CFS 222: LEADERSHIP, DECISION MAKING, MANAGEMENT and ADMINISTRATION

CHAPTER 1:UNDERSTANDING DELF LEADERSHIP

SIGNIFICANCE OF SELF-LEADERSHIP

Self-leadership is the first stage, or leadership level. Self-leadership is of great important to the staff,
whether managers or ordinary subordinates.

Self-leadership allows leaders or senior officers, who undergo very little or no supervision, to prepare
and set targets on their own, as well as to control their own self to execute such plans.

For lower-level employees or subordinates, who cannot always be sure of the kind of governance or
leaders they may face in their carrers, self-management enables them to become effective and efficient
workers under any leadership they may encounter, be it laissez faire, free-rule, democratic or autocratic.

. Self-leadership helps make individual decision- makers proactive, focused, and autonomous. People
who do not have a strong sense of self- leadership tend to feel that they are not in control of
themselves, frequently lose concentration and easily get frustrated.

Thus, the effectiveness of organizational objectives accomplishment depends on the self-leadership of

both superiors and subordinates.

DEVELOPMENT OF SELF-LEADERSHIP

As mentioned earlier, everybody is a future leader. Leadership is therefore not an inborn trait, but it is
developed to become a leader through learning and training people with a sincere interest. The
following are the ways of developing self-leadership.

Clarity of Purpose
This means that each entity must have a vision or purpose and be able to set it up. Being your own
leader, your purpose от vision will be the foundation upon which you will build self-leadership. Without
clearly planned expectations or intent for your life, you will be at risk,attempting to fulfill the wishes or
ideas of people for your life and you will end up lost in the middle of nowhere.

2. Aim at Success and Take Reasonable Risks

Risk-taking is a necessary part of life. Challenge yourself to take on challenging assignments. Do not
deter yourself or others from past failures rather concentrate on success. However, risks which are
applicable to your intent should be fairly measured.

3.Spend Time to Reflect on Your Life

Reflections can also mean letting others make an objective evaluation of you. Although you remain the
active doer of the things that you are doing, you may only see things from your viewpoint. Taking some
time off to think about life. Compare experience of current and present to hopes of the future. You can
never notice those small defects until you pause to examine yourself.

4.Don't Tolerate Just Anything You should not risk your dream

You should learn to be intolerant to any suggestions or ideas that don't suit your vision. This intolerance
is not just toward others but also toward you. It involves not tolerating negative factors such as laziness,
anxiety and many others in your nature.

SIMPLE WAYS TO LEAD YOURSELF

The ones with real values and ethics are the most trustworthy leaders. Find ideals that reverberate with
your philosophy, temperament, and creeds to become an effective leader. People tend to be drawn
instinctively to somebody who has a dream, intent and dignity. One who treats people respectfully and
is empathetic to their needs. Make sure that you know what type of leader you want to become.
Personal beliefs in leadership, core values, and the implementation of those values help leaders become
successful.

Move Towards Purpose

You can't be a leader unless you have a clear intention to help you through the dark times. The aim at
the end of a tunnel is like a light; a hope that keeps us going. One has to spend time questioning the real
intent or inspiration behind being a leader. As a leader, you can inspire, guide, and encourage your
subordinates to achieve larger objectives. If you have a clear purpose, then you can make sure the tearn
is aligned with a common purpose.

Keep Improving Yourself

Great leaders are working hard to improve, expand and evolve into better versions of yourself of them.
Whether you've just started leading or you've been a veteran in your place, make it a point to learn
something new by going back home.

Make Mistakes But Never Make The Same Mistake Twice

The only thing that sets a leader different from a great leader is that he never makes the same mistake
twice. Note also that on the back of disappointment always comes the greatest successes. Trying new
stuff, and doing things that challenge your comfort zone, is important. You might end up making
mistakes whilst doing so. Everyone does. So over them there's no need to be ashamed.

Lead By Example

None is easier than leading from the front. Not only is it a brave thing to do but it is a very leading thing.
Perhaps that's why they all find it toughest. The only thing that can turn you into a leader is when you
begin to act like one.
 CHAPTER 2: ORGANIZATIONAL LEADERSHIP

CONCEPT OF LEADERSHIP

understanding of human nature such as needs, feelings and motivation. You have to come to learn the
be, know and do qualities of your people.

