Term Paper on Leadership
Most executives have come to rely on a familiar set of behaviors and skills, often exhibited in the way they communicate within their team.The High-Impact Leadership Executive Program is designed to help senior executives build distinctive communication skills that will help in shaping their leadership style and presence.When a person is deciding if she respects one as a leader, she does not think about his attributes, rather, she observes what one do so that she can know who the leader really are.
She uses this observation to tell if one is an honorable and trusted leader or a self-serving person who misuses authority to look good and get promoted.
Self-serving leaders are not as effective because their employees only obey them, not follow them. They succeed in many areas because they present a good image to their seniors at the expense of their workers. Be Know Do The basis of good leadership is honorable character and selfless service to your organization. In our employees’ eyes, leadership is everything one does that affects the organization’s objectives and their well-being.
Respected leaders concentrate on: o what they are [be] (such as beliefs and character) o what they know (such as job, tasks, and human nature) o What they do (such as implementing, motivating, and providing direction). People want to be guided by those they respect and who have a clear sense of direction. To gain respect, they must be ethical. A sense of direction is achieved by conveying a strong vision of the future. Leadership: Leadership can be defined as one’s ability to get others to willingly follow. Every organization needs leaders at every level.
Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent. Leadership has been described as the “process of social influence, in which one person can enlist the aid and support of others in the accomplishment of a common task”. A leader with vision has a clear, vivid picture of where to go, as well as a firm grasp on what success looks like and how to achieve it. But it’s not enough to have a vision; leaders must also share it and act upon it.
Jack Welch, former chairman and CEO of General Electric Co. , said, “Good business leaders create a vision, articulate the vision, passionately own the vision and relentlessly drive it to completion. ” Leadership Theories TRAIT THEORY: Theories that consider personal qualities and characteristics that differentiate leaders from non-leaders. Reemergence: New methods and measurements were developed after the influential reviews that would ultimately reestablish the trait theory as a viable approach to the study of leadership.
For example, improvements in researchers’ use of the round robin research design methodology allowed researchers to see that individuals can and do emerge as leaders across a variety of situations and tasks. Additionally, during the 1980s statistical advances allowed researchers to conduct meta-analyses, in which they could quantitatively analyze and summarize the findings from a wide array of studies. This advent allowed trait theorists to create a comprehensive and parsimonious picture of previous leadership research rather than rely on the qualitative reviews of the past.
Equipped with new methods, leadership researchers revealed the following: ? Individuals can and do emerge as leaders across a variety of situations and tasks. ? Significant relationships exist between leadership and such individual traits as: ? intelligence ? adjustment ? extraversion ? conscientiousness ? openness to experience ? general self-efficacy While the trait theory of leadership has certainly regained popularity, its reemergence has not been accompanied by a corresponding increase in sophisticated conceptual frameworks.
Specifically, Zaccaro (2007) noted that trait theories still: 1. focus on a small set of individual attributes such as Big Five personality traits, to the neglect of cognitive abilities, motives, values, social skills, expertise, and problem-solving skills; 2. fail to consider patterns or integrations of multiple attributes; 3. do not distinguish between those leader attributes that are generally not malleable over time and those that are shaped by, and bound to, situational influences;
Do not consider how stable leader attributes account for the behavioral diversity necessary for effective leadership. Behavioral and style theories: In response to the early criticisms of the trait approach, theorists began to research leadership as a set of behaviors, evaluating the behavior of successful leaders, determining behavior taxonomy, and identifying broad leadership styles. David McClelland, for example, posited that leadership takes a strong personality with a well-developed positive ego. To lead, self-confidence and high self-esteem are useful, perhaps even essential.
Kurt Lewin, Ronald Lipitt, and Ralph White developed in 1939 the seminal work on the influence of leadership styles and performance. The researchers evaluated the performance of groups of eleven-year-old boys under different types of work climate. In each, the leader exercised his influence regarding the type of group decision making, praise and criticism (feedback), and the management of the group tasks (project management) according to three styles: authoritarian, democratic, and laissez-faire. The managerial grid model is also based on a behavioral theory.
