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What is organizational leadership and why is it important?

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What is organizational leadership?

Organizational leadership vs. traditional management.

Why is organizational leadership important?

Can you get an organizational leadership degree?

Do you need an organizational leadership degree, where can you get a job as an organizational leader, how to develop yourself as an organizational leader, final thoughts on organizational leadership.

Organizational leadership is the ability to lead groups of individuals toward fulfilling an organization's mission. 

It encompasses the following skills:

• Understanding an organization's mission, in alignment with one's strengths.
• Creating a strategic plan in line with that mission.
• Implementing goals and holding teams accountable for accomplishing those goals within an established timeline, and in alignment with the strategic plan.
• Foreseeing possible challenges in the road ahead.
• Innovating to meet those challenges.
• Pivoting effectively as circumstances change.
• Remaining calm amidst uncertainty.
• Communicating effectively.
• Inspiring groups of individuals to do their best and work toward a unified purpose.
• Addressing the concerns of internal stakeholders and the community at large.
• Doing all of the above, with an eye on inclusivity , integrity, and authenticity.

The above skills are predicated on the leader's expertise, learned managerial skills, growth mindset, and developed emotional intelligence. They allow the leader to be aware of oneself, their impact on others, and the motivation of others, within the context of furthering the organization's singular mission.

Organizational leadership encompasses a broader scope of responsibility than traditional management. Organizational leadership communicates the mission and vision, establishes the strategic plan, and inspires individuals to put forth their talents to fulfill the goals aligned with the strategic plan and, ultimately, the leader’s vision. 

Traditional management fulfills only part of that overall vision. The manager’s role has been typically to communicate leadership’s direction, set expectations, assign tasks, problem solve, and complete the goals assigned to that particular group.

Why is organizational leadership important?  

Organizational leadership is important because it:.

• Motivates team members. Team members respond in kind to the leader. They will be motivated to mirror the growth mindset for their teams and themselves and consider how they can personally contribute to the forward momentum of the organization as a whole.
• Allows for a problem-solving and decision-making mindset. In a psychologically safe atmosphere where people are not afraid to speak up, great ideas can emerge. When a leader entrusts the individuals hired into their roles to develop solutions and make decisions, exponential growth is possible. 
• Promotes communication, ethics, inclusion, and respect. The highly emotionally intelligent organizational leader communicates in all ways that every employee's contributions are respected, as every role is vital to the organization's forward movement as a whole. The leader shares the organization's values and models the communication, ethics, inclusion, and respect expected of each individual.
• Allows organizational leaders to remain goal-oriented. With individuals empowered to fulfill their roles and develop innovative solutions, the organizational leader may focus on the larger picture: moving the mission forward with an eye on navigating the challenges ahead.

There are multiple degrees in organizational leadership, ranging from bachelor's to doctoral degrees. Here are a few examples:

• BA, Organizational Leadership
• BS, Business Leadership
• Master of Science, Organizational Leadership and Learning
• Executive Master of Leadership
• Doctorate of Education, Organizational Change and Leadership
• Ph.D., Organizational Leadership

However, there are plenty of other degrees that may serve a role in organizational leadership just as well, including

• BS, Business Administration
• Master of Business Administration (MBA)
• Master of Public Administration (MPA)
• Master of Public Health (MPH)
• Juris Doctorate (JD)
• Ph.D., in Management and Organization

In a large organization, a Chief Financial Officer (CFO) will most likely have an MBA from a prestigious university and a track record of working in finance and moving up in leadership roles. A Vice President of Human Resources will most likely have a JD to ensure the requisite knowledge of the multiple employment laws. 

However, plenty of smaller organizations and levels of the organization would not require those same degrees. For instance, a Master of Science in Human Resources may suffice for a mid-tier leadership organizational role or a higher role in a smaller organization. Many experienced professionals pursue a part-time degree, certificate, or executive program to fill in any gaps as they move into leadership roles. 

The options are limitless. The right degree depends on your experience and your career goals. When choosing your leadership development path, consider:

• What size organization you’d like to join.
• Which level you wish to lead (manager, director, division head, vice president, president, other).
• The education levels in the type of company and role you’d like to join.

This information should help determine what education you will need to eventually lead an organization with the requisite knowledge and accumulated managerial and leadership skills.

Organizational leaders are needed in all sectors: business corporations, technology, health care, government, education, and non-profit organizations. Organizational leadership jobs can be found at various levels of an organization. However, the title will most likely not be “organizational leader.” 

Traditionally, future organizational leaders are first identified as “high potential” employees (HiPos), then proceed to organizational leadership roles with manager and director level titles. Higher-level organizational leadership jobs include titles like Dean, Provost, General Counsel, Chief Financial Officer (CFO), Chief Information Officer (CIO), Chief Operating Officer (COO), Vice President, and President. Roles to consider with potential for growth in organizational leadership include:

• Human Resources Manager
• Organization Manager
• Training & Development Manager
• Project Manager
• Sales Representative

Some organizations have started to realize that the process and very notion of identifying a few select “HiPos” can be too narrow and backward-looking. Organizations need more, and more varied, leadership at all levels. Don’t let the fact that you aren’t selected into a high-potential group dissuade you from developing the attributes needed for organizational leadership.

Some skills are inherent, but great leaders know there is always room for further learning and development. For example:

• Build your expertise through formal education, internal training opportunities, and mentorship programs.
• Develop a reputation for taking the lead on teams and having an aptitude for leadership.
• Develop a reputation for listening and building great, collaborative teams by bringing out the best in everyone.
• Be clear about your desire to lead . An opportunity may not open right away, but It’s important to stay top of mind in conversations around succession planning. 
• Create positive working relationships across the organization. Share useful information and resources.
• Request informational interviews with people who are currently in the leadership roles you aspire to. Ask them what they wish they had known when they were in your shoes.
• Develop relationships with mentors who can guide you based on their experience and expertise, and with sponsors who can connect you to those who will be vital to your leadership development.
• Volunteer and be a part of an organization that gathers people from across the organization or multiple organizations. Say "yes" to being on the board and playing a leadership role.
• Take opportunities for professional development , including a higher education degree that focuses on leadership skills and prepares you to step into an organizational leadership role. Leadership training is also an opportunity to create sustainable and resilient teams. 

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There are many more tactical resources that may help you on your journey toward a role in organizational leadership. For instance, the U.S. Bureau of Labor Statistics maintains a database of occupations , the demand, and related salaries, and the O*NET Online database that details the skills requirements of various occupations: You may further explore the roles that interest you on the more user-friendly and visually pleasing RoadTrip Nation . Or, if you’re unclear about the industry sector that best suits you, the Holland Code Career Test offers good exploration and self-reflection. 

Continual development will not only help you achieve an organizational leadership job, but it can also help you continually improve your performance and impact.

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Kristine Moe is an ICF-certified professional coach (PCC) who partners with individuals to fulfill their personal and professional visions. As a Premier Fellow Coach at BetterUp, she proudly works towards the mission to help humans everywhere pursue their lives with greater clarity, purpose, and passion. She holds a Master of Professional Writing (MPW) degree from USC and is pursuing a Master of Science in Marriage and Family Therapy.

How to tap into heart and soul to lead with more charisma

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What is leadership?

All leaders, to a certain degree, do the same thing. Whether you’re talking about an executive, manager, sports coach, or schoolteacher, leadership is about guiding and impacting outcomes, enabling groups of people to work together to accomplish what they couldn’t do working individually. In this sense, leadership is something you do, not something you are. Some people in formal leadership positions are poor leaders, and many people exercising leadership have no formal authority. It is their actions, not their words, that inspire trust and energy.

Get to know and directly engage with senior McKinsey experts on leadership

Aaron De Smet is a senior partner in McKinsey’s New Jersey office, Carolyn Dewar is a senior partner in the Bay Area office, Scott Keller is a senior partner in the Southern California office, and Vik Malhotra and Ramesh Srinivasan are senior partners in the New York office.