Leadership is the practice of driving people to achieve goals. This plays an important role in success and
efficiency of subordinates. Leaders do this by providing many means of shaping the actions of
subordinates. It's a process whereby an individual influences others and guides the organization in a
manner that makes it more cohesive and coherent

While leadership is learned, a leader's skills and knowledge can be influenced by his or her attributes or
traits, such as beliefs, values, ethics, and character. Knowledge and skills contribute directly to the
process of leadership, while the other attributes give the leader certain characteristics that make him or
her unique. A leader might have learned the skills in counseling others, but her traits will often play a
great role in determining how he counsels.

FOUR PRIMARY FACTORS OF LEADERSHIP

Leader

An individual appointed as a leader must understand himself honestly, what he knows and what he can
do. Take note that it is the followers that decide whether the leader is successful, not the leader or
anyone else. If they don't trust their leader, or lack confidence, they'll be uninspired. To be successful
you have to persuade your followers that you are worthy of being followed, not yourself or your
superiors.

Followers
Different people expect different leadership styles. A newly-employed deserves more supervision than
an accomplished subordinate does. An individual without motivation needs a different approach than
one with a high motivation level. You have to know your people, as a leader. The basic starting point is
to have a clear understanding of human nature such as needs, feelings and motivation. You have to
come to learn the be, know and do qualities of your people.

Communication

Being a leader, you lead by bidirectional communication. A great deal of that is nonverbal. For example,
when you "set an example," that shows your people you wouldn't ask them to do something you
wouldn't want to do. What and how you interact either strengthens or destroys your relationship with
your followers.

Situation

Every situation is different. Everything you do in one situation isn't automatically going to work in
another. You have to use your discretion to determine the best course of action and the style of
leadership needed for each situation. You may need to face a subordinate for inappropriate behavior,
for example, but if the confrontation is too late or too early, too harsh ar too mild, then the outcomes
may prove ineffective.Take note also that the disorder typically affects leader's actions more than its
characteristics. This is because while traits can be impressively stable over a period of time, they have
little consistency in situations (Mischel, 1968).

THEORIES OF LEADERSHIP

The theories below explain how people turn themselves into leaders. The first two demonstrate to a
small number of people the nature of leadership, while the third is the dominant theory today.

1. Traits Theory

Some personality traits may lead people naturally into leadership roles.
2. Great Events Theory

A crisis or important event can cause a person to rise to the occasion, putting forth extraordinary
qualities of leadership in an ordinary person.

3. Transformational or Process Leadership Theory

Today, it is the widely accepted theory. People can opt for leadership. People can learn the ability to the
leadership.

MOST IMPORTANT KEYS TO EFFECTIVE LEADERSHIP

(Lamb, McKee, 2004)

1. Trust and Confidence

2. 2. Effective Communication

• Helping employees understand the business strategy of the organization. overall

• Helping workers understand how they help achieve the organizational goals.

-Sharing information with workers on how the organization is doing and how its own group of
employees is doing.

So leaders need to be trusthworthyband be able to convey a vision of where the organization needs to
go.

LEADERSHIP PRINCIPLE

1. Know Yourself and Seek Self-Improvement

To seek self-improvement means to continually reinforce your attributes. This can be done by self-
study, formal classes, reflection, and interaction with others.

In knowing self and seeking self improvement, leaders should:

a) Evaluate their selves by using the leadership traits and determine their strengths and weaknesses.

b) They have to understand there “be, “know, and “do,” attributes.

c) They must work to improve their weaknesses and utilize their strengths.
d) By knowing their selves, and their experience and knowledge of group behavior, they can
determine the best way to deal with any given situation.

The strong, hard stand may be most successful with some leaders, and in certain circumstances;
however, the "big brother" approach may work better in other situations. In many ways leaders would
also improve their own selves. Leaders could ask colleagues and superiors for an honest appraisal of
their ability to lead. That will help them identify their strengths and weaknesses.

2. Be Technically and Tactically Proficient

We cant’ give that which we don’t have. We can’t make the things wwe don’t know rights. Respect is
the leader’s reward showing competence. Thus, leaders must:

a) Know their job and have a solid familiarity with their subordinates’ tasks.

