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Traditionally leadership in the early years has been associated with individual skills characteristics
and personal qualities in the leader. A more recent view of leadership is that it is not an isolated
activity invested in a single person, but rather that a variety of people contribute to effective
leadership, and that leadership is therefore distributed. If this is the case, then preparation for
leadership has to go beyond individual management training since leadership capacities will need to
be more widely developed in the team.
Good leaders are made not born. If you have the desire and willpower, you can become an effective
leader. Good leaders develop through a never ending process of self-study, education, training, and
experience (Jago, 1982). This guide will help you through that process.
To inspire your workers into higher levels of teamwork, there are certain things you must be,
know, and, do. These do not come naturally, but are acquired through continual work and study.
Good leaders are continually working and studying to improve their leadership skills; they are NOT
resting on their laurels.


Objective of the project is as follows

 To know about leadership ,



 To study about great leader Winston Churchill.


• The purpose of this section is to describe the methodology carried out to complete the magazines and companies web sites.chron. 3 ..http://www. • The data required for the project study was obtained from sources like the website of the such as. Secondary data has been taken from internet. The Methodology plays a dominant role in any research work. www..mindtools. • Secondary data are that which has been collected by someone else and which already have been passed through statistical DR_84. http://smallbusiness. The effectiveness of any research work Depends upon the correctness and effectiveness of the research methodology. • http://vectorstudy. It is commonly used when the study involves a single organization with unique characteristics.htm • The project uses the secondary method which is an appropriate research method for this type of project.

1982). you can become an effective leader. This guide will help you through that process. If you have the desire and willpower. These do not come naturally. then preparation for leadership has to go beyond individual management training since leadership capacities will need to be more widely developed in the team. If this is the case. 4 . and. but rather that a variety of people contribute to effective leadership. know. Good leaders are made not born. training. but are acquired through continual work and study. do. and experience (Jago. education. they are NOT resting on their laurels. and that leadership is therefore distributed. A more recent view of leadership is that it is not an isolated activity invested in a single person.LITERATURE REVIEW INTRODUCTION Traditionally leadership in the early years has been associated with individual skills characteristics and personal qualities in the leader. To inspire your workers into higher levels of teamwork. Good leaders are continually working and studying to improve their leadership skills. Good leaders develop through a never ending process of self-study. there are certain things you must be.

This definition is similar to Northouse's (2007. — Kenneth Boulding in The Image: Knowledge in Life and Society Before we get started. we know that we have traits that can influence our actions. p5): 5 . This is called Trait Leadership (Jago. However. 1982). 1982). p3) definition — Leadership is a process whereby an individual influences a group of individuals to achieve a common goal. This is called Process Leadership (Jago.DEFINATION OF LEADERSHIP The meaning of a message is the change which it produces in the image. Leaders carry out this process by applying their leadership knowledge and skills. Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent. lets define leadership. 2007. in that it was once common to believe that leaders were born rather than made. These two leadership types are shown in the chart below (Northouse.

and attributes make the Leader. while the other attributes give the leader certain characteristics that make him or her unique. Skills. ethics. knowledge. the skills and knowledge processed by the leader can be influenced by his or hers attributes or traits.While leadership is learned. such as beliefs. and character. which is one of the: 6 . Knowledge and skills contribute directly to the process of leadership. values.

Most people tend to resent being treated like this.Transformational leadership 1. For some routine and unskilled jobs. .Transactional leadership.Autocratic leadership. . Because of this. Also.Autocratic Leadership Autocratic leadership is an extreme form of transactional leadership.Charismatic leadership. autocratic leadership usually leads to high levels of absenteeism and staff turnover.Servant leadership. so many of the benefits of teamwork are lost. .Laissez-faire leadership. . however. .Task-oriented leadership. . . where a leader exerts high levels of power over his or her employees or team members. . People within the team are given few opportunities for making suggestions.People-oriented leadership or relations-oriented leadership. even if these would be in the team's or organization's interest.TYPES OF LEADERSHIP Most common Leadership Types are: . the team's output does not benefit from the creativity and experience of all team members.Bureaucratic leadership. 7 . this style can remain effective where the advantages of control outweigh the disadvantages.Democratic leadership or participative leadership. .