The model was developed by Robert Blake and Jane Mouton in 1964 and suggests five different leadership styles, based on the leaders’ concern for people and their concern for goal achievement. Situational and contingency theories: Situational theory also appeared as a reaction to the trait theory of leadership. Social scientists argued that history was more than the result of intervention of great men as Carlyle suggested. Herbert Spencer (1884) said that the times produce the person and not the other way around.
This theory assumes that different situations call for different characteristics; according to this group of theories, no single optimal psychographic profile of a leader exists. According to the theory, “what an individual actually does when acting as a leader is in large part dependent upon characteristics of the situation in which he functions. ” Some theorists started to synthesize the trait and situational approaches.Building upon the research of Lewin et al. , academics began to normalize the descriptive models of leadership climates, defining three leadership styles and identifying which situations each style works better in.
The authoritarian leadership style, for example, is approved in periods of crisis but fails to win the “hearts and minds” of followers in day-to-day management; the democratic leadership style is more adequate in situations that require consensus building; finally, the laissez-faire leadership style is appreciated for the degree of freedom it provides, but as the leaders do not “take charge”, they can be perceived as a failure in protracted or thorny organizational problems.
Thus, theorists defined the style of leadership as contingent to the situation, which is sometimes, classified as contingency theory. Four contingency leadership theories appear more prominently in recent years: Fiedler contingency model, Vroom-Yetton decision model, the path-goal theory, and the Hersey-Blanchard situational theory. 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 favorability (later called situational control).
The theory defined two types of leader: those who tend to accomplish the task by developing good relationships with the group (relationship-oriented), and those who have as their prime concern carrying out the task itself (task-oriented). According to Fiedler, there is no ideal leader. Both task-oriented and relationship-oriented leaders can be effective if their leadership orientation fits the situation. When there is a good leader-member relation, a highly structured task, and high leader position power, the situation is considered a “favorable situation”.
Fiedler found that task-oriented leaders are more effective in extremely favorable or unfavorable situations, whereas relationship-oriented leaders perform best in situations with intermediate favorability. Victor Vroom in collaboration with Phillip Yetton (1973) and later with Arthur Jago (1988), developed a taxonomy for describing leadership situations, which was used in a normative decision model where leadership styles were connected to situational variables, defining which approach was more suitable to which situation.
This approach was novel because it supported the idea that the same manager could rely on different group decision making approaches depending on the attributes of each situation. This model was later referred to as situational contingency theory. The path-goal theory of leadership was developed by Robert House (1971) and was based on the expectancy theory of Victor Vroom.
According to House, the essence of the theory is “the meta proposition that leaders, to be effective, engage in behaviors that complement subordinates’ environments and abilities in a manner that compensates for deficiencies and is instrumental to subordinate satisfaction and individual and work unit performance”. The theory identifies four leader behaviors, achievement-oriented, directive, participative, and supportive, that is contingent to the environment factors and follower characteristics.
In contrast to the Fiedler contingency model, the path-goal model states that the four leadership behaviors are fluid, and that leaders can adopt any of the four depending on what the situation demands. The path-goal model can be classified both as a contingency theory, as it depends on the circumstances, and as a transactional leadership theory, as the theory emphasizes the reciprocity behavior between the leader and the followers. The situational leadership model proposed by Hersey and Blanchard suggests four leadership-styles and four levels of follower-development.
For effectiveness, the model posits that the leadership-style must match the appropriate level of follower-development. In this model, leadership behavior becomes a function not only of the characteristics of the leader, but of the characteristics of followers as well. Leadership on the whole: Leadership is a process whereby an individual influences a group of individuals to achieve a common goal. So, leaders carry out this process by applying their leadership knowledge and skills. This is called Process Leadership. [pic]
While leadership is learned, the skills and knowledge processed by the leader can be influenced by his or hers attributes or traits, such as beliefs, values, ethics, and character. Knowledge and skills contribute directly to the process of leadership, while the other attributes give the leader certain characteristics that make him or her unique. Leadership Models Leadership models help us to understand what makes leaders act the way they do. The ideal is not to lock yourself in to a type of behavior discussed in the model, but to realize that every situation calls for a different approach or behavior to be taken.