Demonstrate their ability to accomplish the mission.Tactical and technical skills can be learned from on-
the-job training, seminar and self-directed learning efforts, as mentioned above.

3. Seek Responsibility and Take Responsibility for your Actions

Leaders must:

a. look for ways to drive the organization to new heights.

b. b. look aggressively for demanding tasks.

c. must use initiative and sound judgment when attempting to perform jobs which are not needed by
grade.

d. not blame someone as they often prefer to do sooner or later when things go wrong. They will look at
the situation; take corrective measures and move on to the next challenge. Seeking responsibilities also
means that leaders:

a. should be held responsible for their actions.

b. are responsible for the results of the acts of their subordinates. Regardless of their subordinates'
actions, they are held responsible for the decisions and their execution.

c. . must issue all directions in their own name.

d. must stick to their beliefs and do what they believe to be right, but accept justified and constructive
criticism.
e. must now withdraw or demote for a failure that is the result of their own mistake.

4. Make Sound and Timely Decisions

This principle suggests that leaders must: a. use good problem solving, decision making, and planning
tools. b. estimate a situation quickly, and make a sound decision based on that estimate. Hesitation or a
reluctance to take a decision leads subordinates to lose confidence in their leadership In effect, loss of
trust creates leadership skills. confusion reluctance within the organization. They do not and hesitate to
reconsider their decision until they make a decision and find it is the wrong one. Subordinates respect
the leader who immediately corrects errors, rather than attempting to direct through a poor decision.

c. establish a rational and organized thinking process through the practice of realistic situational
estimates.

d. plan for any incident reasonably foreseeable when time and circumstance allow.

e. seek their subordinates 'advice and suggestions wherever possible before making the decisions.

f. announce decisions in time to allow the required plans to be made by subordinates. g. encourage
subordinates to actively predict and make plans.

h. make sure their policies and plans are familiar with them.

i. consider the effects of their actions on all organization's leaders.

5. Set The Example

a. be a good role model for their employees. They must not only hear what they are expected pected to
do, but also see. When subordinate advances by promotion through ranks, all too often he or she
develops the mentality of "doing as I say, not as I do." Nothing forces subordinates out faster. As a
leader, your duty is to set by personal example the expectations for your subordinates. If you have high
personal expectations, then you can reasonably expect the same from your subordinates. If your
personal standards are not high, then you set a double standard for your subordinates, and you will
quickly lose their respect and trust. Know your ima image represents your subordinates. Examples are
demonstrating leadership.
b. show their subordinates a desire to do the same things that they expect them to do.

c. be physically fit, well groomed, and dressed appropriately. Hold positive outlook. Establish a desire to
compete by capitalizing on the strengths of its subordinates. The more complicated the situation, the
better the chance to show a calm and confident attitude.

d. behave themselves so that their personal habits are not open to criticism. their subordinates and
foster .

e. exercise initiative in the spirit of initiative.

f. avoid showing favoritism to any subordinate.

g. share risk and suffering with their subordinates to demonstrate their ability to bear their share of the
hardship.

h. develop the thought among their subordinates that they are the best officer for their position.

i. delegate authority and avoid over-supervision to create leadership among its subordinates.

6. Know Your People and Look Out for their Welfare

Leaders should: a. know human nature, and the importance of caring genuinely for its subordinates. It is
one of most important. the concepts, which is b. know their subordinates and their responses to
different situations. The knowledge could save lives. A subordinate who is anxious and lacks self-
confidence should never be put in a position where an important, immediate decision is needed.
Knowledge of the personalities of subordinates will allow the leader to decide how each subordinate is
best handled and when close supervision is required.

c. put the interests of their subordinates before theirs.

d. correct complaints and do away with discontent. see the company or organization leaders and let

e. them see ee him/her, so that every subordinate knows them and thinks they know them.

f. be accommodating.

g. get to know the subordinates under their control, and understand them.

h. let them see that they are ready to be completely prepared to perform any role that they can be
assigned.
I. be concern their selves with organization's leaders' living conditions.

j. help their workers get the appropriate help from the personal resources that are available.

k. protect the well-being of their subordinates by strong hygiene and sanitation supervision.

l. determine what the mental disposition of their subordinate is; maintain communication with their
thoughts.

m. ensure bonuses are allocated equally and equitably. Encourage customized development.

n. provide ample time for leisure, and focus on participation.

o. share their subordinates' struggles so that they can understand their reactions better.

