How to be a leader? what r the qualities a Leader should have?wat makes a good Leader?how to be a good Leader?

Question

How to be a leader? what r the qualities a Leader should have?wat makes a good Leader?how to be a good Leader?

Answer 1

I wish I could tell you because I want to be a leader,and I want to know how.

Answer 2

Confidence.* Good Self-Esteem* Natural leadership skills*Charm

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Making people feel special, but not by pretending to care, but really caring.

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Being able give negative info in a positive way

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Treating your team or group like the family that you really wanted

besides you'll spend more time with them than your family

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Cutting down on s*x, a true leader hasn't the time for it.  Still have it, but quality crazy kind.

Donald Trump roughly said one time that he loved closing deals better than having s*x!!!

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Being open to staff ideas they know more than you think they do

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Be understanding to real life problems, make sure get stuff done on time (may need some temp help if real staff are having a lot of problems)

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read (Much better to do audio or e-books faster) on the subject

Listen to them in your car everyday

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Brain Tracy is very very good (public speaker) can get FREE     "Quote of the day"      Very Good      no spam stuff

Tips with business, Life & more   also   Very Good   Free

Zig Zaglar (public speaker)

Wayne Dyer (more for you soul)

Leo B (some italian guy prof. on Love)

Public Speaking for dummies

Management for dummies

Dr. Phil (how to deal you & others in general)

John Grey (Men are from Mars... in the workplace)

Dale Carnegie   "How to win friends & influence people"

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Making sure you understand that your staff think truly differently than you (some don't want to work 24/7 & respect that)

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Listen to relaxing music on breaks baroque (classical type) will put brain into both sides (simply works better), but sounds like church music.  Some types of Techno that is Trance & Jungle will do it also & it sounds a lot better.

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Staff also have different personal type.  learn through business audio/e-books which person is best for which job.  They & you will be better off

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The word leadership can refer to:

the process of leading

the concept of leading

those entities that perform one or more acts of leading.

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From Wikipedia:

One can categorize the exercise of leadership as either actual or potential:

actual - giving guidance or direction, as in the phrase "the emperor has provided satisfactory leadership"

potential - the capacity or ability to lead, as in the phrase "she could have exercised effective leadership"; or in the concept "born to lead".

Leadership can have a formal aspect (as in most political or business leadership) or an informal one (as in most friendships). Speaking of "leadership" (the abstract term) rather than of "leading" (the action) usually implies that the entities doing the leading have some "leadership skills" or competencies. Several types of entities may provide or exhibit leadership, actual or potential, including:

a person in the position or office of authority, such as a President [1]

a person in a position or office associated with expertise, skill, or experience, such as a team leader, a ship's captain, a chief engineer, or a parent

a group or person in the vanguard of some trend or movement, as in fashion trend-setters

a group of respected people, (called a "reference group" by sociologists) such as business commentators or union spokespersons [2]

a product that influences other product offerings in a competitive marketplace

Leadership can come from an individual, a collective group of leaders, or even from the disincarnate — if not mystical — characteristics of a celebrity figurehead (compare hero). Yet other usages have a "leadership" which does little active leading, but to which followers show great (often traditional) respect (compare the courtesy title reverend). Followers often endow the leader with status or prestige. Aside from the prestige-role sometimes granted to inspirational leaders, a more mundane usage of the word "leadership" can designate current front-runners that exercise influence over competitors, for example, a corporation or a product can hold a position of "market leadership" without any implication of permanence or of merited respect. (See also price leadership.) Note that the ability to influence others does form an integral part of the "leadership" of some but not all front-runners. A front-runner in a sprint may "lead" the race, but does not have a position of "leadership" if he does not have the potential to influence others in some way. Thus one can make an important distinction between "being in the lead" and the process of leadership. Leadership implies a relationship of power — the power to guide others.

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One can govern oneself, or one can govern the whole earth. In between, we may find leaders who operate primarily within:

families

bands

tribes

states and nations

empires

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Determining what makes effective "leadership"

In comparing various leadership styles in many cultures, academic studies have examined the patterns in which leadership emerges and then fades, sometimes by natural succession according to established rules and sometimes by the imposition of brute force.

The simplest way to measure the effectiveness of leadership involves evaluating the size of the following that the leader can muster. By this standard, Adolf Hitler became a very effective leader for a while — even if through delusional promises and coercive techniques. [7] However, this approach may measure power rather than leadership. To measure leadership more specifically, one may assess the extent of influence on the followers, that is, the amount of leading. This may involve testing the results of leadership activities against a goal, vision, or objective.

James MacGregor Burns introduced a normative element: an effective Burnsian leader will unite followers in a shared vision that will improve an organization and society at large. Burns calls leadership that delivers "true" value, integrity, and trust transformational leadership. He distinguishes such leadership from "mere" transactional leadership that builds power by doing whatever will get more followers. [8] But problems arise in quantifying the transformational quality of leadership - evaluation of that quality seems more difficult to quantify than merely counting the followers that the straw man of transactional leadership James MacGregor Burns has set as a primary standard for effectiveness. Thus transformational leadership requires an evaluation of quality, independent of the market demand that exhibits in the number of followers.