Employees and team members feel in control of their own destiny. This can create a risk that a project. he or she invites other members of the team to contribute to the decision-making process. In other situations. or even an entire organization. might collapse if the leader were to leave: In the eyes of their followers.2. ensuring that their staff follow procedures exactly. However.Democratic Leadership or Participative Leadership Although a democratic leader will make the final decision. and is very energetic in driving others forward. This is a very appropriate style for work involving serious safety risks (such as working with machinery. the inflexibility and high levels of control exerted can demoralize staff. 3. This not only increases job satisfaction by involving employees or team members in what's going on. and so are motivated to work hard by more than just a financial reward. As such. and needs long-term commitment from the leader. but it also helps to develop people's skills.Charismatic Leadership A charismatic leadership style can appear similar to a transformational leadership style. a charismatic leader can tend to believe more in him or herself than in their team. 4. 8 . charismatic leadership carries great responsibility. with toxic substances or at heights) or where large sums of money are involved (such as cash-handling). Bureaucratic Leadership Bureaucratic leaders "work by the book". and can diminish the organizations ability to react to changing external circumstances. in that the leader injects huge doses of enthusiasm into his or her team. success is tied up with the presence of the charismatic leader.

at any level within an organization. and quality is more important than speed to market or productivity.Laissez-Faire Leadership This French phrase means "let them do" and is used to describe a leader who leaves his or her colleagues to get on with their work. laissez-faire leadership works for teams in which the individuals are very experienced and skilled self-starters. Most often. 5. It can be most suitable where team working is essential. A participative style. Unfortunately. When someone. 6. 7. leads simply by virtue of 9 . most leaders use both task-oriented and peopleoriented styles of leadership. it can lead to failure to achieve the team's goals. taken to extremes. this style can lead to things happening more slowly than an autocratic approach. describes a leader who is often not formally recognized as such.People-Oriented Leadership or Relations-Oriented Leadership This style of leadership is the opposite of task-oriented leadership: the leader is totally focused on organizing. it tends to lead to good teamwork and creative collaboration. However. but often the end result is better. It can be effective if the leader monitors what is being achieved and communicates this back to his or her team regularly.As participation takes time.Servant Leadership This term. supporting and developing the people in the leader's team. it can also refer to situations where managers are not exerting sufficient control. In practice. coined by Robert Greenleaf in the 1970s.

organize and monitor. As such.Transactional Leadership This style of leadership starts with the premise that team members agree to obey their leader totally when they take a job on: the transaction is (usually) that the organization pays the team members. He or she will actively define the work and the roles required. with difficulties in motivating and retaining staff. and can be quite autocratic.meeting the needs of his or her team. Alternatively a transactional leader could 10 . in which servant leaders achieve power on the basis of their values and ideals. as the whole team tends to be involved in decision-making. However. in return for their effort and compliance.Task-Oriented Leadership A highly task-oriented leader focuses only on getting the job done. which can help them identify specific areas for development that will help them involve people more. the leader has the right to punish team members if their work doesn't meet the pre-determined standard. put structures in place. In many ways. Supporters of the servant leadership model suggest it is an important way ahead in a world where values are increasingly important. The leader could give team members some control of their income/reward by using incentives that encourage even higher standards or greater productivity. Team members can do little to improve their job satisfaction under transactional leadership. as task-oriented leaders spare little thought for the well-being of their teams. 9. Task-oriented leaders can benefit from an understanding of the Blake-Mouton Managerial Grid. he or she is described as a "servant leader". servant leadership is a form of democratic leadership. Others believe that in competitive leadership situations. plan. this approach can suffer many of the flaws of autocratic leadership. people practicing servant leadership will often find themselves left behind by leaders using other leadership styles. 8.