7. Keep Your Subordinates Informed

To promote efficiency and morale, a leader should:

a. inform the subordinates of all happenings in his organization and give reasons why things should be
done. This is done when time and well-being permit, of course, Informing the colleagues about the
situation makes them feel a part of the team. Smart subordinates perform better, and can carry on
without your personal oversight if they are aware of the situation. Know how to communicate with
superiors and other key people as well as with them. The key to providing information is to ensure that
subordinates have enough information to intelligently do their job and encourage their commitment,
passion, loyalty and convictions.

b. explain whenever possible why they have to do the activities and how they plan to do them.

c. assure their self, through regular inspections, that immediate subordinates pass on the information
necessary. Be alert to dete detect the spread of rumors. Stop rumors by replacing them with the truth.
d. create morale and esprit de corpse by publishing knowledge about the unit's achievements.

d. keep their subordinates aware of existing legislations and regulations concerning their salaries,
promotions, rights and other than confidential matters.

8. Develop a Sense of Responsibility in Your Subordinates

a. Leader should help develop good character qualities that will assist them in carrying out their
professional duties. Another way to show your colleagues that you are involved in their well-being is to
provide them with the opportunity to develop their careers.

b. Assigning tasks and delegating the authority to carry out tasks fosters mutual trust and respect
between the leaders and subordinates. It also helps the subordinates to exercise responsibility and give
full cooperation in the execution of tasks. You show confidence in your subordinates when you properly
delegate authority, and and increase their desire for greater responsibilities. If you fail to delegate
authority, you point to a lack of leadership, and your subordinates may take it as a lack of confidence in
their abilities.

c. Operate through the Chain of command. Provide clear thought-provoking directions. Speak what to
do to your superiors, not how to. Hold them accountable for the outcomes, even if ultimate
responsibility remains yours. Delegate sufficient authority to enable them to carry ou out the task.

d. Provide regular opportunities for your subordinates to perform duties usually performed by the next
higher ranks.

e. Be quick to acknowledge the achievements of your subordinates when they show initiative and
creativity. Improve mistakes in judgment and action in a way that will make the subordinates try harder.

f. Avoid public criticism or condemnation. Give free advice and assistance when the subordinates need
it. Let your subordinates know that you will tolerate honest errors in return, without punishment; teach
them through critical and positive guidance.

g. Assign the subordinates to roles according to demonstrated or potential capability.

h. Be prompt in helping subordinates, and be fair. Have confidence in each subordinate, until you are
convinced otherwise. Willingly accept accountability, and ensure that your subordinates abide by the
same standard.

9. Ensure that Tasks are Understood, Supervised, and Accomplished

The secret to the obligation is communication. This idea is in the exercise of command necessary. Before
you can expect the success of your subordinates they must first know what is expected of them. You
have to convey the directions clearly, in a concise way. Speak at a level the colleagues are sure to
understand but not at sucg a low level that their intellect would be offended.

a. Before your subordinates begin a job, let them have the opportunity to ask questions or seek advice.
Supervision is paramount. You cannot know if the assigned task is being done correctly without
supervision. Subordinates view over- supervision as abuse, and effectively halt their initiative. b. Let
subordinates use their own strategies, and then test their progress regularly.

b. Ensure that an order is required before the order is issued. Use the chain of command established.
Give clear, concise, and constructive orders hand through research and practice.

d. Encourage subordinates to ask questions about anything that they do not understand in your
instructions or directives.

e. Ask your subordinates if there is any question or confusion about the mission or task/s to be done.

f. Monitor the execution of your orders and ensure that your subordinates have the resources necessary
to carry out the tasks or assignment.

g. Vary the monitoring schedule and the points you emphasize during inspections. Exercise care and
supervisory thinking.

10. Train as a Team

Although a lot of so-called leaders call their organization department, section, a team; they're not
teams. They are just a group of people who do their job.

a. With perfection and teamwork as an aim, each waking hour subordinates should be trained and
developed, challenged and checked, corrected and encouraged.

b. Subordinates are measured in appearance, bearing and attitude, self-improvement and most
importantly, performance.

c. There can be no reason for leaders failing to train their subordinates to the highest state of physical
condition and instructing them to be the very best in the arms profession.

d. Train with a reason and emphasize the core element of teamwork.

