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DETERMINATION OF CRITERIA FOR MEASURING LEADERSHIP SUCCESS

Thirunagari Manideep

Department of Business Leadership, Faculty of Business Management, Vilnius Gediminas

Technical University, Sauletekio av. 11, LT-10223, Vilnius, Lithuania
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E-mail: manideep.thirunagari@stud.vilniustech.lt

Abstract

Effective leadership, according to the leadership scholars, is a crucial analyser of organizational success
or failure when looking at the components that contribute to organizational success. It is necessary to
measure core attributes of a true leader in order to improve and maximise outcomes of the business. The
clear question is whether leadership or effective leadership matters and has a favourable impact on
organizational success. Leadership style, according to the idea, is crucial and has an impact on the
organizational outcomes. In this thesis it is explained what great leadership is and how it is assessed using
results. To summarize, good leaders have control over various attributes and demonstrate specific actions
or leadership styles.

Keywords: Leadership, Organizational outcome, Leadership Effectiveness, knowledge sharing

behaviour, firm strategy, firm performance, vision

Introduction

Leadership is important for the success of any organisation. However, it is necessary for a company to
ensure continuous growth of the leaders. True leaders help their coordinates to reach a strategic
conclusion without losing hope. Top executives of the companies are considered as leaders who help their
employees with their guidance. Therefore, success of the leadership is one of the vital managemental
functions which helps in directing resources of the organisations for achieving company goals and
improving overall efficiency of the organisation (Ciulla, 2020). Effective leaders guide an organisation
towards its mission, motivate employees and bring clarity in the purpose. It is necessary to measure the
success of leadership for any organisation through different aspects of quality programmes for increasing
the value of an organisation. Measuring leaders in terms of success is one of the powerful indicators for
determining true leadership of an individual. Leadership models are useful in defining methods required
for attaining personality and work style goals of a leader (Anning-Dorson, 2018). This also helps in
getting deep insights on weak and strong points of a team which in turn acts as measuring factors of a true
leader. Moreover, it is important to measure performance and core qualities for bringing better outcomes
in business.
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Global economic anxiety has begun to rise in recent years, even though the economy has not recovered to
the intended level. Also, the risk factor within sectors has begun to rise as a result of enterprises' greater
prudence when making strategic decisions. The efficacy of leadership and information exchange inside
the business are harmed when choices are made with a "risk" attitude. Employees should believe that an
effective leader is collaboratively promoting sustainability and other critical actions to reach specified
goals, and that trust and vision are at the forefront in attaining leader effectiveness (Shao et al., 2016).
The leader's perceived efficacy is a criterion that is conveyed via assessments of their leaders and seeks to
demonstrate how the leader influences the company (Melita Prati et al., 2003). To put it another way, a
leader's efficacy relates to how well he or she directs and influences his or her efforts in order to achieve
the desired results (Dabke, 2016).

Research Questions

1. Describe the leadership success?

2. Determination of criteria for measuring leadership success?

3. Reasoning the importance of leadership success?

Aim:

TO DETERMINE CRITERIA FOR MEASURING LEADERSHIP SUCCESS

Objective:

The goal of this study is to figure out what leadership success is and what are the criteria to achieve it.

Criteria

The plural form of criterion is criteria, which is the norm by which anything is appraised or rated.

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Position alone cannot be considered the criterion on leadership. If that were so, then supervisors and other

persons holding higher positions in an organization would be considered leaders merely because they

were holding a ‘high position of authority’.

Men in high positions may not be ‘real’ leaders as they may not be having any of the behaviours or

characteristics associated with leadership. They are merely ‘displaying’ leadership by virtue of the

position held by them.

A leader is one who possesses certain qualities that make him superior to others in the group. These

qualities may be more experience than others or more knowledge and skill required for the job or ability

to deal with difficult and perplexing situations within the industrial organization.

Criteria are the specific standards that must be completed for someone or something to be considered or
qualify for anything. Each of these standards is a criterion. A candidate for a job may be evaluated based
on various factors, including their education, experience, and references. Certain variables, such as test
results, grades on homework and other assignments, and participation in class, may be used to determine
your grade in a class. Similarly, a gymnast's score is determined by several factors, including how
effectively they accomplished certain manoeuvres.

Acceptance and Evaluation Criteria

Purpose

Acceptance criteria are used to define the requirements, outcomes, or conditions that must be met for a
solution to be considered acceptable to key stakeholders. Evaluation criteria are the measures used to
assess a set of requirements in order to choose between multiple solutions.

