Good Leadership Qualities in an Organisation
We quite often come about the phrase ‘Leaders are born and not made’. This statement solely looks at an individual’s ability to lead. But is this the case with every leader that we see around? The simplest meaning of leadership can be explained as the relationship through which one person can influence people around him to do the work in time efficiently as stated by Mullins (1996, p.246). Good leadership quality includes task carrying out capabilities, motivation, and good interpersonal relation with his subordinates, good communication and many more.
I have worked for the past two years in India and this has given me a lot of opportunities to work under different types of leaders. Recession had hit the market and the amount of projects coming into the firm was reduced and those projects which were currently in hand were at times called off. Working under the banking domain was all the more stressful as we weren’t sure of when our current project would be terminated and we would have to be without work. Everyone tried to stretch their work as much as possible so as not to finish the current project. The real challenge was for our team leader who had to deliver the project on time and in order to achieve the target he had to win the confidence of the entire team. Working under him was quite an experience as he used to motivate, encourage and support us by saying that this wouldn’t be just the projects and we would have other projects coming up and that none of us had to worry. He used to set clear goals, clearly communicate with us and made sure that we met the deadlines and did our work efficiently without much redo’s. We used to have ‘on-the-spot’ awards from him for those who used to excel in their work. He used to always inspire us to break records and remind us every time of how confident he was about us. The leadership style I found in him was the transformational style along with a tinge of democratic approach. As discussed by Bennett (1997, p.187) the
I have worked for the past two years in India and this has given me a lot of opportunities to work under different types of leaders. Recession had hit the market and the amount of projects coming into the firm was reduced and those projects which were currently in hand were at times called off. Working under the banking domain was all the more stressful as we weren’t sure of when our current project would be terminated and we would have to be without work. Everyone tried to stretch their work as much as possible so as not to finish the current project. The real challenge was for our team leader who had to deliver the project on time and in order to achieve the target he had to win the confidence of the entire team. Working under him was quite an experience as he used to motivate, encourage and support us by saying that this wouldn’t be just the projects and we would have other projects coming up and that none of us had to worry. He used to set clear goals, clearly communicate with us and made sure that we met the deadlines and did our work efficiently without much redo’s. We used to have ‘on-the-spot’ awards from him for those who used to excel in their work. He used to always inspire us to break records and remind us every time of how confident he was about us. The leadership style I found in him was the transformational style along with a tinge of democratic approach. As discussed by Bennett (1997, p.187) the
Bibliography: 1. Mullins L.J., 1996. Management and Organisational Behaviour. 4th ed. Pitman Publishing pp. 246-267 2. Bennett R. 1997. Organisational Behaviour. 3rd ed. Financial Times. Pitman Publishing pp. 181-187 3. Ogbonna E. And Harris L. C. 1999. Leadership styles and market orientation : an empirical study. European Journal Of Marketing 35(5/6). pp. 744-764 4. Yammarino F.J., Spangler W.D. and Bass B.M. 1993. Transformational Leadership and Performance: A Longitudinal Study. The Leadership Quaterly. 4(1) pp. 81-102 5. Buchanan D.A. et. Al 2010. Organizational Behaviour. 7th ed. Financial Times. Prentice Hall. pp. 599-612 6. McKanzie S.B., Rich G.A. and Podsakoff P.M. 2001. Transformational and Transactional Leadership and Salesperson Performance. Journal Of The Academy Of Marketing Science. 29(2). pp. 115-134 7. Awalmleh R. And Gardner W.L. 1999. Perception of Leader Charisma and Effectiveness: The Effects Of Vision Content, Delivery and Organizational Performance. Leadership Quaterly. 10(3). p. 345