They don't necessarily lead from the front. they can need to be supported by "detail people". although we do recommend that other styles are brought as the situation demands. While their enthusiasm is often infectious.Transformational Leadership A person with this leadership style is a true leader who inspires his or her team with a shared vision of the future. 9. 11 . The transformational leadership style is the dominant leadership style taught in the "How to Lead: Discover the Leader Within You" leadership program. The transactional leaders (or managers) ensure that routine work is done reliably.practice "management by exception". rather than rewarding better work. as the focus is on short-term tasks. It has serious limitations for knowledge-based or creative work. Transactional leadership is really just a way of managing rather a true leadership style. and spend a lot of time communicating. as they tend to delegate responsibility amongst their teams. Transformational leaders are highly visible. both transactional and transformational leadership are needed. he or she would take corrective action if the required standards were not met. whereby. while the transformational leaders look after initiatives that add value. but remains a common style in many organizations. In many organizations.

The same manager may adopt a more participative style of leadership when working on production line improvement with his or her team of supervisors. 12 . there is no one right way to lead or manage that suits all situations. the manager of a small factory trains new machine operatives using a bureaucratic style to ensure operatives know the procedures that achieve the right standards of product quality and workplace safety. conservative or adventurous). This is often referred to as "situational leadership" For example. .The organizational environment (stable or radically changing. To choose the most effective approach for you.The skill levels and experience of the members of your team. .The work involved (routine or new and creative).You own preferred or natural style.USING THE RIGHT STYLE: SITUATIONAL LEADERSHIP While the Transformation Leadership approach is often highly effective. . A good leader will find him or herself switching instinctively between styles according to the people and work they are dealing with. you must consider: .

while constantly working to improve and expand those capabilities. following role models. Leadership is about making things happen.  Leadership Develops Over Time. The best way to create change is to work with the particular capabilities that you have. It is through practice. Leaders may create change by playing a central role in the actual change process. That is. Leadership framework SENSEMAKING 13 . feedback.  Leadership is Distributed.1)Approaches upon which early Leadership practices are predicated. reflection.  Leadership is a Process to Create Change. and theory that we learn leadership. leadership is not solely the purview of the CEO.  Leadership is Personal and Developmental. contingent on a context. There is no single way to lead. or by creating an environment in which others are empowered to act. but can and should permeate all levels of the firm.

 Do not simply apply your existing frameworks and overlay them on the situation.Sensemaking is about “making sense of the world around us”. or stories to try to capture and communicate critical elements of your map. It also involves trying to understand how the other person has moved from data to interpretation to assessment.  Use images. In the very process of mapping the new terrain. The act of Sensemaking is discovering the new terrain as you are inventing it. rather than simply reacting to the assessment itself. Tips for Sensemaking:  Seek many types and sources of data. Advocacy which involves taking a stand and trying to influence others of its merits while also being open to alternative views. metaphors. RELATING Relating is about “developing key relationships withint and across organisations” and consists of the following three primary components: 1. Inquiry which is the ability to listen and understand what others are thinking and feeling. you are creating it. 14 .  Move beyond stereotypes. 2.  Learn from small experiments.  Involve others in your sensemaking.

 Use stories. metaphors and analogies to paint a vivid picture of what the vision will accomplish.  Think about how others might react to your idea and how you might best explain it to them. VISIONING While sensemaking creates a map of what is. visioning provides people with a sense of meaning about their work. Tips for effective Visioning are:  Develop a vision about something that excites you or that you think is important. 15 . Connecting which is the ability to build collaborative relationships with others and to create coalitions for change.  Be clear about your stand and how you reached it. visioning is a map of what could be.  Practice creating a vision in many arenas. It answers the question “why am I doing this?” Thus good leaders are able to frame visions in a way that emphasizes their importance along some key value dimensions. Perhaps most importantly.3.  Think about your connections.  Frame the vision with an ideological goal.  Encourage others to voice their opinions. Tips for effective connecting are:  Understand the perspective of others within the organization and withhold judgment while listening to them. Visions are important because they provide the motivation for people to give up their current views and ways of working in order to change.

