Book contents
- Frontmatter
- Contents
- Preface
- Chapter 1 Peak Performance
- Chapter 2 Supportive Environment
- Chapter 3 Rewarding Performance
- Chapter 4 Job Satisfaction
- Chapter 5 Productivity Settlement
- Chapter 6 Power of Communication
- Chapter 7 Human Capital
- Chapter 8 Nurturing Work Culture
- Chapter 9 Manage Change
- Chapter 10 Knowledge Management
- Chapter 11 Managerial Effectiveness
- Chapter 12 Retention of Talents
- Chapter 13 Leadership
- Chapter 14 Industrial Relations
- Chapter 15 Demotivators
- Bibliography
- Index
Chapter 13 - Leadership
Published online by Cambridge University Press: 26 October 2011
- Frontmatter
- Contents
- Preface
- Chapter 1 Peak Performance
- Chapter 2 Supportive Environment
- Chapter 3 Rewarding Performance
- Chapter 4 Job Satisfaction
- Chapter 5 Productivity Settlement
- Chapter 6 Power of Communication
- Chapter 7 Human Capital
- Chapter 8 Nurturing Work Culture
- Chapter 9 Manage Change
- Chapter 10 Knowledge Management
- Chapter 11 Managerial Effectiveness
- Chapter 12 Retention of Talents
- Chapter 13 Leadership
- Chapter 14 Industrial Relations
- Chapter 15 Demotivators
- Bibliography
- Index
Summary
There is a direct link between one's expectation from the company on one hand and contribution to the company's goals on the other. But there are officers, who manage things by pushing and driving. On the contrary, leaders expect the best from each person and give them goals they can reach if they push their limits. Leaders know that one can feel genuine happiness by achieving the impossible, performing extraordinarily well and surprising oneself with display of hidden strength. They set themselves as a model for other people to follow.
Ability to influence others
Leaders are expected to be forward looking, to have a sense of direction and to be concerned about the future of the enterprise. Leaders must have followers and no one can truly follow a person who has no dream. Great leaders pull the team forward and keep it on course. Leadership is the ability of one individual to influence the behaviour of many others towards the achievement of a particular task or set of tasks. Good leaders are those who can get things done the way they wish them to be done.
Some people may have influence over others. They possess the kind of personality that induces others to follow them. There are people, who manage things by issuing directives under the authority that their organisational position has given them. Leadership is a social process as it involves interaction between people. Leaders are proud of the free enterprising way of life and seek to enrich the lives of others by the richness of their own experience and knowledge.
Excellent organisations have leaders who set and communicate a clear direction for their organisation.
- Type
- Chapter
- Information
- Human Capital , pp. 181 - 188Publisher: Foundation BooksPrint publication year: 2007