Description

Acceptance and evaluation criteria define measures of value attributes to be used for assessing and
comparing solutions and alternative designs. Measurable and testable criteria allow for the objective and
consistent assessment of solutions and designs. The Acceptance and Evaluation Criteria technique can
apply at all levels of a project, from high-level to a more detailed level.
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Acceptance criteria describe the minimum set of requirements that must be met for a particular solution to
be worth implementing. They may be used to determine if a solution or solution component can meet a
requirement. Acceptance criteria are typically used when only one possible solution is being evaluated
and are generally expressed as a pass or fail.

Evaluation criteria define a set of measurements which allow for ranking of solutions and alternative
designs according to their value for stakeholders. Each evaluation criterion represents a continuous or
discrete scale for measuring a specific solution attribute such as cost, performance, usability, and how
well the functionality represents the stakeholders’ needs. Attributes that cannot be measured directly are
evaluated using expert judgment or various scoring techniques.

Both evaluation and acceptance criteria may be defined with the same value attributes. When evaluating
various solutions, the solutions with lower costs and better performance may be rated higher. When
accepting a solution, the criteria are written using minimum performance requirements and maximum cost
limits in contractual agreements and user acceptance tests.

Vision

Leadership vision is an essential means for focusing attention on what matters most; what you want to
accomplish in your life and what kind of leader you wish to be. A useful vision has to be rooted in your
past, address the future, and deal with today’s realities. It represents who you are and what you stand for.
It inspires you, and the people whose commitment you need, to act to make constructive change towards a
future you all want to see.

Great leaders always have a clear view. It’s as if these people can always predict the future. And the
reason for this is because they know where they need to go. Just like a captain guiding his ship across the
ocean and to the intended port, so does a great leader guide his company toward success.

Integrity

"The supreme quality for leadership is unquestionably integrity. Without it, no real success is possible, no
matter whether it is on a section gang, a football field, in an army, or in an office."
-Dwight D. Eisenhower

So, leaders need to realize that their words, actions, decisions and methodologies help to create the
company’s true values and its culture. There are just three key pillars of a leader’s trustworthiness - and
integrity is one of the three. “Followers determine how trustworthy a leader is based on their ability,
their benevolence and their integrity,” he claims. “Followers are willing to be vulnerable in a good way to
leaders they trust and are more inclined to be satisfied with and committed to them.”

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The link between integrity and trust cannot be overestimated in the leader-employee relationship. At the
end of the day, Long says executive leaders are judged on character and competence. “Character includes
integrity and signals if the leader is friend or foe.”

When executive leaders determine what integrity looks like in their organization, they need to emphasize
and highlight it at every turn. Bauer says the “tone at the top” is critical. “Leaders need to model and then
actively, visibly, reinforce integrity for everyone in the organization – and this is true for executive
leaders and leaders at every level of the organization.” Regardless of job description or title, Bauer says
every leader must be responsible for modelling integrity.

However, since executive leaders are the most visible members of the organization, and since they have
the potential to cause the most reputational damage, Bauer says it’s crucial for them to support
compliance, accountability and ethical behaviour. He concludes, “If they are modelling behaviour that
lacks integrity, what message is that sending employees about what is acceptable behaviour?”

People of integrity almost always seem to have things going for them. The reason for this is that at the
heart of integrity lies truthfulness. And a person who always tells the truth will build and maintain better
relationships. They will also gain more trust from others, which is still something that leads to success.

Courage

The art of influencing people to do willingly what is required in order to achieve a goal is the essence of
leadership. This definition applies to a wide spectrum of circumstances, ranging from the military
battlefield to corporate/business situations. Its premise is valid in virtually all contexts of human
endeavour where leaders and followers interact to achieve a desired objective.

To reinforce the importance of courage in the corporate/business context, consider some high-profile
situations where courage was demonstrated. Indeed, there are numerous examples that required leaders to
demonstrate courage. Whether they involved product-harm crises, negative economic impacts, corporate
reorganizations, organizational re-sizing’s and others, the situations required leaders to demonstrate
courage in the face of adversity.