 Enable co-workers by pointing out that they have the skills and capabilities needed to realize the vision. 16 . think through how it will get done—who will do what.  Embody the key values and ideas contained in the vision – “walk the talk. organizing their internal interaction.  When a new task or change effort emerges. It involves implementing the steps needed to achieve our vision of the future. Inventing entails creating the processes and structures needed to make the vision a reality. by when. Tips for effective inventing include:  Maintain focus on improving the ways that people work together in your team and organization.” INVENTING Creating is about the creation of new ways of woking together.  Blend sensemaking and inventing. and in what configuration.  Play with new and different ways of organizing work—examine alternative ways of grouping people together. and linking across different groups.

The core of integrity is truthfulness. 17 . Truthfulness is the foundation quality of the trust that is necessary for the success of any business. great leaders tap into the emotions of their employees.Integrity In every strategic planning session that I have conducted for large and small corporations.QUALITIES OF GREAT LEADERS 1. They have a clear. in every situation. for upon it. Courage ‘‘Courage is rightly considered the foremost of the virtues. exciting idea of where they are going and what they are trying to accomplish and are excellent at strategic planning. Among the seven leadership qualities. both internally and externally. courage is the most identifiable outward trait. This quality separates them from managers. Because there is no certainty in life or business. 2. the first value that all the gathered executives agree upon for their company is integrity. Integrity requires that you always tell the truth.’’ (Winston Churchill) The quality of courage means that you are willing to take risks in the achievement of your goals with no assurance of success. to all people. They all agree on the importance of complete honesty in everything they do. They can see into the future. every commitment you make and every action you take entails a risk of some kind. all others depend. 3. Vision Great leaders have vision.’’ While a manager gets the job done. This quality of vision changes a ‘‘transactional manager’’ into a ‘‘transformational leader. Having a clear vision turns the individual into a special type of person.

on the things that the company does best in satisfying demanding customers in a competitive marketplace. And it means that you give credit where credit is due. Strategic Planning Great leaders are outstanding at strategic planning. ‘‘Based on what is happening today. by others. Because of increasing competitiveness. Only leaders with foresight can gain the ‘‘first mover advantage. only the leaders and organizations that can accurately anticipate future markets can possibly survive. on what must be achieved by themselves.Humility Great leadersare those who are strong and decisive but also humble. in themselves and in others. They have the ability to look ahead. Leadership is the ability to get people to work for you because they want to. well in advance of their competitors. Humility doesn’t mean that you’re weak or unsure of yourself. Your ability as a leader to call the shots and make sure that everyone is focused and concentrated on the most valuable use of their time is essential to the excellent performance of the enterprise. They continually ask. They focus on the strengths of the organization. Great leaders focus on strengths. Leaders have the ability to anticipate trends. 18 . where is the market going? Where is it likely to be in three months. 4. to anticipate with some accuracy where the industry and the markets are going. and by the company. Leaders focus on results.’’ Focus Leaders always focus on the needs of the company and the situation. It means that you are willing to admit you could be wrong. Cooperation Your ability to get everyone working and pulling together is essential to your success. that you recognize you may not have all the answers. six months. It means that you have the self-confidence and self awareness to recognize the value of others without feeling threatened. one year. and two years?’’ through thoughtful strategic planning.3.

Which is it going to be? CASE STUDY 19 . Twenty percent of your people contribute 80 percent of your results. Your ability to select these people and then to work well with them on a daily basis is essential to the smooth functioning of the organization. or you can get someone else to do it for you.The 80/20 rule applies here. Gain the cooperation of others by making a commitment to get along well with each key person every single day. You always have a choice when it comes to a task: You can do it yourself.

