Components of leadership

Rudy Giuliani’s Components of leadership

1. Have a set of beliefs. The essence of
leadership is that people know what you stand
for.
2. Be optimistic. No one follows a pessimist. A
leader must appeal to people’s hopes, dreams,
and aspirations.
3. Understand courage. Having courage is not
about being fearless, but rather about having
fear, recognizing it, and overcoming your fear.
4. Prepare relentlessly. Leadership is intensive preparation.

5. Create a strong team. To create a strong team, first recognize your

own weaknesses. You can then create a balanced team by finding
people who compensate for the areas of your weakness.

6. Communicate. Explain to people what you need of them and what

direction you want them to go in. Also, communicate by example or
action.
Motivation
Berelson and Steiner have defined motive as “an inner state that
energizes, activates, or moves (hence ‘motivation’), and that directs or
channels behavior toward goals.

Robbins defines motivation in an organizational sense as “the

willingness to exert high levels of effort to reach organizational goals,
conditioned by the effort’s ability to satisfy some individual need
Campbell et al. define motivation in terms of three
measures of the resulting behavior:

1. The direction of an individual’s behavior (measured by the choice

made when several alternatives are available)
2. The strength of that behavior once a choice is made
3. The persistence of that behavior
McGregor's theory X and Theory Y
 Theory X

In his Theory X, he painted a dismal picture of the nature of the

average person and its implications for the task of management.
1. Management is responsible for organizing the elements of productive enterprise
money,
materials, equipment, people in the interest of economic ends.
2. With respect to people, this is a process of directing their efforts, motivating
them, controlling
their actions, modifying their behavior to fit the needs of the organization.
3. Without this active intervention by management, people would be passive, even
resistant
to organization needs. They must therefore be persuaded, rewarded, punished,
controlled
their activities must be directed. This is management’s task.
 THEORY Y

For these and many other reasons, we require a different theory of the
task of managing people based on more adequate assumptions about
human nature and human motivation
• 1. Management is responsible for organizing the elements of productive enterprise
money, materials, equipment, people—in the interest of economic ends [identical to
(1) for Theory X].

• 2. People are not by nature passive or resistant to organizational needs. They have
become so as a result of experience in organizations.

• 3. The motivation, the potential for development, the capacity for assuming
responsibility, the readiness to direct behavior toward organization goals are all
present in people. Management does not have to put them there. It is the
responsibility of management to make it possible for people to recognize and
develop these human characteristics for themselves.

• 4. The essential task of management is to arrange organizational conditions and

methods of operation so that people can achieve their own goals best by directing
their own efforts toward organizational objectives.
McGregor summarized by saying that “Theory X places
exclusive reliance upon external control of human
behavior, while Theory Y relies heavily on self-control
and self-direction