LEADEARSHIP AND POWER IN LEADEARSHIP AND POWER IN ORGANIZATIONSORGANIZATIONS

BYBY

WANENO CHARLES OMONDIWANENO CHARLES OMONDI

PRESENTED PRESENTED ON 23ON 23RDRD APRIL 2009 APRIL 2009

FACILITATED BY: DR. MARGARET GACHURUFACILITATED BY: DR. MARGARET GACHURU

INTRODUCTIONINTRODUCTION

What is leadership?What is leadership?

• A dynamic process of influencing others to A dynamic process of influencing others to achieve organisational goals.achieve organisational goals.

• It is more than personality or appointmentIt is more than personality or appointment

• Oxford English Dictionary defines it as..Oxford English Dictionary defines it as..‘to cause ‘to cause to go with one…..to provide guidance’ to go with one…..to provide guidance’

• Leaders set direction and people follow them.Leaders set direction and people follow them.

• It is about inspiring individuals to give their best It is about inspiring individuals to give their best towards achieving expected results.towards achieving expected results.

• Leader directs group towards goalsLeader directs group towards goals

DIFFERENCE BETWEEN LEADERS AND DIFFERENCE BETWEEN LEADERS AND MANAGERSMANAGERS

The biggest difference between these two concepts The biggest difference between these two concepts is the is the

way in which they motivate people to work or follow way in which they motivate people to work or follow themthem

ManagersManagers LeadersLeaders

•Thinks incrementallyThinks incrementally •Thinks radicallyThinks radically

• Do things rightDo things right •Do the right thingsDo the right things

• Rules and must be Rules and must be obeyedobeyed

•Followed naturally by Followed naturally by peoplepeople

• Main goals is to Main goals is to achieve resultsachieve results

• Are people orientedAre people oriented

• Have subordinatesHave subordinates •Have followersHave followers

• Practice transactional Practice transactional type of leadershiptype of leadership

• Practice Practice transformational doing transformational doing thingsthings

DIFFERENCE BETWEEN LEADERS AND DIFFERENCE BETWEEN LEADERS AND MANAGERS (CONT’D)MANAGERS (CONT’D)

Zalenzik describes the differences as followsZalenzik describes the differences as follows

Management involvesManagement involves Leadership involvesLeadership involves•Emphasizing rationality & Emphasizing rationality & controlcontrol

•Thinks radicallyThinks radically

•Adopting impersonal Adopting impersonal attitudes towards goals, attitudes towards goals,

•Adopting a pesroanl and Adopting a pesroanl and active attitude towards goalsactive attitude towards goals

Acting to limit choices and Acting to limit choices and shift the balance of power shift the balance of power towards solutions acceptabletowards solutions acceptable

•Influencing the thoughts and Influencing the thoughts and actions of other people actions of other people

Being driven by narrow Being driven by narrow purpose purpose

•Visualizing purposes and Visualizing purposes and generating value in work generating value in work

Favouring the tried and Favouring the tried and proven ways of doing things. proven ways of doing things.

Adopting fresh approaches to Adopting fresh approaches to long standing problems. long standing problems.

The ability to tolerate The ability to tolerate mundane, parctical work. mundane, parctical work.

Reacting to mundane work as Reacting to mundane work as an aflictionan afliction

TYPES OF LEADERSTYPES OF LEADERS• The Charismatic leaderThe Charismatic leader - one who gains influence - one who gains influence

mainly from strength of personality e.g. Napoleon, Hitler, mainly from strength of personality e.g. Napoleon, Hitler, Churchill and others. Churchill and others.

• The Traditional leaderThe Traditional leader - one whose position is assured - one whose position is assured by birth, e.g. kings, queens and tribal chieftains. This is by birth, e.g. kings, queens and tribal chieftains. This is another category to which few people can aspire.another category to which few people can aspire.

• The Situational leaderThe Situational leader - one whose influence can only - one whose influence can only be effective by being in the right place at the right time.be effective by being in the right place at the right time.

• The Appointed leaderThe Appointed leader - whose influence arises - whose influence arises directly out of his position, e.g. most managers and directly out of his position, e.g. most managers and supervisors. supervisors.

• The Functional leaderThe Functional leader – who secures their leadership – who secures their leadership position by what he/ she does rather than by what they position by what he/ she does rather than by what they are. In other words, functional leaders adapt their are. In other words, functional leaders adapt their behaviour to meet the competing needs of the situation.behaviour to meet the competing needs of the situation.