All the sailors ‘go the bundle’ on him. Churchill cared about people. he visited more ships and naval facilities than any First Lord before or since.Winston Churchill History During the winter of 2001.Winston Churchill will be commissioned. It did. This was not always wel-comed by top brass.” Disciplined habits. everywhere.S. there.” the Daily Express newspaper wrote of a submarine visit in 1912. Churchill made a habit of arranging interviews with junior officers and enlisted personnel. Churchill visited more than fifty ships as well as numerous harbor and shipyard sites. in and of themselves. however. He is here. and how everything was done. because he makes no fuss and takes them by surprise. and technical compe-tence do not. executive skills. This personal vision was matched with a deep understanding of human nature. wherefore. Between 1911 and the outbreak of World War I. Leadership also requires personal values that can serve as a lighthouse during 20 . One of first discoveries about Churchill was strong belief that he would con-tribute to the survival of civilization and the well-being of mankind. the naval destroyer U. make a successful leader.S. and he demonstrated this as he practiced management by walking around. As England’s First Lord of the Admiralty from 1911 to 1915. serve his purpose of gathering information. “He had a yarn with nearly all the lower deck men of the ship’s company. “asking why.

and community. making a difference and experiencing joy when doing it. These values include learn-ing. and direct communication ˆˆ Create a supportive environment  Maintain confidentiality with no attribution or retribution  Stay focused and be prepared  Hold a proper attitude ˆˆ  Be self-monitoring  Manage all agreements Many people have found these rules to be self-evident and intuitive. doing what is right and being accountable at the highest level. 1. HIS WORK RULES WERE:   ˆ Use open. growing. and looking for ways to align and attune human spirits and energies. USING THE SEVEN WORK RULES AS A FRAMEWORK. They are based upon values that govern our effectiveness and growth. Navy and many other organizations around the world. Use open. relationships.S. and risktaking. In researching Churchill.turbulent times. direct communication 21 . taking responsibility for self. CHURCHILL APPLIED HIS VALUES AND SERVED AS A BEACON TO OTHERS. I found strong overlap between his values and the work rules we have introduced within the U. Churchill’s success was built on a foundation of such values that transcended the darkest of days. honest. honest.

Nonetheless. He offered his honest thoughts. Churchill’s party leadership snubbed him and turned a scornful ear to his advice.” When faced with mounting criticism about the poor progress of the war in early 1942. if indeed any thought at all. Churchill demanded a formal vote of confidence in the House of Commons to force the issue. and worse is to come. “that I demand a vote of confidence. 2. 22 . Churchill would cease his opposition and get on board. “We owed a good deal in those early days to the courage and inspiration of Winston Churchill who.” Churchill said. Also.” Churchill prevailed. After losing a long and bitter fight against the India dominion policy in the early 1930s. ideas. “It was like taking a lump of ice to the North Pole. and feelings. as had been promised to Stalin. as opposed to sending hidden messages. “to shrink from stating the true facts to the public. He was open and clear. “It is because things have gone badly. cabinet secretary during WWI. to war problems. once a policy was set or a political quarrel decisively settled. He was a genuine team player. undaunted by difficulties and losses. he shared his message with those it was intended for as opposed to telling someone who he hoped would pass it along. set an infectious example to those of his colleagues who had given less thought than he. Maurice Hankey. but to the Allies as well. by a vote of 464 to 1. One of the toughest moments of the war for him was when it became apparent that a second front against the Germans In France could not be opened up in 1943. wrote later.It was a mistake.” During the 1930s. Churchill often argued. His stout attitude did something to hearten his colleagues. Churchill communicated what he thought and felt to those he believed would benefit from his message. Create a supportive environment Churchill was extremely loyal and supportive of his col-leagues and superiors. Churchill decided to go to Moscow to tell Stalin personally. And. not only war news to the House of Commons. he campaigned vigorously on their behalf during general elections.” he said. Churchill also liked to deliver bad news personally.