Two models will be discussed, the Four Framework Approach and the Managerial Grid. Four Framework Approach: In the Four Framework Approach, Bolman and Deal (1991) suggest that leaders display leadership behaviors in one of four types of frameworks: Structural, Human Resource, Political, or Symbolic. [pic] This model suggests that leaders can be put into one of these four categories and there are times when one approach is appropriate and times when it would not be. That is, any style can be effective or ineffective, depending upon the situation.
Relying on only one of these approaches would be inadequate, thus we should strive to be conscious of all four approaches, and not just depend on one or two. For example, during a major organization change, a Structural leadership style may be more effective than a Symbolic leadership style; during a period when strong growth is needed, the Symbolic approach may be better. We also need to understand ourselves as each of us tends to have a preferred approach. We need to be conscious of this at all times and be aware of the limitations of just favoring one approach.
Structural Framework: In an effective leadership situation, the leader is a social architect whose leadership style is analysis and design. While in an ineffective leadership situation, the leader is a petty tyrant whose leadership style is details. Structural Leaders focus on structure, strategy, environment, implementation, experimentation, and adaptation. Human Resource Framework: In an effective leadership situation, the leader is a catalyst and servant whose leadership style is support, advocating, and empowerment. hile in an ineffective leadership situation, the leader is a pushover, whose leadership style is abdication and fraud. Human Resource Leaders believe in people and communicate that belief; they are visible and accessible; they empower, increase participation, support, share information, and move decision making down into the organization. Political Framework: In an effective leadership situation, the leader is an advocate, whose leadership style is coalition and building. While in an ineffective leadership situation, the leader is a hustler, whose leadership style is manipulation.
Political leaders clarify what they want and what they can get; they assess the distribution of power and interests; they build linkages to other stakeholders, use persuasion first, then use negotiation and coercion only if necessary. Symbolic Framework: In an effective leadership situation, the leader is a prophet, whose leadership style is inspiration. While in an ineffective leadership situation, the leader is a fanatic or fool, whose leadership style is smoke and mirrors.
Symbolic leaders view organizations as a stage or theater to play certain roles and give impressions; these leaders use symbols to capture attention; they try to frame experience by providing plausible interpretations of experiences; they discover and communicate a vision. . Company Profile of ROBI: Background of “Robi” Axiata (Bangladesh) Limited is a dynamic and leading countrywide GSM communication solution provider. It is a joint venture company between Axiata Group Berhad, Malaysia and NTT DOCOMO INC, Japan.
Axiata (Bangladesh) Limited, formerly known as Telekom Malaysia International (Bangladesh), commenced its operation in 1997 under the brand name ROBI among the pioneer GSM mobile telecommunications service providers in Bangladesh. Later, on 28th March, 2010 the company started its new journey with the brand name Robi. Robi is truly a people-oriented brand of Bangladesh. Robi, the people’s champion, is there for the people of Bangladesh, where they want and the way they want. Having the local tradition at its core, Robi marches ahead with innovation and creativity.
To ensure leading-edge technology, Robi has the international expertise of Axiata and NTT DOCOMO INC. It supports 2G voice, CAMEL phase 2 and GPRS/EDGE service with high speed internet connectivity. Its GSM service is based on a robust network architecture and cutting edge technology such as Intelligent Network (IN), which provides peace-of-mind solutions in terms of voice clarity, extensive nationwide network coverage and multiple global partners for international roaming. It has the widest International Roaming coverage in Bangladesh connecting 553 operators across 207 countries.
Its customer centric solution includes value added services (VAS), quality customer care, easy access call centers, digital network security and flexible tariff rates. With its strengths and competencies developed over the years, Robi aims to provide the best quality service experience in terms of coverage and connectivity to its customers all over Bangladesh. Together with its unique ability to develop local insights, Robi creates distinct services with local flavor to remain close to the hearts of its customers. Objectives of Robi
EMPOWERING YOU: Robi is there for people, where they want and in the way they want, in order to help them develop, grow and make the most of their lives through Robi’s services. Vision & Mission of “Robi” Vision To be a leader as a Telecommunication Service Provider in Bangladesh Mission ROBI aims to achieve its vision through being number ‘one’ not only in terms of market share, but also by being an employer of choice with up-to-date knowledge and products geared to address the ever changing needs of our budding nation
Leadership Qualities of a HR Manager of ROBI Inspires a Shared Vision: An effective project leader is often described as having a vision of where to go and the ability to articulate it. Visionaries thrive on change and being able to draw new boundaries. It was once said that a leader is someone who “lifts us up, gives us a reason for being and gives the vision and spirit to change. ” Visionary leaders enable people to feel they have a real stake in the project. They empower people to experience the vision on their own.