What’s more, leadership is not something people are born with—it is a skill you can learn. At the core are mindsets, which are expressed through observable behaviors , which then lead to measurable outcomes. Is a leader communicating effectively or engaging others by being a good listener? Focusing on behaviors lets us be more objective when assessing leadership effectiveness. The key to unlocking shifts in behavior is focusing on mindsets, becoming more conscious about our thoughts and beliefs, and showing up with integrity as our full authentic selves.

There are many contexts and ways in which leadership is exercised. But, according to McKinsey analysis of academic literature as well as a survey of nearly 200,000 people in 81 organizations all over the world, there are four types of behavior that account for 89 percent of leadership effectiveness :

• being supportive
• operating with a strong results orientation
• seeking different perspectives
• solving problems effectively

Effective leaders know that what works in one situation will not necessarily work every time. Leadership strategies must reflect each organization’s context and stage of evolution. One important lens is organizational health, a holistic set of factors that enable organizations to grow and succeed over time. A situational approach  enables leaders to focus on the behaviors that are most relevant as an organization becomes healthier.

Senior leaders must develop a broad range of skills to guide organizations. Ten timeless topics are important for leading nearly any organization, from attracting and retaining talent  to making culture a competitive advantage. A 2017 McKinsey book, Leading Organizations: Ten Timeless Truths (Bloomsbury, 2017), goes deep on each aspect.

How is leadership evolving?

In the past, leadership was called “management,” with an emphasis on providing technical expertise and direction. The context was the traditional industrial economy command-and-control organization, where leaders focused exclusively on maximizing value for shareholders. In these organizations, leaders had three roles: planners (who develop strategy, then translate that strategy into concrete steps), directors (who assign responsibilities), or controllers (who ensure people do what they’ve been assigned and plans are adhered to).

What are the limits of traditional management styles?

Traditional management was revolutionary in its day and enormously effective in building large-scale global enterprises that have materially improved lives over the past 200 years. However, with the advent of the 21st century, this approach is reaching its limits.

For one thing, this approach doesn’t guarantee happy or loyal managers or workers. Indeed, a large portion of American workers—56 percent— claim their boss is mildly or highly toxic , while 75 percent say dealing with their manager is the most stressful part of their workday.

For 21st-century organizations operating in today’s complex business environment, a fundamentally new and more effective approach to leadership is emerging. Leaders today are beginning to focus on building agile, human-centered, and digitally enabled organizations able to thrive in today’s unprecedented environment and meet the needs of a broader range of stakeholders (customers, employees, suppliers, and communities, in addition to investors).

What is the emerging new approach to leadership?

This new approach to leadership is sometimes described as “ servant leadership .” While there has been some criticism of the nomenclature, the idea itself is simple: rather than being a manager directing and controlling people, a more effective approach is for leaders to be in service of the people they lead. The focus is on how leaders can make the lives of their team members easier—physically, cognitively, and emotionally. Research suggests this mentality can enhance both team performance and satisfaction.

In this new approach, leaders practice empathy, compassion, vulnerability, gratitude, self-awareness, and self-care. They provide appreciation and support, creating psychological safety so their employees are able to collaborate, innovate, and raise issues as appropriate. This includes celebrating achieving the small steps on the way to reaching big goals and enhancing people’s well-being through better human connections. These conditions have been shown to allow for a team’s best performance.

More broadly, developing this new approach to leadership can be expressed as making five key shifts that include, build on, and extend beyond traditional approaches:

• beyond executive to visionary, shaping a clear purpose that resonates with and generates holistic impact for all stakeholders
• beyond planner to architect, reimagining industries and innovating business systems that are able to create new levels of value
• beyond director to catalyst, engaging people to collaborate in open, empowered networks
• beyond controller to coach, enabling the organization to constantly evolve through rapid learning, and enabling colleagues to build new mindsets, knowledge, and skills
• beyond boss to human, showing up as one’s whole, authentic self

Together, these shifts can help a leader expand their repertoire and create a new level of value for an organization’s stakeholders. The last shift is the most important, as it is based on developing a new level of consciousness and awareness of our inner state. Leaders who look inward  and take a journey of genuine self-discovery make profound shifts in themselves and their lives; this means they are better able to benefit their organization. That involves developing “profile awareness” (a combination of a person’s habits of thought, emotions, hopes, and behavior in different circumstances) and “state awareness” (the recognition of what’s driving a person to take action). Combining individual, inward-looking work with outward-facing actions can help create lasting change.

Introducing McKinsey Explainers : Direct answers to complex questions

Leaders must learn to make these five shifts at three levels : transforming and evolving personal mindsets and behaviors; transforming teams to work in new ways; and transforming the broader organization by building new levels of agility, human-centeredness, and value creation into the entire enterprise’s design and culture.

An example from the COVID-19 era offers a useful illustration of this new approach to leadership. In pursuit of a vaccine breakthrough, at the start of the pandemic Moderna CEO Stéphane Bancel increased the frequency of executive meetings  from once a month to twice a week. The company implemented a decentralized model enabling teams to work independently and deliver on the bold goal of providing 100 million doses of vaccines in 12 months. “The pace was unprecedented,” Bancel said.

What is the impact of this new approach to leadership?

This new approach to leadership is far more effective. While the dynamics are complex, countless studies show empirical links among effective leadership, employee satisfaction, customer loyalty, and profitability.

How can leaders empower employees?

Empowering employees , surprisingly enough, might mean taking a more hands-on leadership approach. Organizations whose leaders successfully empower others through coaching are nearly four times more likely to make swift, good decisions and outperform other companies . But this type of coaching isn’t always natural for those with a more controlling or autocratic style.

Here are five tips to get started  if you’re a leader looking to empower others:

• Provide clear rules, for example, by providing guardrails for what success looks like and communicating who makes which decisions. Clarity and boundary structures like role remits and responsibilities help to contain any anxiety associated with work and help teams stay focused on their primary tasks.
• Establish clear roles, say, by assigning one person the authority to make certain decisions.
• Avoid being a complicit manager—for instance, if you’ve delegated a decision to a team, don’t step in and solve the problem for them.
• Address culture and skills, for instance, by helping employees learn how to have difficult conversations.
• Begin soliciting personal feedback from others, at all levels of your organization, on how you are experienced as a leader.

How can leaders communicate effectively?

Good, clear communication is a leadership hallmark. Fundamental tools of effective communication  include:

• defining and pointing to long-term goals
• listening to and understanding stakeholders
• creating openings for dialogue
• communicating proactively

And in times of uncertainty, these things are important for crisis communicators :

• give people what they need, when they need it
• communicate clearly, simply, and frequently
• choose candor over charisma
• revitalize a spirit of resilience
• distill meaning from chaos
• support people, teams, and organizations to build the capability for self-sufficiency

Learn more about our People & Organizational Performance Practice .

Is leadership different in a hybrid workplace?

A leader’s role may look slightly different in remote or hybrid workplace settings . Rather than walking around a physical site, these leaders might instead model what hybrid looks like, or orchestrate work based on tasks, interactions, or purpose. Being communicative and radiating positivity  can go a long way. Leaders need to find other ways to be present and accessible, for example, via virtual drop-in sessions, regular company podcasts, or virtual townhalls. Leaders in these settings may also need to find new ways to get authentic feedback. These tactics can include pulse surveys or learning to ask thoughtful follow-up questions that reveal useful management insights.

Additional considerations, such as making sure that in-person work and togetherness has a purpose, are important. Keeping an eye on inclusivity in hybrid work  is also crucial. Listening to what employees want, with an eye to their lived experience, will be vital to leaders in these settings. And a focus on output, outcomes, results, and impact—rather than arbitrary norms about time spent in offices— may be a necessary adaptation in the hybrid era .

How should CEOs lead in this new world?

Just as for leadership more broadly, today’s environment requires CEOs to lead very differently. Recent research indicates that one-third to one-half of new CEOs fail within 18 months.

What helps top performers thrive today? To find out, McKinsey led a research effort to identify the CEOs who achieved breakaway success. We examined 20 years’ worth of data on 7,800 CEOs—from 3,500 public companies across 70 countries and 24 industries. The result is the McKinsey book CEO Excellence: The Six Mindsets That Distinguish the Best Leaders from the Rest (Scribner, March 2022). Watch an interview with the authors for more on what separates the best CEOs from the rest .