Maintain confidentiality with no attribution or retribution Churchill weighed carefully the potential consequences of quoting other people and spreading gossip. At that time.” This trait was most on display after World War II began. serving officer. and so far as I am concerned. “you need not expect anything but silence or help from us. Lord Bridges wrote after the war. or civil servant who was removed from office because he stood up to Churchill and told Churchill that he thought his policy or proposals were wrong. This was always unacceptable to Churchill. “I do not harbor malice.” 4. “I certainly think that Englishmen ought to start fair with one another from the outset in so grievous a struggle.” and demand Retribution against officials who had been against him. But. “I always forgive politics-cal attacks or ill-treatment not directed at private life. Churchill’s leadership position was invincible due to his clear and consistent warnings over the previous years.Churchill told one of his opponents.” one of his aides recalled.” 3. He realized that attributing statements to others out of context could be misleading. Churchill’s response was. it was Churchill. “Churchill’s supreme talent. “I cannot recollect a single Minister. In one instance. he did no such thing. Hold a proper attitude Optimism is key to the “can-do” attitude essential to successful leadership. “was in goading people into 23 . He also knew that people who paid a price (received retribution) for what they did or said would hold back in the future and not be as valuable to him. the past is dead. most organizations are subject to an inertia that results in an “it-can’t-be-done” attitude.” Churchill was an exceptionally forgiving person. “I told you so. If anyone had a right to say. But.” he wrote in 1921. He also guarded against attribution and retribution. Churchill graciously accepted an apology from a Conservative Party official who had tried to remove him from Parliament just a few months before the outbreak of war.

“I try myself by court martial to see if I have done anything effective during the up their cherished reasons for not doing anything at all. One of his aides at the Treasury in the 1920s said of Churchill. Be self monitoring An important part of Churchill’s success was his self-criti-cism.” was one of Churchill’s favorite phrases.” 24 . grin.” In addition. very meekly. “Laugh a little. usually drawn from an English poet. “But westward. Churchill sent a memorandum to one of his senior administrators: “It is no use the contractors saying It cannot be done.” he remarked to one of his aides.” Churchill remarked in 1910. Churchill sought feedback and advice from his colleagues and subordinates. “The First Lord Submits these notes to his naval colleagues for consideration. One could say exactly what one liked in the way of criticism. and every resource and contrivance utilized. In a speech to his officers in the trenches in France in 1916. I have seen it done when full pressure is applied. He repeated it often in the darkest days of World War II.” “I am one of those. “He always took criticism very. “Every night. anyone can go through the motions. for example. Churchill sent his initial thoughts to the senior staff with the concluding wish. I don’t mean just pawing the ground.” He deplored negative thinking. He wanted the full criti-cal value from subordinates. and teach your men to laugh.” “All will come right. If you can’t grin. If you can’t smile.” On his first day back at the Admiralty in 1939.” When apprised of delays in shipbuilding in 1939. for criticism and correction. Churchill exhorted. and he seldom ended a wartime speech without a ringing note of optimism. look. the land is bright!” 5. but something really effective. and hopes to receive proposals for action in the sense desired. He ended one speech with a lyric from Arthur Hugh Clough. keep out of the way till you can. “who believe that the world is going to get better and better.

While Churchill had a powerful personality and wonderful Communication skills. 25 . Be open. He worked to manage Britain’s relations with France. like Abe Lincoln. Churchill’s ability to manage agreements touched every as-pact of British domestic and foreign policy. He got clear on his commitments and worked to keep the ones that he made.6. Hold a proper attitude 6. Manage all agreements Churchill’s cumulative record of agreements forms the essence of how we remember him. the United States. Be supportive 3. Germany. 7. and belief in democracy galvanized the nation. & one thing I can do direct 2. Maintain confidentiality 4. This is in contrast to the devilishly charismatic Hitler. was not a particularly charismatic leader. and the Soviet Union. from the struggle for social reform before World War I to the search for a sum-mit conference after World War II. Self monitor Findings & Observation Churchill. no one wished to award him dictatorial powers for life (unlike Adolf!). and most weak—when his own courage. Focus and prepare 5. Conscious choices In the space provided below. determination. His finest hour was the leadership of Britain when it was most isolated. each at their most testing time. honest. take a moment and list one thing you can do in order to be more effective in upholding each of the seven work rules— Work Rule 1. most threatened.