THE SIX POINTS OF LEADERSHIP POWER

power refers to the ability a person has to control another's actions such that he or she behaves
according to his or her wishes. Such power is a capacity or potential as it means a potential that does
not need to be realized in order to be effective. That is, there may be but it doesn't need to be used to
be successful. a power The strength of leadership is much more than the use of force. Leadership
encourages others to genuinely WANT to attain a goal, while dominance drives others to attain a target.
A superior police officer, for example, has certain powers over enlisted personnel, but that power does
not need to be used to be successful. The mere knowledge that an enlisted person has of the power of
an officer has some control over him or her. Below are French, Raven's (1959), Six Points of Leader
Power. These power points will help you to assess the impact you and others have on achieving full
negotiating skills.

1. Coercive Power - Power that is based on fear. A person with coercive power can make things hard for
humans. These are the people you wish to avoid being angry with. Employees who work under a
coercive boss are unlikely to commit themselves, and are more likely to resist the manager.

2. Reward Power -Compliance achieved on the basis of the ability to distribute rewards the others find
important. rewards which Might give people special benefits or incentives. Trading favors with him or
her might seem beneficial.

3. Legitimate Power - The power a in an organization's e power a person receives formal hierarchy as a
consequence of his or her role. The person has the right to expect you to comply with valid demands,
given his or her status and your job responsibilities.

4. Expert Power - Influence based on special skills or knowledge. Experience and knowledge give the
person respect. Expert influence is the most firmly and regularly connected to productive output of
subordinates.

5. Referent Power - Influence based on individual or desirable possession of wealth or personal traits.
Sometimes this is seen as beauty, elegance, or appreciation. You like the individual and you want to do
things for him or her.

6. Informational Power - Providing information to others which leads to thinking or acting in a new way.

SIGNIFICANCE OF SELF-CONTROL IN LEADERSHIP

A cyclone has the power to cause heavily damage to crops, houses and even cities. It could pack a wind
of 125-280 km/h enough to create a widespread destruction. It is said that the cyclone derives its power
from its calm center. Anonymous "He who is slow to anger is better than the mighty and he who rules
his spirit, than he who captures a city.
Proverbs 16:32

For leadership the same principle holds true. Leaders being influential individuals within the organization
and having the greatest impact on the lives of their people, must learn and exercise self-control. Leaders
are gaining people's trust, power and respect when they exemplify self-control. The more power a leader
has, the greater the confidence, influence and respect people will have for him. Will you have a calm area
like the cyclone? Have you been self-disciplined? Can one define your life as one of self-control?

LEADERSHIP TRAITS – a leader is one who knows the way, goes the way, and shows the way. “John
C. Maxwell”

If you describe a leader, he or she can prove to be a creator of difference between success and failure. A
good leader has a futuristic vision and knows how to turn his visions into success stories in the real world.

Whether you're just starting out as a leader, or have been leading for a while, you'll certainly benefit from
understanding the basic characteristics that all great leaders have. The role of manager or boss transcends
productive and efficient leaders. We also found a way to achieve the perfect blend of charm, passion and
self- assurance. It may seem as if some people are born with leadership skills, but with time and practice
the reality is most leadership characteristics can be trained, adopted, and strengthened. As we delve into
the list of effective leadership traits, you will learn the behaviors and attitudes of a good leader.

Let us take a close look at some of the important qualities of leadership, which separate good leaders from
bad ones. You must have all these qualities to become a good leader, but if you lack some of these
qualities, then you might struggle to make the mark in the leadership world.