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The key leadership variablesThe key leadership variables..The key variables are:The key variables are:

• The leaderThe leader

• Tasks/goals,Tasks/goals,

• Group members (subordinates), andGroup members (subordinates), and

• The environment/situation.The environment/situation.

Taken together these variables form the total Taken together these variables form the total leadershipleadership

situation, and the art of leadership is to find the situation, and the art of leadership is to find the bestbest

balance between them in the light of the total balance between them in the light of the total situation.situation.

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These variables are represented in the diagram These variables are represented in the diagram below.below.

LEADERLEADER

• • SkillsSkills

• • KnowledgeKnowledge

• • PersonalityPersonality

TASKS/GOALSTASKS/GOALS

SUBORDINATESSUBORDINATES

• • SkillsSkills

• • MotivationMotivation

ENVIRONMENENVIRONMENT/ SITUATIONT/ SITUATION

HOW LEADERS INFLUENCE OTHERSHOW LEADERS INFLUENCE OTHERSBarton (1998) in his book, states that most people accept the influenceBarton (1998) in his book, states that most people accept the influence

of leaders because they have power. of leaders because they have power.

What is powerWhat is power? Power is the capacity to affect the behavior of others. ? Power is the capacity to affect the behavior of others.

Ledgers rely on types of power which include;Ledgers rely on types of power which include;

• Legitimate powerLegitimate power - this stems from a position’s placement in the - this stems from a position’s placement in the managerial hierarchy and the authority vested in the position.managerial hierarchy and the authority vested in the position.

• Reward powerReward power – is based on the capacity to control and provide valued – is based on the capacity to control and provide valued reward to others,such as pay rises, bonuses,etc.reward to others,such as pay rises, bonuses,etc.

• Coercive powerCoercive power – this depends on the ability to punish others when they – this depends on the ability to punish others when they do not engage in desired behaviors,e.g criticisms, reprimands, do not engage in desired behaviors,e.g criticisms, reprimands, suspensions, warning letters that go to a person’s office file,,etcsuspensions, warning letters that go to a person’s office file,,etc

• Expert powerExpert power – it is based on the possession of expertise that is valued by – it is based on the possession of expertise that is valued by others. others.

• Information powerInformation power – this result from access to and control over the – this result from access to and control over the distribution of important information about organizational operations and distribution of important information about organizational operations and future plans. future plans.

• Referent powerReferent power – results from being admired, personally identified with or – results from being admired, personally identified with or liked by others. liked by others.

LEADERSHIP ROLESLEADERSHIP ROLES

Armstrong and Stephens (2006) categorize essential Armstrong and Stephens (2006) categorize essential

Leadership roles into three.They have to;Leadership roles into three.They have to;

• Define tasksDefine tasks – make it clear what the group has to – make it clear what the group has to do.do.

• Achieve the taskAchieve the task – they ensure that the groups’ – they ensure that the groups’ purpose is fulfilledpurpose is fulfilled

• Maintain effective relationshipsMaintain effective relationships – between – between themselves and the members of the group, and themselves and the members of the group, and between the people within the group.between the people within the group.

LEADERSHIP CHARACTERISTICSLEADERSHIP CHARACTERISTICSJohn Adair cited in ‘A handbook for management and leadership’ lists John Adair cited in ‘A handbook for management and leadership’ lists

the following generic qualities as those that good leaders should have;the following generic qualities as those that good leaders should have;

• EnthusiasmEnthusiasm – to get things done which they can communicate to other – to get things done which they can communicate to other people.people.

• ConfidenceConfidence – belief in themselves which again people can sense – belief in themselves which again people can sense

• ToughnessToughness – resilient, tenacious, and demanding high standards, – resilient, tenacious, and demanding high standards, seeking respect but not necessarily popularity.seeking respect but not necessarily popularity.

• IntegrityIntegrity – being true to oneself, personal wholeness, soundness and – being true to oneself, personal wholeness, soundness and honesty, which inspire trust.honesty, which inspire trust.

• WarmthWarmth – in personal relationships, caring for people and being – in personal relationships, caring for people and being considerateconsiderate

• HumilityHumility - willingness to listen and take the blame; not being arrogant - willingness to listen and take the blame; not being arrogant and overbearing.and overbearing.