Getting perspective on leadership from CEOs themselves is enlightening—and illustrates the nuanced ways in which the new approach to leadership described above can be implemented in practice. Here are a few quotes drawn from McKinsey’s interviews with these top-level leaders :

• “I think the fundamental role of a leader is to look for ways to shape the decades ahead, not just react to the present, and to help others accept the discomfort of disruptions to the status quo.” — Indra Nooyi , former chairman and CEO of PepsiCo
• “The single most important thing I have to do as CEO is ensure that our brand continues to be relevant.” — Chris Kempczinski , CEO of McDonald’s
• “Leaders of other enterprises often define themselves as captains of the ship, but I think I’m more the ship’s architect or designer. That’s different from a captain’s role, in which the route is often fixed and the destination defined.” — Zhang Ruimin , CEO of Haier
• “I think my leadership style [can be called] ‘collaborative command.’ You bring different opinions into the room, you allow for a really great debate, but you understand that, at the end of the day, a decision has to be made quickly.” — Adena Friedman , CEO of Nasdaq
• “We need an urgent refoundation of business and capitalism around purpose and humanity. To find new ways for all of us to lead so that we can create a better future, a more sustainable future.” — Hubert Joly , former chairman and CEO of Best Buy

What is leadership development?

Leaders aren’t born; they learn to lead over time. Neuroplasticity refers to the power of the brain to form new pathways and connections through exposure to novel, unfamiliar experiences. This allows adults to adapt, grow, and learn new practices throughout our lifetimes.

When it comes to leadership within organizations, this is often referred to as leadership development. Programs, books, and courses on leadership development abound, but results vary.

Leadership development efforts fail for a variety of reasons. Some overlook context; in those cases, asking a simple question (something like “What, precisely, is this program for?”) can help. Others separate reflections on leadership from real work, or they shortchange the role of adjusting leaders’ mindsets, feelings, assumptions, and beliefs, or they fail to measure results.

So what’s needed for successful leadership development? Generally, developing leaders is about creating contexts where there is sufficient psychological safety in combination with enough novelty and unfamiliarity to cultivate new leadership practices in response to stimuli. Leadership programs that successfully cultivate leaders are also built around “placescapes”—these are novel experiences, like exploring wilderness trails, practicing performing arts, or writing poetry.

When crafting a leadership development program, there are six ingredients to incorporate  that lead to true organizational impact:

• Set up for success:
• Focus your leadership transformation on driving strategic objectives and initiatives.
• Commit the people and resources needed.
• Be clear about focus:
• Engage a critical mass of leaders to reach a tipping point for sustained impact.
• Zero in on the leadership shifts that drive the greatest value.
• Execute well:
• Architect experiential journeys to maximize shifts in mindsets, capabilities, and practices.
• Measure for holistic impact.

A well-designed and executed leadership development program can help organizations build leaders’ capabilities broadly, at scale. And these programs can be built around coaching, mentoring, and having people try to solve challenging problems—learning skills by applying them in real time to real work.

What are mentorship, sponsorship, and apprenticeship?

Mentorship, sponsorship, and apprenticeship can also be part of leadership development efforts. What are they? Mentorship refers to trusted counselors offering guidance and support on various professional issues, such as career progression. Sponsorship is used to describe senior leaders who create opportunities to help junior colleagues succeed. These roles are typically held by more senior colleagues, whereas apprenticeship could be more distributed. Apprenticeship  describes the way any colleague with domain expertise might teach others, model behaviors, or transfer skills. These approaches can be useful not only for developing leaders but also for helping your company upskill or reskill employees quickly and at scale.

For more in-depth exploration of these topics, see McKinsey’s insights on People & Organizational Performance . Learn more about McKinsey’s Leadership & Management  work—and check out job opportunities if you’re interested in working at McKinsey.

Articles referenced include:

• “ Author Talks: What separates the best CEOs from the rest? ,” December 15, 2021, Carolyn Dewar , Scott Keller , and Vik Malhotra
• “ From the great attrition to the great adaptation ,” November 3, 2021, Aaron De Smet  and Bill Schaninger
• “ The boss factor: Making the world a better place through workplace relationships ,” September 22, 2020, Tera Allas  and Bill Schaninger
• " Leading agile transformation: The new capabilities leaders need to build 21st century organizations ," October 1, 2018, Aaron De Smet , Michael Lurie , and Andrew St. George
• " Leading Organizations: Ten Timeless Truths ," 2017, Scott Keller  and Mary Meaney
• “ Leadership in context ,” January 1, 2016, Michael Bazigos, Chris Gagnon, and Bill Schaninger
• “ Decoding leadership: What really matters ,” January 1, 2015, Claudio Feser, Fernanda Mayol, and Ramesh Srinivasan

Want to know more about leadership?

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The Role of Leaders: The Importance of Leadership

• First Online: 31 December 2018

Cite this chapter

• Paul Turner 5  

Part of the book series: Organizational Behaviour in Healthcare ((OBHC))

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Analysing leadership is more like looking through the lens of a kaleidoscope rather than that of a microscope because with each turn it changes shape and colour and hue. And as leadership theory evolves, it embraces an ever-increasing range of concepts from behavioural to attitudinal, from social-cognitive to contingency, from social exchange to team. There is no shortage of material for those wishing to understand leaders, leadership, and organisational performance; but those seeking best practice will come away from the subject with conditions, sub-clauses and riders. It is important for the leader in any organisation to be clear about the expectations of the position they hold, expectations on the part of the organisation, and expectations on the part of the followers. They will need to understand their own strengths and weaknesses against these expectations and what they need to do to achieve the objectives in their specific organisational context. One way to gain an understanding of the answers to these questions is by personal reflection and insight . The leader of the future is a person with a high level of emotional intelligence who understands their capabilities. L eaders will also need credibility to enable followers to trust and accept the decisions of those in leadership positions and to act accordingly. And finally, leaders know their way around organisational dynamics to ensure that these decisions are successfully implemented.

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Turner, P. (2019). The Role of Leaders: The Importance of Leadership. In: Leadership in Healthcare. Organizational Behaviour in Healthcare. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-030-04387-2_3

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Leadership in Organization Essay

Introduction, leadership qualities, leadership styles.

Globalization affectsleadership in diverse ways. Indicatively, there is an eminent increase in the level of organizational competitiveness. This trend remains observable within different business and organizational arena. The pattern explains the need for strategic leadership within organizations (DuBrin, 2011).

This paper defines the concept of leadership. It also highlights the significance of leadership and outlines its basic disparities with management. In addition, the discussion outlines and explains the six qualities of an effective leadership within organizational settings. Finally, there is a discussion of four different leadership styles. The paper also compares and analyzes the leadership styles. In this process, it provides examples of such leaders.

Leadership involves several functions and processes. Simply, it involves the process of directing individuals towards the attainment of specific objectives. The process involves controlling, managing and even manipulating. Leadership bears a lot of importance. Generally, groups of persons require an effective guidance and stewardship. The process enables timely accomplishment of principal goals. Observably, organizations are composed of diverse personalities (Polelle, 2007). Leadership helps in the processes of conflict resolutions.

Leadership enables individuals to develop analytical and critical skills. These are appropriate for effective dispute resolution. Leadership is important for personal motivation and inspiration. It is critical to note that motivation is a vital element in the development of novelty amongst various groups.

Therefore, leadership forms the springboard for innovation and transformation within organizations. Most leadership strategies play significant roles in introducing transformation or change initiatives within organizations. This practice remains entrenched in positive value systems and beliefs. Leadership is applicable in the nurturing and development of constructive behavior patterns and organizational culture (DuBrin, 2011).

There are several disparities between leadership and management processes. For example, unlike management, leadership operates to develop concepts and principles. On the other hand, management operations are purely administrative. Whilst most management procedures accept a given status quo, leadership processes enhance innovation.

Management applies pragmatic approaches in handling situations. However, leadership remains more resourceful (Jones & Pound, 2008). Moreover, its basic aim is to apply transformative problem resolution mechanisms. Leadership applies humanistic attributes such as empathy. Additionally, it concentrates on the development of personality.