The functional leadership model conceives leadership as a set of behaviours that helps a group perform a task, reach their goal, or perform their function. In this model, effective leaders encourage functional behaviors and discourage dysfunctional ones.

In the path-goal model of leadership, developed jointly by Martin Evans and Robert House and based on the "Expectancy Theory of Motivation", a leader has the function of clearing the path toward the goal(s) of the group, by meeting the needs of subordinates.

Some commentators use the metaphor of an orchestral conductor to describe the quality of the leadership process. An effective leader resembles an orchestra conductor in some ways. He/she has to somehow get a group of potentially diverse and talented people - many of whom have strong personalities - to work together toward a common output. Will the conductor harness and blend all the gifts his or her players possess? Will the players accept the degree of creative expression they have? Will the audience enjoy the sound they make? The conductor may have a clear determining influence on all of these questions.

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Suggested qualities of leadership

Studies of leadership have suggested qualities that people often associate with leadership. They include:

Guiding others through modelling (in the sense of providing a role model) and through willingness to serve others first (compare followership)

Talent and technical/specific skill at some task at hand

Initiative and entrepreneurial drive

Charismatic inspiration - attractiveness to others and the ability to leverage this esteem to motivate others

Preoccupation with a rôle - a dedication that consumes much of leaders' life - service to a cause

A clear sense of purpose (or mission) - clear goals - focus - commitment

Results-orientation - directing every action towards a mission - prioritizing activities to spend time where results most accrue

Optimism - very few pessimists become leaders

Rejection of determinism - belief in one's ability to "make a difference"

Ability to encourage and nurture those that report to them - delegate in such a way as people will grow

Role models - leaders may adopt a persona that encapsulates their mission and lead by example

Self-knowledge (in non-bureaucratic structures)

Self-awareness - the ability to "lead" (as it were) one's own self prior to leading other selves similarly

With regards to people and to projects, the ability to choose winners - recognizing that, unlike with skills, one cannot (in general) teach attitude. Note that "picking winners" ("choosing winners") carries implications of gamblers' luck as well as of the capacity to take risks, but "true" leaders, like gamblers but unlike "false" leaders, base their decisions on realistic insight (and usually on many other factors partially derived from "real" wisdom).

Understanding what others say, rather than listening to how they say things - this could partly sum this quality up as "walking in someone else's shoes" (to use a common cliché).

The approach of listing leadership qualities, often termed "trait theory", assumes certain traits or characteristics will tend to lead to effective leadership. Although trait theory has an intuitive appeal, difficulties may arrise in proving its tenets, and opponents frequently challenge this approach. The "strongest" versions of trait theory see these "leadership characteristics" as innate, and accordingly labels some people as "born leaders" due to their psychological makeup. On this reading of the theory, leadership development involves identifying and measuring leadership qualities, screening potential leaders from non-leaders, then training those with potential.

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David McClelland, a Harvard-based researcher in the psychology of power and achievement, saw leadership skills, not so much as a set of traits, but as a pattern of motives. He claimed that successful leaders will tend to have a high need for power, a low need for affiliation, and a high level of what he called activity inhibition (one might call it self-control).

Situational leadership theory offers an alternative approach. It proceeds from the assumption that different situations call for different characteristics. According to this group of theories, no single optimal psychographic profile of a leader exists. The situational leadership model of Hersey and Blanchard, for example, suggest four leadership-styles and four levels of follower-development. For effectiveness, the model posits that the leadership-style must match the appropriate level of followership-development. In this model, leadership behaviour becomes a function not only of the characteristics of the leader, but of the characteristics of followers as well. Other situational leadership models introduce a variety of situational variables. These determinants include:

the nature of the task (structured or routine)

organizational policies, climate, and culture

the preferences of the leader's superiors

the expectations of peers

the reciprocal responses of followers

The contingency model of Vroom and Yetton uses other situational variables, including:

the nature of the problem

the requirements for accuracy

the acceptance of an initiative

time-constraints

cost constraints

However one determines leadership behaviour, one can categorize it into various leadership styles. Many ways of doing this exist. For example, the Managerial Grid Model, a behavioral leadership-model developed by Robert Blake and Jane Mouton in 1964, suggests five different leadership styles, based on leaders' strength of concern for people and their concern for goal achievement.

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Kurt Lewin, Ronald Lipitt, and R. K. White identified three leadership styles: authoritarian, democratic, and laissez-faire, based on the amount of influence and power exercised by the leader.

The Fiedler contingency model bases the leader’s effectiveness on what Fred Fiedler called situational contingency. This results from the interaction of leadership style and situational favourableness (later called "situational control").

Enjoy!!!  Now go be a GREAT LEADER!!!       :)  :) :)

Answer 3

Maybe you can read book about Sun Tze the Art of War.

Inside it will touch on General qualities which is required for being a good leader.

Answer 4

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