Winston Churchill was a man of immense Courage and Creativity. these and his other qualities shaped the war during Britains "darkest hour  Leadership helps to gain more personal satisfaction with work and personal life  Ownership is transferred to the people doing the work  Leadership helps to People grow. mission. After meeting Hitler you believed that he could achieve anything! Churchill used this inspirational effect to build vital Collaborations Leadership is ultimately about getting things done that Drive to Take Action .Hitler radiated an almost super-human charisma. It has been said that after meeting Churchill you beleived you could achieve anything. developing personal strengths  Leadership helps to Expanded skills and competencies  Leader's time is freed for vision. Its the ability to influence.and get results and improve performance. values. stronger leaders coming through the "ranks" (future leader development) Recommendation And Conclusion 26 . motivate and provide the tools and environment to others so that they can best contribute towards the successful attainment of the goals of their community or organization. strategy  Leadership developed strategy in addition to operations roles  More qualified.

How you stay in touch with the evolution of your gifts is up to you. People see them when you use them. It is. Getting that this world is not about you – Let us not forget that Leadership on Purpose is about helping a team or a company to deliver a product and/or service hitched to it’s vision and mission. degrees. What matters is that people come together and accomplish something. They can move people. a vital leadership act. Idolized leaders are too frequent and overly celebrated. If these are drivers for a leader. there are forces to malign our leadership to mediocrity. And we need you to share them. Sync up this triad with the profound understanding that this world is not about you. But such forces are held at bay when you shape your leadership by defining your Values that become central to our actions and decisions. Your gifts are your talents that ooze out of you.We all have tremendous capacity to inspire people to contribute their best. Evolving clarity of your gifts – Your gifts as a leader are not stagnant. beautiful. but about revealing the best in those around you magic happens. force you to sit up straight. however. project. Leaders should not be put on pedestals or idolized. You remain centered. Yes. It’s not about the leader’s history. Gifts you don’t have today will emerge as you transform your leadership. zany even. These are merely inputs and outputs. Values and Life Purpose are two core areas of Leadership on Purpose ground you. we need you to unleash your crazy. Final 2 Core Areas of Leadership on Purpose. That is the focus of leadership – creating a space to let people apply their talents. Let’s get down to the leadership business of enabling people to apply their talents to a problem. It’s time to demand more from our leaders. it ceases to be about people and becomes leader arrogance. or even great speeches. when you explore and identify and explore some more your Life Purpose. Remember. brilliant leadership on those waiting to contribute their talents. They can inspire people. possibility. what they are becoming. Use them. 27 . Bottom line: we need leaders to know what their gifts are. Arrogant leadership has become common. They help steer your leadership so that you can more clearly understand the third core areas of Leadership on Purpose. and what they are not.

By developing leaders who are able to make decisions at a local level. Enterprise aims to employ people who can take on a leadership role and help to grow the business for the longer term. These are what help you lead and leave your mark on those in your life & On the world. 28 . Conclusion Management is about getting things done. Enterprise can respond more closely to customer needs within a competitive service industry. Its management and training programmes help to provide employees with the skills necessary to lead others. and evolving your gifts. Its high levels of customer service provide it with competitive advantage over its rivals. But what is about you is knowing. you instantly realize what it means that this world is not about you. sharing. Leadership is about achieving goals by creating a direction for a business and inspiring employees to take initiative and make the right decisions. Enterprise managers need the skills to motivate.And when you lead knowing that your leadership orchestrates people coming together to unleash their talents. lead and influence others.

com/pages/article/  http://smallbusiness.BIBLIOGRAPHY WEBSITES   http://www.html  http://www.chron.htm 29 .com/Info/Leadership/LeadershipStyles.