In these initiatives, it provides attention to individual understanding and motivation. Conversely, management operations assume linear perspectives. There is also an eminent focus on structure and mechanisms. Management processes perceive threats and reduce the notable weaknesses.

Effective leaders depict transformative and strong personal qualities. Foremost, an effective leader must be visionary. This means that such leaders must have the competency to initiate strong vision within their teams. This defines the scope of operation and the critical objective of the entire team.

It also indicates the path that followers must pursue. Secondly, it is vital for leaders to be reliable (Jones & Pound, 2008). The followers are able to depend on and build trust on their leaders. An effective leader must not indulge in issuing false promises. Moreover, such leaders must be steadfast in meeting their promises. This relates to promises pertaining to the internal and external stakeholders. This quality enhances the processes of delegation and task completion.

Effective leaders require audacity as an important quality. This quality enables leaders to be outspoken and commanding. Particularly, this relates to dealing with their followers. The quality is vital since leadership involves effective communication and feedback processes. Leaders need the capacity to empower their followers. Effective leaders stir the emotions and motivate followers to achieve their life goals. Most innovators indicate the significance of motivation in enhancing novelty.

This quality is vital in the accomplishment of collective organizational objectives. All effective leaders must have a positive and constructive attitude towards their duties (DuBrin, 2011). This quality enables them to act as role models. Through this, they are also able to initiate good examples for their followers. Lastly, it is necessary for leaders to adopt motivating and transformative qualities. These are necessities in decision-making processes.

Autocratic leaders exercise full control over their followers. This leadership style is very different from the transactional or transformational headship. In this style of leadership, the followers have minimal capacities to provide advice.

Moreover, they do not participate in decision processes within the system (Polelle, 2007). It is unlike the democratic leadership in which there is maximum consideration of the opinions of various followers. President Mugabe is d example of an autocratic leader. This leadership approach enables faster decision-making procedures. Additionally, major are effectively completed.

Charismatic leadership is appropriate for the development of followers. It is also attributable to transformational leadership system. Charismatic leaders have the capability to motivate and inspire the followers to attain their basic goals (Jones & Pound, 2008).

The leadership system helps to stir dedication and commitment towards the attainment of collective aims. It is an opposite of autocratic leadership. Autocratic leadership does not involve all followers. Principally, this relates to decision processes. Nelson Mandela is one of the world’s renowned charismatic leaders.

Transactional leadership bases its principles on team processes. According to this approach, all team members indulge in work and decision initiatives. All members are bound to accomplish specific obligations. This is largely unlike the bureaucratic or autocratic approaches to leadership. There are reimbursements provided to all the members.

However, this occurs only after their effective performance. Mr. Lee Kuan Yew of Singapore provides an example of a transactional leader (Polelle, 2007). There are unique features of transactional leadership. For instance, there is a proper definition and delegation of individual roles. These have remarkable contributions to the collective objectives of particular teams.

Democratic leadership style utilizes the principles of participation. The approach is an opposite of autocratic leadership system. The leadership system considers the feelings and insinuations of all personalities or followers. In addition, unlike the bureaucratic processes, these leaders engage all persons in their decision processes.

There are notable similarities with other leadership systems (Polelle, 2007). For example, transformational leadership also encourages motivation and novelty. The maximum participation of followers lowers the basic time for decision operations. However, like in other constructive forms of leadership, the system is effective. One of the globally acknowledged democratic leaders is John F. Kennedy.

Poor leadership strategies make organizations more redundant and non-competitive. Therefore, leadership is a critical component of management. It is appropriate for organizations to be aware of various leadership approaches. Principally, there is an evident significance of leadership in enhancing competitive performance and output.

This is applicable to both the business and non-profit organization. There is a high level of competition within the domestic and global platforms. The paper focused on the analysis of the concept of leadership. Apart from this, it also discussed different leadership qualities and styles.

DuBrin, A. J. (2011). Leadership: Research findings, practice, and skills . Mason, OH: South-Western Cengage Learning.

Jones, C. A. & Pound, L. (2008). Leadership and management in the early years: From principles to practice . Maidenhead: Open University Press.

Polelle, M. R. (2007). Leadership: Fifty great leaders and the worlds they made . Westport, Conn: Greenwood Press.

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What Is Organizational Leadership and Why Is It Important?

Organizational leadership, while nuanced, is exactly what it sounds like. It entails directing and coordinating individuals within an organization to achieve its goals or mission. Whether you’re seeking to achieve higher levels of management or leadership, or you’ve reached a ceiling at your workplace and are looking for the next step, organizational leadership might be the right next step for you.

• Definition of Organizational Leadership

More specifically, organizational leadership is a multi-faceted job requiring experience with planning, time management, and an understanding of company values and goals. Ironically, most companies don’t usually use the title “organizational leader” as you’ll see.

What Do Organizational Leaders Do? 

Organizational leadership jobs are impacted by the company one works for and the actual position. Despite being an important skill, “organizational leader” is not the actual title most often given. Organizational leaders are initially termed “high potential” employees (HiPos). As they move up the ranks in a company, business, or nonprofit, they then enter organizational leadership roles with managerial and director-level titles such as dean, provost, general counsel, chief financial officer (CFO), etc. 

__________ Get started on your career next steps Pursue your purpose at PLNU. __________

The actual day-to-day tasks and responsibilities of an organizational leader include managing and motivating a team, utilizing a problem-solving mindset to address any problems that may arise, setting team goals and coordinating with other departments as broader organizational goals are being pursued. 

The importance of organizational leaders is bolstering teamwork, promoting cooperation, and setting reasonable goals by making the most of the unique skill set found in their team.

• Examples of Organizational Leadership in the Real World

As mentioned above, applications of organizational leadership aren’t usually found within a job labeled “organizational leader” but in other titles. Specifically, these types of jobs can be found in education, human resources departments, private companies, health care, nonprofits, and government agencies. 

A possible example of organizational leadership is managing a team project researching how a company can improve its website search engine optimization (SEO). In this scenario, the leader figure will help coordinate individuals and their strengths, encourage inclusivity, and ensure a plan is set with each person taking on the responsibilities to see it through. 

Some important traits for organizational leaders include:

• Problem solving and decision making
• Clear communication and good listening
• Inclusivity and fostering safe environment for employees
• Goal oriented
• Respect and courtesy 
• Creative in utilizing team’s strengths
• Organizational Leadership Education and Degrees

The type of organization you want to work for usually determines the right degree to pursue. Within larger companies, employers typically look for candidates with a Master of Arts in Organizational Leadership (MAOL). Other times, you can start out with your bachelor’s degree and pursue further education based on how you want to move up the ranks. In addition to education, many professionals also pursue a certification or executive program to fill in any gaps as they move into leadership roles.

Some potential career pathways include:

Earn your bachelor’s degree.

Typically, a business or management degree is ideal for someone pursuing a career in organizational leadership. The skills and knowledge gained from these degrees can set you up for success in the next step. During undergrad, students can reach out for informational interviews with professionals working in an organizational leadership positions.

Continue your education with a master’s degree

MAOL programs typically take about a year to a year and a half, though sometimes people will pursue an MBA over an MAOL. Deciding which track to take can be tricky, check out this article that compares these two pathways. Ultimately, these programs build upon your bachelor’s knowledge and demonstrate the ways in which you can apply them in real-life scenarios.

Determine which size or specialty organization you’re interested in.

This step is crucial as it will determine whether you continue your education or hop right into the career world (though sometimes you can complete online courses while working). Either way, from here you can continue to a doctorate degree in a field such as law with a juris doctor degree (J.D.) or begin working up the ranks within human resources. 

Take opportunities for professional development

While working within an entry-level position, there are additional ways to manifest organizational leadership skills. Some examples include volunteering to work on certain committees or teams within the organization, taking the lead for new initiatives, and seeking out a mentor currently working in an organizational leadership position. All these small steps can add up to a resume chock full of experience and knowledge about what it means to take the lead and coordinate a team.

• Earn Your MAOL in San Diego!

PLNU offers an M.A. in Organizational Leadership (MAOL) that will prepare you for stepping boldly into leadership at any level and organization. This program is catered for busy working individuals and offers two delivery options: online or in person. With your MAOL you’ll be set on the path to achieving your career goals.