LEADERSHIP AND EMOTIONAL INTELLIGENCELEADERSHIP AND EMOTIONAL INTELLIGENCEEmotional intelligence is defined as the capacity for recognizing our Emotional intelligence is defined as the capacity for recognizing our

own feelings and that of others, for motivating ourselves, for managing own feelings and that of others, for motivating ourselves, for managing

emotions well in ourselves as well as others. emotions well in ourselves as well as others.

An emotionally intelligent person understands his or her own strengths An emotionally intelligent person understands his or her own strengths

and weaknesses and knows that it is more productive to manage and weaknesses and knows that it is more productive to manage

emotions rather than be led by them. emotions rather than be led by them.

Some of the components of emotional intelligence identified by Some of the components of emotional intelligence identified by

Goleman as cited in ‘A handbook for management and leadership’ are:Goleman as cited in ‘A handbook for management and leadership’ are:

• Self-awarenessSelf-awareness – the ability to recognize and understand your – the ability to recognize and understand your moods, emotions and drives as well as their effect on others.moods, emotions and drives as well as their effect on others.

• Self-regulationSelf-regulation – the ability to control or redirect disruptive – the ability to control or redirect disruptive impulses and moods and regulate own behavior coupled with a impulses and moods and regulate own behavior coupled with a propensity to pursue goals with energy and persistence.propensity to pursue goals with energy and persistence.

Leadership & Emotional Intelligence (Cont’d) Leadership & Emotional Intelligence (Cont’d) • MotivationMotivation – a passion to work for reasons that go beyond money – a passion to work for reasons that go beyond money

and status and a propensity to pursue goals with energy and and status and a propensity to pursue goals with energy and persistence.persistence.

• EmpathyEmpathy – the ability to understand the emotional makeup of – the ability to understand the emotional makeup of other people and skill in treating people according to their other people and skill in treating people according to their emotional reactions.emotional reactions.

• Social skillsSocial skills – proficiency in managing relationships and building – proficiency in managing relationships and building networks to get the desired result from others and reach personal networks to get the desired result from others and reach personal goals and the ability to find common ground and build rapport.goals and the ability to find common ground and build rapport.

THEORIES OF LEADERSHIPTHEORIES OF LEADERSHIP• Ideas about leadership in management range from Ideas about leadership in management range from

the the 'ideal' approaches'ideal' approaches of the of the Scientific ManagersScientific Managers and and the the Human Relations SchoolHuman Relations School to to the pragmaticthe pragmatic, or , or adaptive, approachesadaptive, approaches of of the Contingency theorists.the Contingency theorists.

• The theories which have been put forward are The theories which have been put forward are generally classified under: generally classified under: – Trait theoriesTrait theories– Style theoriesStyle theories– Contingency theories.Contingency theories.

TRAIT THEORIESTRAIT THEORIES The earliest studies that were undertaken into leadership focused The earliest studies that were undertaken into leadership focused

their attention on the qualities required for effective leaders. their attention on the qualities required for effective leaders. It has proved an impossible task to identify the particular traits or It has proved an impossible task to identify the particular traits or

characteristics that separate leaders from non-leaders. Of those traits characteristics that separate leaders from non-leaders. Of those traits which do appear more frequently, intelligence, energy and which do appear more frequently, intelligence, energy and Resourcefulness are perhaps the most representative.Resourcefulness are perhaps the most representative.

One may ask the meaning of trait?One may ask the meaning of trait? Traits are distinctive internal Traits are distinctive internal

qualities or characteristics of an individual. For example,qualities or characteristics of an individual. For example,

• Physical characteristicsPhysical characteristics – such as height, weight, appearance, energy – such as height, weight, appearance, energy

• Personality characteristicsPersonality characteristics – dominance, extroversion, originality – dominance, extroversion, originality

• Skills and abilitiesSkills and abilities – intelligence, knowledge, technical competence – intelligence, knowledge, technical competence

• Social factorsSocial factors – interpersonal skills, sociability, and socioeconomic – interpersonal skills, sociability, and socioeconomic position position

STYLE THEORIESSTYLE THEORIESThis is an interest in leadership as an aspect of behaviour at work, This is an interest in leadership as an aspect of behaviour at work,

rather than of personal characteristics . Examples include;rather than of personal characteristics . Examples include;

Authoritarian-DemocraticAuthoritarian-Democratic

• D. McGregor's Theory X managerD. McGregor's Theory X manager - tough, autocratic and supporting - tough, autocratic and supporting tight controls with punishment-reward systems - tight controls with punishment-reward systems - the authoritarianthe authoritarian. The . The contrasting style is that the contrasting style is that the Theory Y managerTheory Y manager - benevolent, - benevolent, participative and believing in self-controls – participative and believing in self-controls – the democratthe democrat. .