Leadership is highly personal; what works for one person might not work for another. However, an
absolute truth prevails. Leadership must start from within – from within the leader’s heart – where real
courage resides. It is not simply a case of memorizing a list of do’s or don’ts and applying them to a
particular situation. Courage is a necessary trait of effective leadership. It is hard to argue that other
traits such as integrity, honesty, altruism, communications skill and decisiveness are not qualities of a
good leader. But leaders could not display these traits if they didn’t have courage. To General George
Patton, the most important quality of a good leader was a willingness to make decisions. This takes
courage. Peter Drucker emphasized integrity as being the “touchtone of a good manager.” This too takes
courage.

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I present a discussion of leadership in the dangerous Afghan operational context, in which lives are
directly at stake. I also develop my observations into a series of recommendations for business
leaders/managers, whose activities are often driven by the overarching objective of shareholder wealth-
maximization.

At its core, and despite obvious differences, the importance of courage spans the two worlds. The Afghan
situation, like any other lethal, operational context of armed conflict, is typified by remarkable
complexities, superimposed on the inevitable “fog of war.” Leaders can’t always slow the tempo to a
desired rate; in battle, the tempo is high, and leaders have no choice but to contend with it and work
within its parameters. Leadership practise forged under these circumstances can also benefit the civilian
manager.

Contrary to popular belief, courage is not an absence of fear but acting despite its existence. Concerning,
successful leadership, the taking of calculated risks is a sign of courage. Having responsibility for one’s
actions is also a sign of courage.

Foresight

How often have you looked back on a past event and thought, "if I knew then what I know now, I could
have . . ." When we consider a past event with the advantage of reflective hindsight, we generally find
areas where we would have made better decisions. Unfortunately, however, until someone finds a way to
break free of the space-time continuum, going back in time and reworking past decisions is an exercise in
could-a, would-a, should-a. But what if, rather than going back in time to fix a poor decision, you were
able to look forward in time; and with this foresight you were better prepared to take advantage of a
particular event or better equipped to deal with a difficult circumstance. While strategic planning is a vital
competency for today's leaders as they craft a vision for the future, an equally important leadership
competency is strategic foresight to anticipate how this future might unfold.

Cooperation

Sharing is a social norm that is critical to being human. It is also learned early. In a study by the
University of Münster and Free University Berlin in Germany, children who were only 16 months old
were demonstrating helping behaviors as a result of paying attention to social norms. Another study
published in Nature Human Behavior found that as early as age 8 children pay attention to the unwritten
rules that lead to sharing. They are more likely to cooperate when they perceive generous behavior is
valued within a group.

One of the reasons sharing and cooperation are so important to us is because they speak to our need for
belonging. In fact, researchers at the University of Wyoming analyzed responses from over 2,400 people
and found whether people’s primary needs were for prominence, inclusiveness, avoidance of negativity or
tradition, at the root of all of these was a need for feeling connected and part of a group.

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Successful leadership also implies the ability to work with others. It is up to the leader whether he or she
can pull together and coordinate everyone to work towards the same goal.

Focus

Leaders need to know where to focus their time, energy, and resources. Leaders will, thus, have to focus
on their results and strengths, and those of their employees, if they hope ever to be successful.

1. The first ingredient is clarity about what you want to do. No surprises here. When people talk
about defining specific goals; casting a clear vision; or describing what success looks like they
are talking about variations on this one critical point.
2. The second ingredient is killing the other things you also want to do. This second ingredient
is far less obvious, and far more forgotten. Our natural tendency is to assume that if we just get
really clear about what we want to achieve that the seas will part and distractions will magically
evaporate. That’s the positivist approach. Reality calls for a reductionist approach.

A leader’s field of attention—that is, the issues and goals she focuses on—guides the attention of those
who follow her, whether or not the leader explicitly articulates it. People make their choices about where
to focus based on their perception of what matters to leaders.

This ripple effect gives leaders an extra load of responsibility: They are guiding not just their own
attention but, to a large extent, everyone else’s. When we say a leader has “focus” we typically are
referring to one-pointedness on business results, or on a particular strategy.

But is such single pointedness enough? What about the rest of the repertoire of attention? Leaders need
strengths in three areas of focus: self (inner), people (other), and system (outer) awareness. Inner focus
attunes us to our emotions and intuitions, guiding values and better decisions. Other focus smoothes our
connections to the people in our lives. And outer focus lets us navigate the larger world.

But the challenge goes beyond that. The key is finding balance and knowing when to use the right kind of
focus at the right time. Combining data on attention with that on emotional intelligence and performance,
this triple focus emerges as a hidden driver of excellence.