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How Does Leadership Influence Organizational Culture?

• 02 Mar 2023

Organizational culture is a powerful driver of success. Yet it’s difficult to quantify and track, making it an intimidating but necessary challenge leaders must face.

How can you, as an organizational leader, shape a strong culture? Before exploring how, here’s a primer on organizational culture and why it matters.

What Is Organizational Culture, and Why Is It Important?

Organizational culture is the collection of values, beliefs, assumptions, and norms that guide activity and mindset in an organization.

Culture impacts every facet of a business, including:

• The way employees speak to each other
• The norms surrounding work-life balance
• The implied expectations when challenges arise
• How each employee feels about their work
• The permissibility of making mistakes
• How each team and department collaborate

Having a strong culture pays off financially: It can impact employees’ motivation, which, in turn, influences their work’s quality and efficiency, ability to reach goals, and retention rates. Having a culture that fosters innovation can also pay off in the form of new product ideas and creative solutions to problems .

It’s not possible to opt out of having an organizational culture—if you don’t put effort into crafting it, a negative one can emerge. If you’re an organizational leader —especially at a large company—you can’t directly speak to every employee, so you must influence culture from a high level.

Here are three ways you can influence organizational culture, the importance of effective communication, and how to build your skills.

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How Do Leaders Influence Organizational Culture?

1. ensuring alignment on mission, purpose, and vision.

One way you can influence your organization’s culture is by ensuring everyone’s aligned on its mission, purpose, and vision.

Think of this communication as laying the foundation for culture. What customer need does your company fulfill? How does it make a positive impact? What’s its vision for the future, and what strategies are in place for getting there?

Additionally, ensure every employee understands how their daily work contributes to your organization’s success. According to a Salesforce report , more than 70 percent of U.S. employees say connecting to their company's culture and values motivates them to do their best work.

“Leading at scale and scope requires you to treat communication as a tool to reach out to people, captivate heads, and move hearts, so those you’re leading understand your actions and goals,” says Harvard Business School Professor Joshua Margolis in the online course Organizational Leadership . “And, perhaps more importantly, so they understand where they fit and why their work matters.”

2. Inspiring Confidence in the Face of Challenges

The way you react in times of tumult can powerfully impact culture. How do you pivot your company’s goals? Do you visibly panic, keep everything under wraps, or communicate with thoughtful transparency? Your reaction sets the tone for your team.

One example of a strong leader who crafted culture during crisis is explorer Ernest Shackleton. Shackleton’s original mission was to traverse Antarctica. But when his ship, the Endurance, was trapped and crushed by icebergs, it suddenly became irrelevant. The new mission was to get his team of 28 men home alive. One important part of doing so was managing the team’s culture.

“Critical to accomplishing his mission, he had to convince the crew that, individually and collectively, they can do it,” says HBS Professor Nancy Koehn in a sample business lesson on resilient leadership . “That they, under his leadership, are going to do that.”

Shackleton not only focused on increasing morale but on containing any doubts in the group. He asked the few men uncertain of success to sleep in his tent to influence their morale and keep them from spreading skepticism to the rest of the crew. His efforts paid off, and he led his team to safety.

Although not every challenge is a life-or-death situation like Shackleton’s, you can influence culture by letting your employees know their safety and well-being are a priority and that you’re confident in their ability to endure crises .

Related: How to Become a More Resilient Leader

3. Leveraging Mistakes as a Source of Learning

If you want to foster an innovative organizational culture, embracing and learning from mistakes is crucial.

“You can’t wave a wand, dictate to people that they need to be more creative, and wake up the next day to find people taking risks and trying new things,” says HBS Professor Anthony Mayo in Organizational Leadership .

If you chastise or punish employees for making mistakes, they’re far less likely to try new ideas. To unlock innovation’s potential, make it clear that experimentation is something to celebrate—regardless of its outcome. If an experiment fails, frame it as a chance to learn what worked and what didn’t.

If encouraging experimentation and failure feels too risky for your core business, designate a space or team specifically for testing innovative ideas.

The Importance of Communication in Shaping Organizational Culture

While each organization’s culture is unique, the common thread between strong ones is effective leadership communication .

When seeking alignment, inspiring confidence, and fostering innovation, how you choose to communicate determines whether your messages have their intended impacts.

In Organizational Leadership, Margolis and Mayo present five dimensions of communicating organizational direction , which you can use to shape culture, too:

• Know your audience: Have a firm understanding of your audience’s perspective. What information do they already know? What questions or concerns do they have? What factors matter most to them?
• Cater the content: Based on your audience, craft your message’s content to align with what they want and need to learn.
• Align on purpose: Determine your communication’s purpose. Is it to inform, meant to solicit input, gain approval, or motivate your audience?
• Design the process: Logistically, decide how you’ll deliver your message. Consider timing, frequency, channel, and who’s responsible.
• Compassion: Do you show your audience you care about their perspectives?
• Clarity: Do you communicate clearly to those unfamiliar with the message?
• Conciseness: Is the message short enough to internalize?
• Connection: Do you emotionally connect with your audience?
• Conviction: Do you demonstrate your commitment to the good of your organization?
• Courage: Do you demonstrate confidence in your ability to lead through uncertainty?

For example, consider how you might communicate mass layoffs to affected employees. How would your organizational culture be impacted if you sent a generic email to them rather than delivering the news face-to-face?

What about messaging the employees who aren’t being laid off? If you communicate the reasons for the decision and show empathy toward those impacted, you can build a culture of trust—which will be crucial to maintain with your remaining employees.

Every communication you deliver can shape organizational culture; it’s up to you to decide how to use it.

Building Your Leadership Skills

While shaping organizational culture can be challenging, all leaders face it. If you aim to build your leadership skills in this area, search for courses that include real-world examples.

In Organizational Leadership , you’re presented with real-world business cases —featuring leaders from companies including General Mills, McAfee, Medtronic, and Levi Strauss & Company—and prompted to consider how to handle each situation. Afterward, you discover how each leader approached challenges, gaining insights and perspectives you can apply to your organization.

By learning from others, communicating effectively, and making purposeful choices, you can leverage your leadership skills to shape organizational culture.

Are you interested in elevating your leadership skills? Explore Organizational Leadership —one of our online leadership and management courses —and learn how to communicate direction and lead at scale.

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117 Organizational Leadership Essay Topic Ideas & Examples

Inside This Article

Organizational leadership is a crucial aspect of any successful business or organization. It involves the ability to inspire, motivate, and guide a team towards achieving common goals and objectives. As a leader, it is important to have a strong understanding of various leadership theories, styles, and practices in order to effectively lead and manage a team.

If you are a student studying organizational leadership or are looking for essay topics on the subject, you have come to the right place. In this article, we have compiled a list of 117 organizational leadership essay topic ideas and examples to help you get started on your next assignment.