• Rensis Likert's four management systems:Rensis Likert's four management systems:

System 1: the exploitive-authoritative system, which is the System 1: the exploitive-authoritative system, which is the epitome of the authoritarian style.epitome of the authoritarian style.

System 2: the benevolent-authoritative system, which is System 2: the benevolent-authoritative system, which is basically a paternalistic style.basically a paternalistic style.

System 3: the consultative system, which moves towards System 3: the consultative system, which moves towards greater democracy and teamwork.greater democracy and teamwork.

System 4: the participative-group system, which is the System 4: the participative-group system, which is the ultimate democratic style. ultimate democratic style.

• Tannenbaum and Schmidt's modelTannenbaum and Schmidt's model of a continuum of a continuum of leadership of leadership styles, ranging from authoritarian behaviour at one end to democratic styles, ranging from authoritarian behaviour at one end to democratic behaviour at the other.behaviour at the other.

Style theories (Cont’d)Style theories (Cont’d)

People-task orientationPeople-task orientationExamples of approaches utilizing two of the leadership Examples of approaches utilizing two of the leadership

variables variables people and tasks – are as follows:people and tasks – are as follows: Michigan studiesMichigan studies; These studies, first reported in 1950s, ; These studies, first reported in 1950s,

analyzed a number of variables between managers of analyzed a number of variables between managers of high-productivity groups and managers of low-productivity high-productivity groups and managers of low-productivity groups. The object was to see if any significant differences groups. The object was to see if any significant differences could be identified, thus providing some clues to could be identified, thus providing some clues to leadership behaviour. leadership behaviour.

Ohio studiesOhio studies; studies were conducted during the 1950s. ; studies were conducted during the 1950s. They were concerned with describing leadership They were concerned with describing leadership behaviour. behaviour. ConsiderationConsideration described behaviour that was described behaviour that was essentially relationships-oriented or considerate of essentially relationships-oriented or considerate of employees' feelings. employees' feelings. Initiating structureInitiating structure referred to referred to behaviour concerned with the organization of the work behaviour concerned with the organization of the work processes including communication channels, allocating processes including communication channels, allocating

tasks etc.tasks etc.

Style theories (Cont’d)Style theories (Cont’d)

The 3-D TheoryThe 3-D Theory; This adds considerably to the ; This adds considerably to the flexibility of leadership styles by including the factor of flexibility of leadership styles by including the factor of effectiveness in the dimensions.effectiveness in the dimensions.

Harvard studiesHarvard studies; Harvard researchers identified two ; Harvard researchers identified two distinct groups of leaders; task leaders and socio-distinct groups of leaders; task leaders and socio-emotional leaders, who were mutually exclusive. emotional leaders, who were mutually exclusive.

• A person could not be a task leader and a A person could not be a task leader and a socio-socio- emotional leader as well. emotional leader as well.

• The task leader showed a concern for the struc The task leader showed a concern for the struc turing of turing of activities, whereas the socio-emotional activities, whereas the socio-emotional leader showed leader showed concern for supportive concern for supportive relationships. relationships.

• The Harvard results suggested that the two The Harvard results suggested that the two dimensions dimensions were mutually exclusivewere mutually exclusive..

Leadership and the Organizational Leadership and the Organizational Life CycleLife Cycle

• The view of organizations as having life cycles, or The view of organizations as having life cycles, or predictable stages provides some guidance about when predictable stages provides some guidance about when either transactional or transformational leadership is either transactional or transformational leadership is likely to be most appropriate.likely to be most appropriate.

• When an organization is at its entrepreneurial or When an organization is at its entrepreneurial or beginning stage, transformational leadership is beginning stage, transformational leadership is particularly instrumental in creating a vision that allows particularly instrumental in creating a vision that allows the organization to be born and take a few steps.the organization to be born and take a few steps.

At the collectivity stage, additional workers begin to join the initial core group and transactional leadership becomes an important aid in handling the accelerating growth.

By the formalization and control stage, organizational growth requires even greater emphasis on transactional leadership to maintain direction and control.

