A leader is best

When people barely know he exists. When his work is done, his aim fulfilled They will say:

We did it over selves.

The big question of the industry, all time but difficult to answer is to find good leaders and managers. You might not feel significant difference between a leader and a manager because both apparently do more or less the same task in an organization. Leadership and management must go hand in hand. Workers need their managers not just to assign tasks but to define purpose. Managers must organize workers, not just to maximize efficiency, but to nurture skills, develop talent and inspire results. Some experts in the industry believe that leadership and management are necessarily linked and complementary. Any effort to separate them is likely to cause more problems. Another group of experts in the industry believe that the managers job is to plan, organize and coordinate, while the leaders job is to inspire and motivate. As suggested by famous trait theory of leadership, successful leaders must have interests, ability and personality traits which are unique for that person. These traits are not responsible solely to identify whether a person will be a successful leader or not, but they are essentially seen as preconditions that endow people with leadership potential.

Emotional Maturity: well adjusted, does not suffer from severe psychological disorders.

Achievement drive: person with high level of effort, ambition, energy and initiative.

Leadership motivation: Person with intense desire to lead others and take calculated risks.

Knowledge of business: Knowledg e of industry and other technical matters

Core Traits (suggested by researches as most relevant in leadership)

charisma, creativity and flexibility

Honesty and Integrity: Person who can trust, reliable and open not bias or attached to anybody

Self confidence: Person who has confidence on his abilities and ideas.

Cognitive ability: Capable of exercising good judgment, strong analytical abilities, and conceptually skilled

Role difference between manager and leader True Leader

Create the vision and sell it to the organization

Manager
Make the detailed plan and implement the vision

The leader has a long-range perspective. Show courage in trying new ideas The manager has a short-range view The leader focuses on people. Take risk then Seek , through the process The manager focuses on systems and structure Perhaps better for all when improvement ,to built something there was a timestake the calling of the manager and that of the leaderMake be could certain that the work/job implementation or holders change separated. A foreman in a factory probably process is proceeding according to schedule didnt have to give much thought to what he and budget, sometimes at the expense of was producing or to theamongwho were people new ideas. Built trust, loyalty and commitment employees. See and perform)

producing it. His job was to follow orders, organize the work, assign the rightEnsureto people that all employees are knowledgeable and the necessary task, coordinate the can provide the information required so that results and themselves as servant leaders.(Who bear the ordered. The focus risk ensure the job got done as absorb shocks while facilitating others to leaders can weigh the alternatives and make the was on efficiency. decisions.

Set the stricture in place to ensure tactically, that continuous improvement occurs. Prepare plans to ensure that organization values develop incrementally over a period of specified time.

The situational leadership style. The more recent development in leadership theory says, there is no single "best" style of leadership. Effective leadership is task-relevant and that the most successful leaders are those that adapt their leadership style with maturity, which is developed by Prof. Paul Hersey and Mr. Ken Blanchard in their situational leadership theory. Success of the leadership depend on the capacity to set high but attainable goals, willingness and ability to take responsibility for the task, and relevant educational background and experience of an individual or a group they are attempting to lead or influence. That effective leadership style varies, not only with the person or group that is being influenced, but it will also depend on the task, job or function that needs to be accomplished. When characterize the leadership style of a leader, task behavior and relationship behavior play a vital role. A leader with task behavior will normally assign necessary tasks to the members of the team while a leader with relationship behavior uses the relationship with the members to get the work done. A leader with task behavior normally tend to use the telling or selling strategy in the process Telling: Selling: leader defines the role of the individual or group and provides the what, why, how, when and where to do the task While the leader still providing the direction, he or she is now using two way communications and providing the socio emotional support that will allow the individual being influenced Where value comes increasingly from knowledge of to buy into the process. people, and where workers are no longer
undifferentiated cogs in an industrial machine, management and leadership are not easily separated. People look to their managers, not just to assign them a task, but to define for them a purpose. And managers must organize workers, not just to maximize efficiency, but to nurture skills, develop talent and inspire results.

A leader with relationship behavior tend to use the participating or delegating strategy in the process Participating: This is how shared decision making about aspects of how the task is accomplished and the leader is

providing less task behaviors while maintaining high relationship behavior. Delegating: The leader is still involved in decisions; however, the process and responsibility has been passed to the individual or group. The leader stays involved to monitor progress.

A wise leader should always use the correct mix of strategy for optimal results. Effective leaders need to be flexible, and must adapt themselves according to the situation. Good leaders always try to develop self motivated and independent followers who can work without much follow up and guidance. In this case competences and commitment of the staff must be improved. It is well known fact that the leaders high, realistic expectation causes high performance of followers while, the leaders low expectations lead low performance of followers.

M1 People at this level of maturity are at the bottom level of the scale. They lack the knowledge, skills, or confidence to work on their own, and they often need to be pushed to take the task on. (Unable but willing) M4 These followers are able to work on their own. They have high confidence and strong skills, and they're committed to the task. (Very capable and confident) M3 Here, followers are ready and willing to help with the task. They have more skills than the M2 group, but they're still not confident in their abilities. (Capable but unwilling) M2 At this level, followers might be willing to work on the task, but they still don't have the skills to do it successfully. (Unable and insecure)

Maturity level of the people(followers) in the organisation

The theory states that instead of using just one leadership style, successful leaders should change their leadership styles based on the maturity of the people they're leading and the details of the task. Using this theory, leaders should be able to place more or less emphasis on the task, and more or less emphasis on the relationships with the people they're leading, depending on what's needed to get the job done successfully.

Telling/direc ting leadership style.

Selling/coac hing style. M1: Low maturity level of the followers M2: Medium maturity, limited skills M3: Medium maturity, higher skills but lacking confidence

M4: High maturity level of the followers

Delegating deadership style,

Participating ,supporting style.

The Hersey-Blanchard model of leadership theory proposed to map each leadership style to each maturity level, as shown above. Leader must select the most appropriate leadership style considering the situation. Leadership Style Examples Case 1: You're about to leave for an extended holiday, and your tasks will be handled by an experienced colleague. He's very familiar with your responsibilities, and he's excited to do the job. Instead of trusting his knowledge and skills to do the work, you spend hours creating a detailed list of tasks for which he'll be responsible, and instructions on how to do them. The result? Your work gets done, but you've damaged the relationship with your colleague by your lack of trust. He was an M4 in maturity, and yet you used an S1 leadership style instead of an S4, which would have been more appropriate. Case 2: You've just been put in charge of leading a new team. It's your first time working with these people. As far as you can tell, they have some of the necessary skills to reach the department's goals, but not all of them. The good news is that they're excited and willing to do the work. You estimate they're at an M3 maturity level, so you use the matching S3 leadership style. You coach them through the project's goals, pushing and teaching where necessary, but largely leaving them to make their own decisions. As a result, their relationship with you is strengthened, and the team's efforts are a success. Referances; 1. 2. 3.
4.
Hersey, P. and Blanchard, K. H. (1977). Management of Organizational Behavior: Utilizing Human Resources (3rd ed.) New Jersey/Prentice Hall
The One Minute Manager: The Quickest Way to Increase Your Own Prosperity (with Spencer Johnson, William Morrow & Co, 1982) ISBN 0060085797

http://www.mindtools.com

http://www.leadership-central.com/situational-leadership-theory