• The importance of emotional intelligence in organizational leadership
• Transformational vs. transactional leadership styles: a comparison
• The role of communication in effective leadership
• Servant leadership: a modern approach to leadership
• Ethical leadership: why it matters in organizations
• The impact of technology on organizational leadership
• Adaptive leadership: leading in times of change and uncertainty
• The relationship between leadership and organizational culture
• Leading remote teams: challenges and strategies
• Gender diversity in leadership roles: a case study
• The role of power and influence in leadership
• Authentic leadership: the key to building trust and credibility
• Leadership development programs: strategies for success
• The impact of globalization on leadership practices
• Emotional intelligence in leadership: a case study of a successful leader
• The importance of self-awareness in effective leadership
• Leadership in times of crisis: lessons learned from past events
• The role of mentorship in developing future leaders
• The impact of inclusive leadership on organizational performance
• Leadership in the 21st century: challenges and opportunities
• The relationship between leadership and motivation
• The role of leadership in fostering innovation and creativity
• The impact of diversity in leadership teams
• Leadership in cross-cultural contexts: a case study
• The role of feedback in leadership development
• Leadership and decision-making: strategies for effective outcomes
• The impact of leadership on employee engagement and retention
• The role of emotional intelligence in conflict resolution
• Leadership in virtual teams: best practices and challenges
• The importance of ethical decision-making in leadership
• Transformational leadership in the healthcare industry
• The impact of leadership on organizational performance and profitability
• The role of leadership in organizational change management
• The relationship between leadership and employee satisfaction
• The impact of leadership on organizational culture and values
• The role of leadership in promoting diversity and inclusion
• The importance of resilience in organizational leadership
• Leadership and teamwork: strategies for effective collaboration
• The impact of leadership on organizational communication
• Leadership in non-profit organizations: challenges and opportunities
• The role of leadership in promoting organizational ethics
• The impact of leadership on organizational sustainability
• Leadership and social responsibility: a case study
• The role of leadership in promoting work-life balance
• The impact of leadership on organizational learning and development
• The relationship between leadership and organizational performance metrics
• The role of leadership in promoting employee wellness and mental health
• Leadership in the digital age: challenges and opportunities
• The impact of leadership on organizational agility and adaptability
• The role of leadership in promoting organizational resilience
• Leadership and emotional intelligence: strategies for success
• The impact of leadership on organizational trust and credibility
• Leadership in the hospitality industry: best practices and challenges
• The role of leadership in promoting diversity and inclusion in the workplace
• The importance of ethical leadership in organizational decision-making
• Leadership in the education sector: challenges and opportunities
• The impact of leadership on organizational innovation and creativity
• The role of leadership in promoting employee engagement and motivation
• Leadership in the retail industry: best practices and challenges
• The importance of leadership in promoting organizational values and culture
• The role of leadership in fostering a positive work environment
• Leadership and change management: strategies for success
• The impact of leadership on organizational performance and profitability metrics
• The relationship between leadership and employee satisfaction and retention
• The role of leadership in promoting organizational learning and development
• Leadership in the technology sector: challenges and opportunities
• The importance of emotional intelligence in leadership development
• The impact of leadership on organizational communication and teamwork
• Leadership in the financial services industry: best practices and challenges
• Leadership in the healthcare industry: challenges and opportunities
• Leadership in the manufacturing sector: best practices and challenges
• The importance of leadership in promoting work-life balance

These are just a few examples of organizational leadership essay topics that you can explore in your writing. Whether you are interested in studying different leadership styles, the impact of leadership on organizational culture, or the importance of emotional intelligence in leadership, there is a wide range of topics to choose from. Remember to conduct thorough research and provide examples and evidence to support your arguments. Good luck with your essay writing!

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Feb 15, 2023

Essays on Leadership for Students | 200 - 500 Word Essays

Are you writing an essay about leadership? Check out these examples!

Leadership is often defined as "the action of inspiring others to act in concert to achieve a particular goal." It signifies the harmony in actions that lead to a common objective. A genuine leader not only exudes confidence but also paves the way for their followers towards triumph. Over the years, various leadership styles have been identified and discussed by psychologists.

 Qualities such as intelligence, adaptability, extroversion, innate self-awareness, and social competence often emerge as the hallmarks of impactful leaders. There's a consensus that these traits mold an individual into an effective leader. Interestingly, some theories suggest that extraordinary situations can thrust an ordinary individual into the spotlight, bestowing upon them the mantle of leadership. It's also believed that leadership isn't a static trait but an evolving journey. It underscores the belief that with dedication and the right resources, anyone can hone their leadership abilities.

 True leadership goes beyond merely advocating for a cause. It involves taking responsibility, igniting motivation in others, and differentiating oneself from just being a 'boss'. A leader's essence lies in their ability to inspire and propel people towards grand visions, whereas a manager typically focuses on oversight and operational aspects.

What Is a Leadership Essay?

A leadership essay falls under the category of student application essays and serves to provide student admissions officers with insight into your past leadership experiences. Despite appearing to be very specific, this type of essay acknowledges that the nature and perception of leadership can vary significantly depending on the individual and the context.

 If you find yourself in need of further insights or a unique angle for your leadership essay, consider exploring an expert essay-writing tool designed to assist students in crafting compelling narratives by analyzing vast data and generating fresh ideas within minutes. In this article, we'll also delve into various leadership essay examples to offer a clearer understanding of the genre and inspire your writing journey.

4 Examples of Leadership Essays

Qualities of a good leader, introduction.

Confidence is the most important attribute first of all. One of the most important qualities in a leader is confidence in one's own abilities. A lack of self-assurance is fatal to a person's leadership potential. If you want others to follow you, you need to exude self-assurance. It's imperative for a leader to have faith in his own judgment and actions. How can people want to follow him if he doesn't even know what he's doing?

Every effective leader knows that they need to be an inspiration to their followers. A leader needs to set an example for his team. In addition, he ought to inspire them whenever feasible. A leader must also maintain optimism in trying times.

What qualities a good leader must have?

Leadership is the ability to influence and guide individuals or groups toward a common goal. A leader must possess several qualities to be effective, including:

Communication skills: A leader must be able to communicate their vision and goals clearly and effectively, both verbally and in writing. This requires excellent listening skills, empathy, and the ability to adapt to different communication styles.

Emotional intelligence: A leader must be able to understand and manage their own emotions, as well as those of their team members. This includes being able to understand and respond to the emotions of others, and handling conflicts in a constructive manner.

Visionary: A leader must have a clear and inspiring vision of the future, and be able to articulate this vision in a way that motivates others to work towards it.

Strategic thinking: A leader must be able to think critically and creatively to identify and solve problems, make decisions, and develop plans and strategies to achieve their goals.

Flexibility: A leader must be able to adapt to changing circumstances and be open to new ideas and perspectives. This requires the ability to embrace change, be innovative, and continuously learn and grow.

Integrity: A leader must have strong ethics and values, and be willing to make difficult decisions that are consistent with their beliefs. This requires honesty, transparency, and accountability.

Decisiveness: A leader must be able to make tough decisions quickly, without undue hesitation or procrastination. This requires courage and the ability to take calculated risks.

Empowerment: A leader must be able to delegate responsibilities, give team members the resources they need to succeed, and foster a sense of ownership and accountability among their team.

Conclusion 

These qualities are essential for effective leadership, and when combined with hard work, determination, and a commitment to excellence, can help leaders to achieve great things.

How one can be a Great Leader?

Leadership is the act of performing the duties of a leader. In the business world, for instance, it is essential to have someone in charge of a team to ensure everything runs well. Effective leadership is essential for any group that wants to maximize its prospects of success.

Leadership Comes from Experience

As we've shown, leadership can be innate in some cases but is more often learned through practice and exposure. Sometimes the best traits of a leader must be learned over a lengthy period of time, so that one can become a notable one, proving that leadership is not always about a person's innate qualities. Leaders should continuously be on the lookout for opportunities to grow their leadership skills.

Nobody can disagree that experience is a key component of leadership. Numerous examples exist to back up this claim, such as:

Instance 1:

Our school's head boy or girl has traditionally been an older student who has been around for a while and thus has a better grasp of the ins and outs of school politics.

Instance 2:

When there is a vacancy for a team leader, it is common practice for the employee who has consistently put in the most effort and attention to the office job to receive a higher number of votes than their coworkers. 

“The best teacher for a leader is evaluated experience.” - John C. Maxwell

How one can be a Great Leader/Skills to be a Great Leader?

Effective leadership is a skill that develops through time. Developing into a leader with all the qualities that are needed takes a lot of hard work and potential. Being a prominent leader calls for a wide variety of traits. Some of these characteristics are addressed in further detail below:

One should be a Good Communicator

To be an effective leader, one must be able to convey his thoughts clearly to his/her/its subordinates.

Should have Confidence

The individual should have faith in what he says and does.

Give Credit to other Team Members too

A leader not only needs to impose his viewpoints and opinions instead he must also hear to the suggestions of other members of the team and offer them credit if their concept is appropriate.

Good Bond with the Team

A leader's ability to command respect from his team members depends on his ability to develop and maintain positive relationships with them.

Leads with Responsibility

A leader needs to be completely committed to his position. It's important that he takes on responsibility so that he can effectively deal with the various challenges he will inevitably face.

Any group or organization needs a leader above all else. Leadership development takes time and effort. One needs to have lived through a lot to be an effective leader. It's not enough to simply have years of experience in the field; one must also have the traits that make one an effective leader. You can't be a great leader unless you possess certain traits.