By the elaboration of the structure stage, excessive formalization and control often reduce innovation to a low level, so heavy emphasis on transformational leadership is again needed

CONTINGENCY THEORIESCONTINGENCY THEORIES Function or action-centred leadershipFunction or action-centred leadershipIt is based on the theory that leadership is more a question of It is based on the theory that leadership is more a question of appropriate behaviour than of personality or of being in the appropriate behaviour than of personality or of being in the

right right place at the right time. place at the right time. Contingency leadershipContingency leadership

Group performance is contingent upon the leader adopting an Group performance is contingent upon the leader adopting an

appropriate style in the light of the relative favourableness of appropriate style in the light of the relative favourableness of the the

situation. situation.

According to Fiedler, the three most important variables in According to Fiedler, the three most important variables in

determining the relative favourableness of the situation are:determining the relative favourableness of the situation are:

• Leader-member relationsLeader-member relations

• Degree of structure in task andDegree of structure in task and

• Power and authority of the position.Power and authority of the position.

APPLICATION OF LEADESRHIP IN APPLICATION OF LEADESRHIP IN KENYA’S CONSTRUCTION INDUSTRYKENYA’S CONSTRUCTION INDUSTRY

• Contracting firmsContracting firms – Contractors practice a dictatorial type of – Contractors practice a dictatorial type of leadership where, they make rules which must be followed by the leadership where, they make rules which must be followed by the employed casual or formal labourers. This is mainly due to tight employed casual or formal labourers. This is mainly due to tight aspects of building projects which must be met such as, doing a aspects of building projects which must be met such as, doing a project within the required time, budget, quality and scope. Lack of project within the required time, budget, quality and scope. Lack of enforcement of these rules may make a project lag behind in the enforcement of these rules may make a project lag behind in the mentioned areas, making it not viable in the end.mentioned areas, making it not viable in the end.

• Professional firmsProfessional firms – These include architectural, quantity – These include architectural, quantity surveying and engineering firms. There exist many of such firms in surveying and engineering firms. There exist many of such firms in Kenya, with majority belonging to individuals and a few, consisting Kenya, with majority belonging to individuals and a few, consisting of many employees.of many employees.

Our observation is that in very big firms, both autocratic and Our observation is that in very big firms, both autocratic and democratic styles of leadership are used depending with the democratic styles of leadership are used depending with the situation.situation.

In some firms, the practice of sole proprietorship is common, which In some firms, the practice of sole proprietorship is common, which at times bars organisations from diversifying as only one person is at times bars organisations from diversifying as only one person is in charge of making all decisions,in charge of making all decisions,

Application of leadership in Kenya (Cont’d)Application of leadership in Kenya (Cont’d)

Professional bodies and clubsProfessional bodies and clubs – examples include BORAQS, ERB, – examples include BORAQS, ERB,

AAK, IQSK, IEK, etc. They show their leadership by regulating the AAK, IQSK, IEK, etc. They show their leadership by regulating the

codes of conduct and ethics of their various professionals in the codes of conduct and ethics of their various professionals in the

industry. This ensures that all clients get professional services as industry. This ensures that all clients get professional services as

required and hence, value for their money.required and hence, value for their money.

The GovernmentThe Government – The Kenyan government is practicing leadership – The Kenyan government is practicing leadership

by setting up programs that ensure the transfer of technology to the by setting up programs that ensure the transfer of technology to the

younger generation through apprenticeship training e.g. the 19 younger generation through apprenticeship training e.g. the 19 number number

stalled projects in Kenya which the government has fairly distributed stalled projects in Kenya which the government has fairly distributed to to

various consultants and construction firms with an aim of transfer of various consultants and construction firms with an aim of transfer of

technology.technology.

Application of leadership in Kenya (Cont’d)Application of leadership in Kenya (Cont’d)

Institutions of higher learning –Institutions of higher learning – in our universities and colleges, in our universities and colleges, the lecturers usually act as symbol of leadership to the students. the lecturers usually act as symbol of leadership to the students. Students tend to follow what they say, since they have a lot of Students tend to follow what they say, since they have a lot of knowledge power that can be of help to the pupils.knowledge power that can be of help to the pupils.

Lecturers do influence the behaviours and attitudes of students Lecturers do influence the behaviours and attitudes of students through the talks they have with them and this can either make a through the talks they have with them and this can either make a student to choose the right path or not to.student to choose the right path or not to.