Foster Growth and Strong Values

The ability to recognize talent in the hiring process and building a team of strong and capable people is
one of the hardest yet significant parts of a leader’s role. But creating an environment that fosters growth
and strong values is just as important. When a business’s employees are excited to come to work and to
provide their all, that’s a good sign of effective leadership.

Measure Workforce Attitudes

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There are many ways to assess the effectiveness of leadership. Evaluations, external audits, and business
results are among them. However, the best way, in my opinion, is to measure and understand the attitudes
among the workforces. A great leader has one foot on the mountain and the other in the valley.

Evaluate Strategic Objectives

For our clients—private equity investors and their portfolio companies—leaders have clear insight into
whether they and their teams are meeting growth metrics and return on investment targets. Most firms
have strategic objectives, so leaders should measure themselves on whether those goals are being met or
not. If not, then leaders should do a deeper dive to uncover the causes.

Look At Objectives and Key Results

Measuring leadership effectiveness can happen in many ways and necessarily includes some intangible
aspects. But for big-picture objectives, an OKR (objectives and key results) system or a similar process
can help create accountability and transparency. OKRs give leadership the freedom to stretch the business
and push for innovation even while it establishes a system for measuring the results of various initiatives.

Examine The Customer Experience

A leader is only as effective as their weakest team member. The quickest way to sales growth is through
happy, talented teams because those teams will drive the best experience for your clients. Research shows
that customers remember their experience more than what they paid. Think back to your last Lyft ride.
What do you remember: the driver or the cost?

Inspire Others with A Shared Passion

Effective leadership is measured by inspiring others toward a shared passion. When your team members
truly understand the vision and can explain “why” in their own words, when they focus on who they are
serving and how they can better serve those customers and when they are energized to bring new ideas to
the table, you have inspired them with a shared passion. Make the impossible possible.

Leadership Success

What is meant by Leadership success?

Leadership is defined as the ability to encourage and inspire others to follow one's lead. To survive,
effective enterprises and companies require strong leadership, and great leaders are defined by the
characteristics they display while leading. These actions decide whether or whether followers are inspired

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and motivated by their leaders, or if they simply follow because they have to. The way a leader is seen
and how they function are both influenced by his or her leadership attributes. Leadership behavior is
frequently researched and debated since it is so significant.

A successful business is inextricably linked to effective leadership. In today's increasingly competitive

world, being able to step up and lead your firm to success is critical. However, as most of us are aware,
good leadership is based on character. Even more so than the behaviour’s themselves, one could argue
that character is more vital. You can also cultivate the vital traits that will determine your success.

The behaviours and attributes that make someone effective as a leader are known as leader behaviour.
Leaders use their actions to assist them lead, direct, and influence their team's work. Although there are
many natural features that boost leadership behaviour, there are techniques and activities that leaders can
work on to improve their conduct and become more effective. Leaders that utilize their actions to express
a vision, inspire teams, and ensure everyone is as productive as possible help organizations prosper.

The importance of leadership in an organization cannot be overstated. Great leaders may increase an
organization's morale. Effective leaders may make their employees feel secure and satisfied in their jobs
even in difficult circumstances. Employee retention is also aided by great leaders. In a company, turnover
is costly, and excellent leadership determines whether people stay or go. People don't quit jobs; they quit
bosses, as you've surely heard. As a result, exceptional leaders assist the organization in saving money
and increasing productivity by maintaining high retention rates. Similarly, outstanding leaders may assist
in the development of future leaders. They coach and mentor team members in order to assist them
advance in their current positions and prepare for other opportunities within the firm. This is beneficial to
everyone. Finally, outstanding executives are critical to the company's financial success. Greater
productive teams provide more results, increase innovation, and improve the organization's overall
performance.

While there are many leadership traits, skills, and abilities that a person can and should have to be
successful, there are a few that stand out as fundamentally important, including:

Be honest.

According to research, just 20% of consumers trust company leaders to speak the truth, which is a very
low figure for organizational trust. Honesty is a critical obligation for success as a leader now more than
ever. A successful leader is trustworthy, and their staff should be as well. Employees are considerably
more inclined to be honest in return if they believe their leader is honest with them. A corporate leader
who is honest will inspire trust in his or her staff, encouraging them to do the right thing when they are
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given information or asked to do something. This is a crucial component of a positive corporate culture
and organizational performance.

Be confident.