What makes a Good Leader?

Trying one's hand as a leader appears easy when viewed through this lens. Is that so tough? Of course not; leading is difficult, and not everyone aspires to be a leader. The vast majority of us have settled into well-established careers where we report to superiors and make a living. Still, not everyone is content to go along with the crowd. They become leaders in whatever field they pursue. A leader is an example to followers and will prioritize the needs of those around them.

Some Unique Qualities of a Leader

Many individuals resort to their leaders to vent their frustrations, therefore it's important for them to be good listeners.

A leader ought to be completely forthright; they can't play favorites or give anyone preferential treatment. One of the most essential qualities of a strong leader is the ability to make decisions with integrity.

They need to be aware of the bigger picture and understand what makes an individual stand out or become a leader. It's their expertise in addition to other distinguishing traits. Their awareness of current events and the results of recent studies is essential. In many ways, this is helpful, and it's the leader's responsibility to stay current.

Since some might not understand them, they should utilize straightforward, easily comprehended language. Leaders need to be able to communicate effectively at all times. In reality, what sets them apart is their exceptional communication skills. Adolf Hitler was such a gifted orator that his followers believed every word he said.

No matter how you're feeling or what's going on in the world, if you listen to a leader, they may make you feel energized. Since leaders are in charge of inspiring confidence in their followers, they can't afford to be wary or unsure of themselves. People tend to blindly follow their leaders.

Whether you're a leader or a doctor, you should devote yourself completely to your chosen field. Everything we do is for the benefit of others; engineers, for example, spend much of their time designing and constructing buildings for other people. So, take pride in what you do, and if you possess the aforementioned traits, you are also a leader who doesn't have to rely on others to succeed. No matter what you do, aspiring to leadership positions will always benefit others.

What is Leadership in Management and what are the weaknesses and strengths of a Leader?

Simply said, leadership is acting as a supervisor or manager of a group. Different mental pictures pop up when we hear the word "leadership" used in conversation. One might think of a political leader, team leader, corporate leader, school leader, etc. Leaders facilitate order and efficiency in the workplace. Teamwork and success are fundamental to effective leadership. Leaders utilize their managerial abilities to establish courses and guide their teams to success.

Strengths and Weaknesses of Leadership

Able to express oneself more clearly

Growth of character.

Self-awareness.

Possession of teamwork skills.

Gain assurance in yourself.

Weaknesses:

Acting favorably toward one's teammates.

Having no faith in the leader.

Thinks they're better than everyone else, but act hypocritically.

Not living up to the promised standard.

Insufficient morals.

Leadership and Management

Management and leadership are inextricably linked to one another. Leadership and management are both vital to the efficient operation of an organization; but, they accomplish very different things in the process. Leadership is a necessary skill for anyone aspiring to be an effective manager. The terms management and leadership are synonymous with one another. In this manner, we are able to draw the conclusion that a manager who demonstrates the traits of a successful leader is, in fact, a manager who is effective.

Leadership in School

Leadership is essential in nearly every group, as we've seen above. That group includes one's educational institution. Every school needs an outstanding figure to serve as its head of school. Class monitor, assembly captain, cultural leader, etc. are all examples of leadership roles that can be taken on at school, but this raises the question of what makes a person a successful school leader.

Any student hoping to be chosen as a student body leader will need to demonstrate a wide range of competencies. He or she needs to be a consistent student who pays attention in class and does well in extracurricular activities. For the simple reason that no intelligent and hardworking kid would ever be considered for leadership. Student leaders are most often selected from among those who participate fully in all activities.

Leadership in Organization

Leadership in an organization, also known as organizational leadership, is the process of establishing long-term objectives that further the company's mission and help it reach its ultimate destination. This is a classic illustration of how Bill Gates often works with his team: they agree on a strategy, and Gates implements it. To the same extent, it is the responsibility of the leader in each given organization to determine what it is that the group is trying to accomplish.

Leadership in Politics

Leadership in politics, also known as political leadership, is the process of becoming actively involved in a political party in the role of a party leader. Knowledge of political processes, their outcomes, and the political agenda is central to the idea of political leadership.

An effective leader can be developed in anyone who has the determination and drives to do so. Both the strengths and the areas for improvement should be nurtured. Whether in the classroom, the workplace, or the political arena, leadership is always necessary. Therefore, one can exercise leadership anywhere they like inside their own organization.

What are the types of Leadership?

The ability to lead is a rare trait that not everyone possesses. The ability to do so is a gift, so count your blessings if you possess it. It's recommended that you hone it even more so that you can propel your career forward and serve as an example to people around you. However, it is crucial to grasp the various leadership styles before you go ahead and polish your skills.

Types of Leadership Styles

Democratic Leadership

In this style of management, subordinates are given a voice in decision-making. Although the subordinates' efforts are highlighted, the leader is ultimately held responsible for the group's actions. Many people find this type of leadership to be effective.

Transformational Leadership

Transformational leaders motivate and inspire others to adopt new behaviors and ways of thinking in order to improve their own performance and that of their teams and organizations. A transformational leader is someone who encourages their team to strive for greater things and works to boost morale and output.

Team Leadership

A good leader fully incorporates his team into the task at hand. Members of the team are motivated to reach their goals and advance in their careers thanks to the leadership of the group.

Strategic Leadership

It requires a chief executive who doesn't restrict himself to brainstorming sessions with his superiors. He contributes on every level of the team. He is well-liked for his ability to unite the need for fresh ideas with the necessity of grounding them in reality.

Autocratic Leadership

The leader in a command and control structure is the center of attention. The chief executive has absolute power in this setting. He decides things on his own, without polling his staff. He relays this information to his staff and stresses the importance of swift action. The buck stops with him, and he alone must answer for his actions. Not much room for negotiation exists. It's no secret that this method of leading has its detractors.

Visionary Leadership

This kind of leader appreciates the abilities and requirements of his team members. He describes his ideal outcome and the teamwork that will be necessary to attain it.

Coaching Leadership

Leaders who coach their teams do so regularly in an effort to raise output. He inspires his employees to do better and works to keep them motivated. This approach to leadership has been much praised.

Facilitative Leadership

With occasional guidance, a facilitative leader ensures that the process runs smoothly for his team. As a precaution in case his team is ineffective. If the team is highly effective, the leader will take a hands-off approach.

Cross-Cultural Leadership

The leadership of this type is necessary when interacting with people from various cultural backgrounds. Because of the wide variety of cultures represented in the workforce across the United States, many managers and executives hold cross-cultural positions.

Laissez-Faire Leadership

The members of the team are given responsibility in this style of management. They are free to choose how they spend their time at work, with minimal oversight from the boss. It's not a good way to lead, according to experts.

Transactional Leadership

An interactive approach is integral to this kind of leadership. When team members successfully implement their leader's ideas and choices, they are rewarded with immediate, material benefits.

Charismatic Leadership

In order to bring out the best in his followers, this kind of leader makes the effort to change their attitudes, values, and actions.

This article should dispel the notion that leadership qualities can't be further subdivided. It should also assist you in pinpointing your own personal brand of leadership so you can perfect it over time.

Final Words

In conclusion, leadership is a complex and multifaceted concept that involves various qualities and skills. Effective leaders possess traits such as integrity, vision, empathy, decisiveness, and the ability to inspire and motivate others. They are able to navigate challenges, make difficult decisions, and lead their team toward success. Leadership also involves continuous learning and self-improvement, as leaders must adapt to changing circumstances and remain relevant. Effective leadership can have a positive impact on both individuals and organizations, fostering growth and creating a culture of success.

You can use Jenni.ai to quickly compose an essay on leadership, or any other topic, of your choosing. It's a fantastic choice that promises convenience and relief. Create an essay on any topic in a matter of minutes with the help of our AI-powered program. Membership is immediately available upon your free registration here.

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The Leadership Skills Needed at Every Level

March 28, 2022

Years ago, we were asked to analyze a competency model for leadership development that a client had created. It was based on the idea that at different points in their development, potential leaders need to focus on excelling at different leadership skills. For example, they proposed that a lower-level manager should focus on driving for results while top executives should focus on developing a strategic perspective .