They also act as role models to many pupils who at a young age are They also act as role models to many pupils who at a young age are never sure of which direction to take. They can influence the students never sure of which direction to take. They can influence the students to give back to the society the knowledge they have received in their to give back to the society the knowledge they have received in their training.training.

Application of leadership in Kenya (Cont’d)Application of leadership in Kenya (Cont’d)

Other examples of leadership have been seen through;Other examples of leadership have been seen through;

Practicing Corporate Social Responsibility (CSR):Practicing Corporate Social Responsibility (CSR): Some Some construction companies in Kenya are increasingly practicing CSR.A construction companies in Kenya are increasingly practicing CSR.A good example is the Bamburi Cement Factory which rehabilitated it’s good example is the Bamburi Cement Factory which rehabilitated it’s the wasteland quarries at the Coast into a marvellous ecosystem the wasteland quarries at the Coast into a marvellous ecosystem

called called Haller Park.Haller Park.

ISO Certification: ISO Certification: Very few Kenyan construction companies are ISO Very few Kenyan construction companies are ISO certified. They include Gibb Africa and Wanjohi Consultants which are certified. They include Gibb Africa and Wanjohi Consultants which are engineering firms. This great step will encourage other firms to strive engineering firms. This great step will encourage other firms to strive for ISO certification hence improving the quality of service delivery in for ISO certification hence improving the quality of service delivery in the construction industry.the construction industry.

CHALLENGES FACING LEADERSHIP IN CHALLENGES FACING LEADERSHIP IN KENYAKENYA

Managing diversity; female vs. male leadersManaging diversity; female vs. male leadersHere in Kenya, we have continuously experienced discrimination when Here in Kenya, we have continuously experienced discrimination when it comes to women being in top leadership. Recently, parents and it comes to women being in top leadership. Recently, parents and stakeholders of a school in Teso refused their children to go school, stakeholders of a school in Teso refused their children to go school, reasons being, they did not want the new headmistress to take position reasons being, they did not want the new headmistress to take position in the school, just because she was a woman!in the school, just because she was a woman!The government has however, recognised the need for women to also The government has however, recognised the need for women to also being given a chance in government positions by declaring that during being given a chance in government positions by declaring that during recruitment, 30% should be women. The question is whether this has recruitment, 30% should be women. The question is whether this has been implemented effectively.been implemented effectively.

Conservative leadershipConservative leadership• Most private companies in Kenya are individually owned, and some of the Most private companies in Kenya are individually owned, and some of the

old Turks who head them tend to be too rigid when it comes to embracing old Turks who head them tend to be too rigid when it comes to embracing new ideas and technologies from the young generation.new ideas and technologies from the young generation.

• Some of them have stayed so long in the powerful positions and they do Some of them have stayed so long in the powerful positions and they do not want to leave for others to lead. not want to leave for others to lead.

Culture of corruptionCulture of corruptionIn Kenya, we have a very bad ethical culture, which has In Kenya, we have a very bad ethical culture, which has continuously been seen in or leaders. continuously been seen in or leaders. Most of them are corrupt in their dealings and lack accountability inMost of them are corrupt in their dealings and lack accountability intheir undertakings. their undertakings. This has really affected development in our country, since, as a This has really affected development in our country, since, as a common citizen, it is known that for you to have something done, you common citizen, it is known that for you to have something done, you must bribe someone to do it for you. This behaviour is rampant in must bribe someone to do it for you. This behaviour is rampant in government offices especially, and until our leaders change, we still government offices especially, and until our leaders change, we still have along way to go.have along way to go.

Leading by exampleLeading by exampleMost of our leaders preach water and rink wine. They do not lead by Most of our leaders preach water and rink wine. They do not lead by example, since the same things that they condemn, are the same example, since the same things that they condemn, are the same things that they are engaged in. leaders should behave well, at all things that they are engaged in. leaders should behave well, at all times both in public and in private. This is the only true mark of a times both in public and in private. This is the only true mark of a

great great leader.leader.

WAY FORWARD AND CONCLUSIONWAY FORWARD AND CONCLUSION

o To be a great leader, one needs to know the To be a great leader, one needs to know the

tasks to be done, goals to be met and tasks to be done, goals to be met and

inspire people to do these voluntarily without inspire people to do these voluntarily without

putting pressure.putting pressure.

o A good leader will always think of the people A good leader will always think of the people

more, than the tasks.more, than the tasks.

o Managers should learn to lead first if they Managers should learn to lead first if they

want their goals to be met.want their goals to be met.