1. HONESTY AND INTEGRITY - The supreme quality of 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.
2. CONFIDENCE - you should be comfortable enough to be an effective Ieader and ensure people
obey your orders. If your own decisions and values are uncertain, otherwise your subordinates
will never obey you. You must be oozing with confidence as a leader, display some assertiveness
in order to gain the respect of your subordinates. This doesn't mean you should be overconfident,
but at least you should show the degree of
3. INSPIRE OTHERS - If your actions inspire others to dream more, learn more, do more and
become more, you are a leader." John Quincy Adams Probably the hardest thing a leader has to
do is persuade others to comply. It can only be so if by setting a good example you inspire your
followers. They look up to you when the going gets tough, and see how you react to the situation.
They'll follow you, when you handle it well. As a leader, you should think positive and your
actions will make this positive approach clear. When you succeed in empowering your
 subordinates, you can easily resolve every obstacle now and in the future. confidence needed to
make sure your followers trust you as a leader.
4. COMMITMENT AND PASSION- The team looks up to you and you'll have to be enthusiastic
about that too if you want them to give their all. If your team sees you're getting your hands dirty,
they'll give their best too. It will also help you gain your subordinates 'confidence and instill new
energy in your team members, which will make them perform better. When they believe you are
not fully committed or lack motivation, then inspiring your followers to achieve the goal would
be an uphill task for you as a leader.
5. GOOD COMMUNICATOR - As a leader you have to communicate your vision clearly to your
team and tell them the plan for achieving the goal, it will be very difficult for you to get the
results you want if you don't. You can never be a good leader because you can't effectively
express your message to your team Words have the potential to get people motivated and make
them do the unthinkable. If you are making effective use of them, you can also achieve better
results.
6. DECISION-MAKING CAPABILITIES- A leader should have the ability to take the right
decision at the right time, in addition to having a futuristic vision. Leaders take actions that have a
profound impact on the people. A leader should think long and hard before taking a decision but
stand by it once the decision is made. Although most leaders make their own decisions, it is
highly recommended that you consult key stakeholders before you make a decision. After all,
they will benefit from your decisions or suffer from them.
7. ACCOUNTABILITY - A good leader takes little more than his share of the blame of the blame
and little less than his share of the credit." Arnold H. Glasow Make sure each of the subordinate
is responsible for what they do. Give them a pat on the back if they do well but when they fail
make them realize their mistakes and work together to improve. Holding them to account for their
actions will create a sense of duty among your subordinates and they will be more serious about
the organization.
8. DELEGATION AND EMPOWERMENT- You just can't do it all, right. Focusing on key
responsibilities is vital to a leader, while leaving the rest to others. Empower and delegate the
duties to your followers. When you try to micromanage your subordinates, a lack of trust will
grow and, more importantly, you won't be able to focus on important things, as you should.
Delegate the subordinate's duties and see how they do. Provide them with all the resources and
support they need to attain the target and give them an opportunity to bear responsibility.
9. CREATIVITY AND INNOVATION - Innovation distinguishes between a leader and a
follower." Steve Jobs In order to get ahead to today's fast-paced environment, a leader must be
creative and innovative at the same time. That helps you and your team stand out from the crowd,
is creative thinking and relentless creativity. Think about coming up with unique ideas out of the
box and transforming those ideas and goals into reality.
10. EMPATHY - As Leaders, empathy with your followers will grow. Don't adopt a dictatorial style,
and utterly lack empathy. You'll fail to connect more directly with your followers. Knowing the
followers' issues, and experiencing their pain, is the first step towards becoming effective leaders.
Even that is not enough until you work hard and provide the appropriate solution for your
followers.
LEADERSHIP STYLES AND THEIR PROS AND CONS- Below are the leadership styles Lewin, K. has defined. et al. Read
each style carefully and discuss their advantages and disadvantages over the lines given below.

