Competence Point of View
The leadership leadership focuses on features that are recognized to be associated with successful leaders. Scientists have identified specific skills, knowledge and skills (SKA) and other personal characteristics that are known as talent, which they consider to yield successful leaders from ineffective leaders. These abilities are personality, self-concept, drive, honesty, leadership, business knowledge, intellectual and practical intelligence, emotional intelligence and true leadership. Each skill is a sign of leadership and not a real achievement (McShane, Von Glinow, 2012).
Two personality rules are defined as the first to lead success: increase and conscientiousness. Successful leaders have a healthy self-esteem and believe in their own abilities. Drive is the leader of talent to inspire oneself. Honesty is the extent to which the leader does what he says he will do. Leadership is a leader in the need for power to achieve worthwhile goals to benefit from the company.
Knowledge of business means that active leaders are both prominent and knowledgeable about their business. Intellectual knowledge refers to the leader's ability to analyze and process high levels of information to make decisions. Practical intelligence refers to the leaders of talent to perform in the real world. Emotional intelligence is the leader of skills to understand and use the personal feelings and feelings of others in a way that benefits the company (McShane, Von Glinow, 2012). Abilities reflect potential performance in comparison with actual performance.
Leadership Leadership Leadership
The behavioral perspectives are focused on behavior that active leaders show. Two categories of behavior are defined: discussion, which is a contextual behavior such as friendship and support for subordinates, and initiation of structure, standards and performance monitoring. According to Hughes, Ginnett and Curphy (2012), the original liability insurance was "… able to identify certain behaviors related to core leaders ability to influence a group to achieve the goal of the study" (Hughes, et al. ., 2012, pp. Behavioral Surveys were three results: First, leaders who showed great coverage were happier subordinates, leaders who showed a high start-up building had higher-performing workplaces when involved in ambiguous projects, and finally, there are no comprehensive behavior that always relates to leaders' success because placement factors also play a role in the success of equality (Hughes, et al., 2012).
Attitude of Leadership Position
The Leadership Leadership Initiative considers that the Leadership Leadership Leadership Depends on Situation n. McShane and von Glinow (2012) point out that most uncertainties have Suppose the leader is effective, he or she must be able to adapt their behavior and style to fit the situation. To assess the working environment and customize the style appropriately, leaders need to have the skills to know and control their own feelings and feelings, also known as emotional intelligence (McIhane, Von Glinow, 2012).
Some of the known uncertainties are the path goals, the Correctional (SLT) and Fiedler capabilities model. Leadership theory is a good source of uncertainty, rooted in the ideology of an interest group by using an expanded and unified project and human rights management style and behavior chosen to respond to a mild employee and environment. The SLT theory suggests that leaders adjust their behavior on the basis of maturity of followers. Fiedler's model suggests that the most successful leader will be the leader with the highest state of affairs.
Each leadership study includes specific factors that believe in successful successful leadership: leadership, leadership behavior, tasks and factors of people, placental development and prospective ability. To some extent, all of these factors play a role in successful leadership. The guiding goal, however, is most included in all theories. His leading behavior prescribes the choice of style for leaders to choose from, which match the style of the situation. Behavior can even be combined to provide more state-specific leadership. This facilitates the flexibility that is necessary in a modern business environment.
Employee navigation and environmental cohesion are consistent with the behavioral and behavioral style of behavioral behavior and may be an important factor of the factor specified in SLT. Employee motivation is a channel through leadership behavior; employee satisfaction is a channel through default workers; and a summit is sent through the environment.
Hughes, RL, Ginnett, RC, Curphy, GJ (2012). Leader extra lessons from experience seventh edition. McGraw-Hill Irwin. New York, NY 10020.
McShane, SL, Von Glinow, MA (2012). Organizational behavior. McGraw-Hill Irwin. New York, NY 10020.