A good leader will exude confidence and set a good example. Confidence is a talent that you can cultivate
and promote in your company. The team will follow their lead when they enter into challenging tasks or
tight deadlines with confidence that they will succeed. Employees want to believe that their boss is brave
and ready to take on any challenge; they want someone who is confident in their ability to lead. As a
result, great leaders must have a high level of self-assurance. Confidence is crucial for great leadership,
especially when it comes to making decisions. Good leaders are secure in their decisions and go forward,
bringing their team along for the ride.

Keep communication channels open.

On a team, open communication equals fewer misunderstandings and difficulties. In order to be an

effective leader, you must have excellent communication abilities. When leaders communicate openly,
their teams understand exactly what is expected of them, when tasks must be completed, and how the
process works. Poor communication may lead to unresolved issues, missing deadlines, poor strategy, and
more. This is frequently a sign of weak leadership. To ensure that team members believe they can
communicate to their leader about anything, good leadership requires being clear with demands.
Employees should be able to communicate with their leaders and know that they will be heard if there is a
problem.

Address issues.

There will be problems in any organization. This can be either professional or personal concerns; in any
case, strong leaders must know how to deal with them. Problems should be addressed right away, not
postponed until a later date. Good leaders understand the importance of taking issues seriously and not
making employees feel that they should manage it on their own or that they don't need to worry about
them. They have the capacity to make people feel heard and respected confidence is a key component of
true leadership. Being open-minded and using good leadership style to help everyone feel at ease is also
part of leadership. Employees have higher regard for leaders that deal with problems immediately,
professionally, and equitably.

Make decisions.

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Good leaders aren't scared to make decisions, even if they're difficult to make. They avoid postponing
choices or allowing their personal opinions to influence them. They examine things thoroughly, conduct
thorough study, consider all options, and make a choice that they stick to. This will have a direct impact
on staff behavior. It may be problematic when a leader appears to be persuaded after making a choice.
However, if a leader is unwilling to receive criticism before making a decision, this might be a problem.
A good leader strikes a balance between making sure people understand the decision and adhering to it
once they've made it. They don't run away from tough decisions, but rather face them full on and
demonstrate their confidence to their workforce.

Provide objective feedback.

Personal sentiments and opinions should not be shared with their team by good leaders. Their input is
impartial and professional, allowing the team to anticipate what they may expect and where they can
improve. Good leaders recognize the importance of feedback in the development of their staff, and they
aren't hesitant to provide it. Their feedback, on the other hand, is always focused on their work
performance and how it affects the rest of the team. Team members that communicate in a
straightforward, honest, and open manner are better able to receive this type of criticism and are more
enthusiastic about prospects for growth and development in the workplace.

Reward achievement.

Recognizing and rewarding employee accomplishment has several advantages. Them perceive that their
actions are valued and are more inclined to repeat them; others realize that outstanding work may be
recognized; it boosts productivity and morale; and it shows employees that you care about their
contributions. Verbal praise, a gift, or even a bonus or increase can all be used as rewards. Positive
reinforcement is a powerful tool for helping staff improve and continue to do excellent things, according
to strong leaders. They seek to establish equitable incentive systems for the organization, and they keep
an eye out for any opportunities to reward their pupils. It's critical to cultivate and improve leadership
qualities that focus on helping employees succeed.

Conclusion

Leadership is a must in this global competitive work. Hence, the organization needs a leader who can
understand and handle the complexity of the world. Therefore, as a leader should always improve the
quality of knowledge related to leadership and implement it in the field where they contribute for

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Leadership is a process that emerges from a relationship between leaders and followers. People will be
more effective leaders when their behaviours indicate that they are one of us, that they share our values,
concerns and experiences, and are working for us. Seen this way, perhaps the usual advice for aspiring
leaders — “stand out from your peers” — is wrong. Perhaps aspiring leaders would be better served by
ensuring that they are seen to be a good follower.

Leadership effectiveness has a significant effect on the success of organizations in their strategies (Pastor,
2014). This result can be perceived as the degree of fulfilment of the purpose or task of the firm. In this
case, the performance can also be defined as the evaluation of all efforts made by the firm to achieve its
objectives.

People work most effectively when they trust each other. As a result of the analysis of the research, it is
seen that both leader effectiveness and knowledge sharing behaviour positively affect the work
performance of the employees within the organization. It is highly likely that the top management of the
organizations will have positive feedback if they apply the leadership characteristics they have in an
effective and meaningful way.

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