1. TRANSACTIONAL LEADERSHIP- This strategy is strongly disciplinary, and is often called a leadership style of
"telling." The leader gives instructions to the members of his team and then uses various incentives and punishments to
either appreciate or punish what they do in response. Leaders give praise for a job well done or for a group member to
perform a department-wide mission hated because they missed a deadline.
2. TRANSFORMATIONAL LEADERSHIP- With this style of leadership, by empowering their workers to change,
leaders are trying to enhance or transform the individual or group into which they lead. Such leaders are working at
making changes and finding new ways to get things done. And as a result, by their ideas or insights into how something
should be improved or adjusted for their own work, they encourage and motivate others. Under transformational
leaders, people have plenty of flexibility, as well as plenty of breathing space to innovate and think outside the box.
3. SERVANT LEADERSHIP -Leaders are the ones who are willing to give up something of their
own for us. Their time, their energy, their money, maybe even the food off their plate. When it
matters, leaders choose to eat last. Simon Sinek Servant leaders work with this traditional motto:
"Serve first and lead." Instead of thinking about how to inspire people to follow their lead, they
channel most of their energies into seeking ways to help others. They make other people's needs a
priority over their own. Besides being natural leaders, those who follow the paradigm of servant
leadership don't try to hold a white-knuckle grip of their own rank or strength. Instead, they focus
on the advancement and growth of the people who follow them.
4. DEMOCRATIC LEADERSHIP - You could also hear this style of leadership referred to as
"participatory leadership." Members manage organizations and programs as well, a democracy.
Even though these leaders on the organizational hierarchy are statistically higher, they prioritize
working together and actively engaging their colleagues in the decision-making proc process.
Democratic leaders respect other people's ideas and feedback, and encourage discussion of those
inputs. We don't carry on orders from above, but take a much more inclusive approach to doing
things.
5. AUTOCRATIC LEADERSHIP- On the contrary to democratic leadership there is autocratic
leadership. You might think of that as an alternative to "my way or the highway." Autocratic
leaders see themselves as having absolute power and making decisions on their subordinates'
behalf. They decide not just what needs to be done, but how to accomplish certain tasks too.
6. BUREAUCRATIC LEADERSHIP- To put it another way, bureaucratic leadership goes "by the
book." With this style of leadership, there is a specified collection of boxes to check to be a true
leader. Bureaucratic officials, for example, possess hierarchical authority. A power comes from a
formal position or title rather than from the unique characteristics or characteristics they hold.
They also have a set list of duties, as well as clear rules and procedures for how they will handle
and make decisions for others. They just have to follow the path set out for them.
7. LAISSEZ-FAIRE LEADERSHIP- This is a French word that translates to "leave it be" which
sums up this hands-off leadership approach accurately. Micromanagement is just the opposite.
Laissez-faire leaders have the tools and services required to do so. But then they step back and let
their team members make decisions, solve problems and get their work done without having to
worry about their every move being obsessively watched by the leader.
8. CHARISMATIC LEADERSHIP- Charismatic leaders have charismatic personalities, and a
great deal of determination to achieve their goals. Such leaders use eloquent communication and
 persuasion to unite a team around a cause, instead of promoting actions by strict instructions. You
will spell out their dream clearly and get other people excited about the same target.

HOW TO BECOME AN ETHICAL LEADER?

a. Define and Align Your Values

Consider the morals you were raised with: "Treat others how you want to be treated" "Always say
"thank you," "Help those who are struggling," etc. But as you evolve, and as society progresses,
traditions alter, often causing changing values. Ask yourself what matters to you as a person, and
then align that with your leadership goals. It not only reflects your honesty in describing your
beliefs, it also inspires the colleagues to do the same, building a shared vision for all staff.

b. Champion the Importance of Ethic

An ethical leader's job is to focus on the overall significance of ethics, including ethical standards
and other ethical issues, and how those factors that influence society. As an ethical leader,
educating peers about ethics is crucial, particularly in cases where they face an ethical issue at
work.

c. Hire People with Similar Values

Although your views need not be identical to those of your workers, you should be able to
establish common ground with them. This often starts with the hiring process and is sustained
through a declaration of vision.

d. Promote Open Communication

Each subordinate is different although they share similarities. Be open with every decision you
make, and seek input from your team. It makes you become a better leader and helps you feel
more comfortable in expressing your thoughts or concerns with your subordinates. Collecting
input from your team will help you improve as a leader and will push the organization forward.

e. Beware of Bias
As people, many of us have antiquated or mistaken convictions, subconscious or otherwise.
Every leader wants to admit to their shortcomings but failure to practice self-awareness will lead
to detrimental effects. Everyone has prejudice, but you haven't been called on for the longest
time, because you've never really been tested. Leaders need to look at themselves and be honest
in fact having prejudices that can impinge on the feeling of ease at work of another person. For
you to build and maintain better relationships with your subordinates, be an open-minded leader.
 f. Lead By Example
Leading by example is a noble attribute of a leader. The best way to ensure an ethical
organization is to lead by example. It is important to remember as an ethical leader, that actions
always speak louder than words. People are more likely to judge others, rather than what they
say, based on how they behave. Ethical leaders may begin to earn the respect of their peers by
practicing and demonstrating the use of ethical, truthful, and unselfish conduct to subordinates.

g. Find Your Role Models

In history, there are many leaders, doing a little study of strong, powerful leaders and trying to
identify what they are doing well. Then incorporate it into their own style of leadership.

h. Care for Yourself so you are able to Care for Others

As the saying goes, "You can't pour from an empty cup." The cornerstone for strong leadership is
to have a calm and competent disposition. This can be done by ensuring that you, as a person, are
focused on fulfilling your own needs such as sleep, nutrition and a true relationship with loved
ones. It may seem easy to devote time to self-care, but ultimate it's crucial to improving your
leadership abilities. The leader who is happy and satisfied with life seeks peace and fulfillment
for those they lead.