Intuitively, this makes sense. It is based on the assumption that once people develop a skill, they will continue to exercise it. But, interestingly, we don’t apply it in athletics; athletes continue to practice and develop the same skills throughout their careers. And as we thought about the excellent senior executives we have met, we observed that they are, in fact, all very focused on delivering results. Many of the best lower-level managers are absolutely clear about strategy and vision. This got us wondering: Are some leadership skills less important for leaders at certain levels of the organization? Or is there a set of leadership skills fundamental to every level?

To find out, we compiled a dataset in which we asked 332,860 bosses, peers, and direct reports what leadership skills had the greatest impact on a leader’s success in the position the respondents currently held. Each respondent selected the top four competencies out of a list of 16 that we provided. We then compared the results for managers at different levels.

As you might expect, the leadership skills people reported as most important depended not only on their level in the organization but also on the job they held and their particular circumstances. Even so, there was a remarkable consistency in the data about which leadership skills were perceived as most important in all four levels of the organization we measured. The same competencies were selected as most important for the supervisors, middle managers, and senior managers alike, and six out of the seven topped the list for top executives. Our respondent reported that executives at every organizational level need a balance of these competencies. The other nine competencies included in the study were chosen only half as frequently as the top seven.

These results suggest that as people move up the organization, the fundamental leadership skills they need will not dramatically change. Still, our data further indicate the relative importance of the seven leadership skills does change to some degree as people move up. So, in the graph above, the top seven competencies are listed in order of importance, as it happens, for the supervisory group. With middle managers, problem-solving moves ahead of everything else. Then for senior management, communicating powerfully and prolifically moves to the number two spot. Only for top executives does a new competency enter the mix as the ability to develop a strategic perspective (which had been moving steadily up the lower ranks) moves into the number five position.

What to make of all this? From our analysis, we conclude that there is some logic to focusing on distinct competencies at different stages of development. But, more fundamentally, it shows us that there are leadership skills that are critical to you throughout your career. And if you wait until you’re a top manager to develop a strategic perspective, it will be too late . Our research has further indicated that a lack of strategic perspective is considered a fatal flaw even when your current job does not require it. Your managers want to see you demonstrate that skill before they promote you.

So it is useful to ask yourself which competencies are most critical for you right now. But it’s also crucial to ask yourself which competencies will be most critical in the future for the next-level job. Demonstrating those leadership skills in your current job provides evidence that you will be successful in the next job.

—Joe Folkman & Jack Zenger Connect with Zenger Folkman on  LinkedIn ,  Twitter , and  Facebook .

(This article first appeared on HBR )

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More From Forbes

How to make the 4-day workweek work for your team.

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focus on calendar, Concept of four or 4 days work week showing by young man working in background ... [+] and shows calendar

There is ample evidence to suggest the four-day work week attracts top talent and improves business outcomes . Yet, many organizations are resistant to moving to the four-day week.

In my interview with Grace Tallon, chief operating officer (COO) at Work Time Reduction , she indicated that “mindset plays a significant role in moving to a shorter work week. The standard five-day week and eight-hour-day work structure are very deeply ingrained, and with it an approach which often uses hours as an ineffective proxy for productivity, and which rewards performative busyness over efficiency. It takes a substantial shift in mindset to imbed new norms, habits and behaviors to adopt a reduced-hour, outcomes-focused work model.”

Humans naturally resist change. Neuroscience indicates that the amygdala (the fear center) becomes stimulated with change and signals to our bodies to prepare to go into fight-or-flight mode as it would to respond to a serious threat or predator.

The four-day work week is a significant change to the workplace. Instead of overhauling the complete culture and workplace norms, subtle shifts can help implement change more effectively. There are four primary shifts necessary to make the pivot to the four-day week.

Shift #1: Organization-Wide Commitment

Tallon notes, “Moving to a four-day work week in a predominantly five-day-week world requires an organization-wide commitment to operational excellence and continuous improvement to successfully and sustainably pull off the transition. Some of the barriers are logistical, such as redesigning schedules to accommodate the shift. Some are operational, such as re-engineering processes. And some are cultural, requiring a delicate balance between trust, autonomy and collective accountability.”

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Leaders need to be committed to change. If leaders begin working on the designated day off or working more hours than agreed, it signals to the rest of the team that the commitment is not serious. The commitment needs to be demonstrated at all levels of the organization. As an analogy, when paid paternity leave is offered as a benefit and senior leaders who were fathers do not utilize it, other men follow suit and do not use the benefit. It's important that leaders model the behaviors for the team to follow.

Shift #2: Practice First

Because of these necessary shifts, many of which cannot be fully anticipated until the transition occurs, Tallon’s team facilitates practice sessions to prepare teams for the four-day week. The practice sessions are more about reinforcing the new habits and behaviors that employees have adopted during their planning and preparation for a work-time-reduction program.

Practice sessions begin by slowly implementing what the four-day work week could look like. The team might experiment with different days to take off or different meeting times or settings to see what works and what doesn't. Teams also measure outcomes to see the impact on productivity and the quality of work. Some of the most common early gains are more efficient meetings, more streamlined communications and more focused work environments. Without interventions and ongoing coaching, people may revert to old habits, so it is important to learn from early setbacks and to capture and celebrate successes.

Shift #3: Get the Naysayers on Board

Just as the senior leadership team is pivotal to the implementation of the four-day work week, so are the resistors. These are the naysayers who say it won't work or question why the change is occurring. Even a small vocal group can cause disruption in the change-management process.

Leaders need to be clear on the why for the change, emphasize what's in it for the people and take baby steps to coach people through the change. By meeting people where they are and understanding their hesitations, you can appeal to their personal motivations and help them understand how this change helps them and the team work better.

Shift #4: Address the Limitations

For operational parts of the business, frontline or customer-facing roles, the four-day work week can be more complex to implement. Some teams implement job sharing or redesign their shifts to make the four-day work week possible for all employees. If it's truly not a possibility, be clear about that. Don't pretend this works for everyone if there is a subgroup of the organization for whom it is not possible. Acknowledge their sacrifice and try to find other benefits to close the gap. Other incentives could include extra pay or vacation time to account for the difference in time worked. This is important because having different rules for different people is a recipe for mistrust.

Organizations are pivoting to the four-day work week in growing numbers. For those that want to make the shift, ensure there is a strong organization-wide commitment, practice first, get the naysayers on board and acknowledge limitations for success.

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4 Common Types of Team Conflict — and How to Resolve Them

• Randall S. Peterson,
• Priti Pradhan Shah,
• Amanda J. Ferguson,
• Stephen L. Jones

Advice backed by three decades of research into thousands of team conflicts around the world.

Managers spend 20% of their time on average managing team conflict. Over the past three decades, the authors have studied thousands of team conflicts around the world and have identified four common patterns of team conflict. The first occurs when conflict revolves around a single member of a team (20-25% of team conflicts). The second is when two members of a team disagree (the most common team conflict at 35%). The third is when two subgroups in a team are at odds (20-25%). The fourth is when all members of a team are disagreeing in a whole-team conflict (less than 15%). The authors suggest strategies to tailor a conflict resolution approach for each type, so that managers can address conflict as close to its origin as possible.

If you have ever managed a team or worked on one, you know that conflict within a team is as inevitable as it is distracting. Many managers avoid dealing with conflict in their team where possible, hoping reasonable people can work it out. Despite this, research shows that managers spend upwards of 20% of their time on average managing conflict.

• Randall S. Peterson is the academic director of the Leadership Institute and a professor of organizational behavior at London Business School. He teaches leadership on the School’s Senior Executive and Accelerated Development Program.
• PS Priti Pradhan Shah is a professor in the Department of Work and Organization at the Carlson School of Management at the University of Minnesota. She teaches negotiation in the School’s Executive Education and MBA Programs.
• AF Amanda J. Ferguson  is an associate professor of Management at Northern Illinois University. She teaches Organizational Behavior and Leading Teams in the School’s MBA programs.
• SJ Stephen L. Jones is an associate professor of Management at the University of Washington Bothell. He teaches Organizational and Strategic Management at the MBA level.

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