to be overcome in order to deliver good communication, knowledge and ideas. Many aspiring leaders stumble because they fail to recognise the barriers they are creating through lack of attention to detail. However, with a little bit of selfawareness the blocks and barriers can be easily removed and focus can once again be improved upon.

Leadership barriers are important to individuals who want to progress to leadership roles, and they are also important to organizations that want to stay competitive and adaptable. * The first reason is easy to see. People do not want biases and negative attitudes to stand in the way of their career advancement. These barriers are about groups the person belongs to and not about the person. It is a combination of intentional and unintentional stereotyping. Women and minorities and geeks and others get labelled as having certain characteristics. That labelling can keep them from career advancement. Some people belong to multiple groups like a woman with technical geek tendencies that have negative biases and get a double or triple whammy. * The second reason is more indirect. Organizations should be concerned about leadership barriers that exist in their talent development processes. There is a lot of research that shows that diversity of groups and of thought is critical to business success and flexibility. If an organization is systematically denying groups access to leadership roles, the organization will suffer. It also strengthens the employment brand for a company to support diversity.

* NO CLEAR VISION:As a leader we should

be able to clearly articulate our vision and then sell it to others. This requires us to define what success means for our organisation, team or function and why it really matters. If we have no clear vision it is going to be pretty tough to achieve anything. * LACK OF BELIEF:Believing that there is something called "business ethics," that there can be two standards: one for our personal lives and one for our professional lives. It is no use having a clear vision and be able to explain it to others unless you totally believe that it can be achieved. Gone are the days when you could come up with a nice set of words and hope that no one will see through their doubts. Your belief is the fuel that drives the organisation, especially through those challenging and difficult times. * No clear understanding of one's own strengths and weaknesses.

*ARROGANCE:Confidence however, has a tendency to

grow if not managed properly, and when this happens arrogance takes over and begins to make demands. Arrogance shows a leader has no respect for his/her team and can impact on individuals in many negative ways. It is therefore important to understand and learn how to balance confidence with other leadership skills if a leader wants to be the best they can be.
something will not work, the request for funding will be rejected or the grand turnaround will fail to materialise. At the root of all of this is fear of failure. If you fear failure and are not willing to address it, you will stop taking risks and when you stop taking

*FEAR:Everyone has fears. It might be fear that

Lack of generosity -- not sharing ideas, time,

encouragement, respect, compliments, and feedback with others -- resulting in exactly the same treatment from them.
sitting, never taking responsibility.

Leading from the rear -- being tentative, fence

Always stressing what others can't do rather than
building on their strengths, what they do uncommonly well. to present suggested solutions along with the problem. development.

Lack of positive approach to serious issues. Failing Not taking charge of one's own personal learning and

* Hierarchical structures that restrict, constrict, box people in. * Corporate cultures that encourage mediocrity and reward playing it safe. * Corporate cultures and practices that kill the messenger. * Racism and sexism unacknowledged and unaddressed. * Fuzzy lines of accountability. * Lack of sharp differentiation between governance and management, and

between policy and operations, with no clearly defined roles and responsibilities. * No mentoring plan for promising staff members. * Bottom-line mentality; not seeing people as the company's greatest asset. * Failing to build, now, a richly diverse, pluralistic organization that includes diversity on the board of directors and top management teams. * Not walking the talk; a leadership team whose behaviour doesn't match its message. * Static staffing structures, with no job rotation, or job expansion. * Lack of a formal, articulated plan for succession.

*SET GOALS
*PRACTICE PRACTICE PRACTICE

*BE ACCOUNTABLE

 People management: A leader has to manage people from diverse ground, with different attitudes, ethnic culture, etc. People management includes conflict management, communication and information sharing. Limited resources: Leaders always have to deal with resources constrains. They have to optimize their resources and thus attain their objectives. The very effectiveness of a leader, in fact depends on the optimal utilization of the available resources

*Dealing with External Stake-holders: The leader has

the responsibility to bridge the gap between the internal and external world and he has to deal with the issues affecting the external stakeholder which includes shareholders, government, suppliers, customers, etc. The leader has the responsibility to spearhead competitive edge to the organization. there is a change,it is met resistance from the followers .Hence the leaders role is to facilitate change for better performance and establish a position in the society.

*Competition:

*Change management: Whenever

*Creating desired results: The leader drives and

influences the followers as per his vision and will and in due course an entire organizational culture is formed. The culture of an organization is what creates an identity for entire organization.
job roles: a clear translation of goals accelerates the attainment of organizational objectives and motivates the followers. The leader has the role to simplify the goals and clearly explain the same to the followers. important role in enhancing productivity and efficiency by continually motivating the followers.

*Understanding goals and clearly identifying the

*Productivity and efficiency: the leader plays an