IMPACTS OF ETHICAL LEADERSHIP Ethical leaders will help to build a healthy atmosphere
through constructive partnerships at three levels: the individual, the team and the organization at large.
Nurturing connections at each of these levels will result in the following outcomes and benefits.

1. The Well-Being of the Individual

A strong ethical leader has an important responsibility for maintaining a positive working
environment. Ethical leaders leading by example should persuade others to do likewise. People
are generally influenced by the things occurring around them. Good contact between colleagues
can help to influence efficiency and attitude in the workplace.
2. The Energy of the Team
Ethical leadership can also include behavior control and co-operation within a team. In the
workplace, morale usually is stronger when people get along with each other. When colleagues
work as a team, this can help build relationships in the workplace and improve the group's overall
performance. Strong leaders usually lead by example.
3. The Health of the Organization
The value of maintaining a positive mindset in the workplace has much to do with improving the
organization's overall health. When people are able to show respect for each other and value the
views of others, this can help to create a productive work climate. There can be an ethical
organization when people's groups work together in an atmosphere of mutual respect, where they
can develop individually, build friendships and contribute to the overall objective.
THE 4-V MODEL OF ETHICAL LEADERSHIP
The 4-V model aims to reconcile internal beliefs and values for the common good with external
behaviors and actions.
The four V'S stand for:
1. Values
2. Vision,
3. Voice, and
4. Virtue
These characteristics help to build a strong ethical leader. In the end, an ethical leader's main goal is to
create a world in which the future is positive, inclusive and allows all individuals to pursue and fulfill
their needs and fulfill their maximum potential.
VALUES FORMATION IN LEADERSHIP

Values is not a subject that has been talked about so often but one that plays an important role in acts and
performance. Because values are personal and not always clearly defined, they remain an essential but
under-discussed and undervalued part of who you are as an individual and as a leader.

Everyone has values, and when clearly understood and established, they become much more important.
To get the most out of what happens, the best initial step would be to identify your values and write down
those that are most important to you.

REASONS WHY VALUES MATTER TO LEADERS

1. Values Guide Your Decisions - You have a lot of decisions to make as a dictator, those that only
affect you and those that impact many others. Once you start with your principles, choices, big or small,
can be taken faster, simpler and with greater confidence. Go your choices against your merit scheme. It's
the best place to start.

2. Values Strengthen Your Ability to Influence - If you associate with your beliefs, you are
communicating with your passions. People are drawn to you when you speak with passion, they are more
likely to hear your message and you will be more successful in persuading and influencing. As a leader it
should be self-evident why this is vital to your values.

3. Values Create Clarity - When you're happier your life is simpler in so many ways. Clarity helps you
concentrate, make yourself more successful and much more. One of the fastest ways in your life to
achieve clarity is to be clear about your beliefs first. If you work from this point of departure all the other
clarification advantages will follow.

4. Values Reduce Stress - The majority of the people I know want less tension in their lives. It's doubly
important as a leader because your tension is infectious-it infects those around you. It's easier to
communicate when the choices are smoother, and you're clearer about issues that you'll have less tension.
In the past you may not have been talking about values in this way; but it is absolutely true that living
from your values is a great way to reduce stress.
5. Values Guide Your Actions - Knowing and understanding your beliefs, is one thing. Behave
according to them is another matter. This reality has an effect on all the ideas that have been shared so far,
because all the advantages are achieved when you recognize and then act upon your beliefs. Of those
advantages, this is the most practical. Your beliefs are what drive your actions. While it helps to define
who you are, having clear beliefs can be so much more useful on a daily basis. It allows you to be a more
successful, efficient and confident leader by being clear on your values.