According to Bennis “They offer people opportunities to create their own vision, to explore what the vision will mean to their jobs and lives, and to envision their future as part of the vision for the organization. ” (Bennis, 1997) A Good Communicator The ability to communicate with people at all levels is almost always named as the second most important skill by project managers and team members. Project leadership calls for clear communication about goals, responsibility, performance, expectations and feedback. There is a great deal of value placed on openness and directness.
The project leader is also the team’s link to the larger organization. The leader must have the ability to effectively negotiate and use persuasion when necessary to ensure the success of the team and project. Through effective communication, project leaders support individual and team achievements by creating explicit guidelines for accomplishing results and for the career advancement of team members. Integrity One of the most important things a project leader must remember is that his or her actions, and not words, set the modus operandi for the team. Good leadership demands commitment to, and demonstration of, ethical practices.
Creating standards for ethical behavior for oneself and living by these standards, as well as rewarding those who exemplify these practices, are responsibilities of project leaders. Leadership motivated by self-interest does not serve the well being of the team. Leadership based on integrity represents nothing less than a set of values others share, behavior consistent with values and dedication to honesty with self and team members. In other words the leader “walks the talk” and in the process earns trust. Enthusiasm Plain and simple, we don’t like leaders who are negative – they bring us down.
We want leaders with enthusiasm, with a bounce in their step, with a can-do attitude. We want to believe that we are part of an invigorating journey – we want to feel alive. We tend to follow people with a can-do attitude, not those who give us 200 reasons why something can’t be done. Enthusiastic leaders are committed to their goals and express this commitment through optimism. Leadership emerges as someone expresses such confident commitment to a project that others want to share his or her optimistic expectations. Enthusiasm is contagious and effective leaders know it. Empathy What is the difference between empathy and sympathy?
Although the words are similar, they are, in fact, mutually exclusive. According to Norman Paul, in sympathy the subject is principally absorbed in his or her own feelings as they are projected into the object and has little concern for the reality and validity of the object’s special experience. Empathy, on the other hand, presupposes the existence of the object as a separate individual, entitled to his or her own feelings, ideas and emotional history (Paul, 1970). As one student so eloquently put it, “It’s nice when a project leader acknowledges that we all have a life outside of work. ” Competence
Having a winning track record is the surest way to be considered competent. Expertise in leadership skills is another dimension in competence. The ability to challenge, inspire, enable, model and encourage must be demonstrated if leaders are to be seen as capable and competent. Ability to Delegate Tasks You demonstrate your trust in others through your actions – how much you check and control their work, how much you delegate and how much you allow people to participate. Individuals who are unable to trust other people often fail as leaders and forever remain little more that micro-managers, or end up doing all of the work themselves.
As one project management student put it, “A good leader is a little lazy. ” An interesting perspective! Cool Under Pressure When leaders encounter a stressful event, they consider it interesting, they feel they can influence the outcome and they see it as an opportunity. “Out of the uncertainty and chaos of change, leaders rise up and articulate a new image of the future that pulls the project together. ” (Bennis 1997) And remember – never let them see you sweat. Team-Building Skills A team builder can best be defined as a strong person who provides the substance that holds the team together in common purpose toward the right objective.
In order for a team to progress from a group of strangers to a single cohesive unit, the leader must understand the process and dynamics required for this transformation. He or she must also know the appropriate leadership style to use during each stage of team development. The leader must also have an understanding of the different team players styles and how to capitalize on each at the proper time, for the problem at hand. Problem Solving Skills Although an effective leader is said to share problem-solving responsibilities with the team, we expect our project leaders to have excellent problem-solving skills themselves.
Leadership Styles Leadership style refers to a leader’s behavior. It is the result of the philosophy, personality, and experience of the leader. Rhetoric specialists have also developed models for understanding leadership. The Participative leadership style favors decision-making by the group of ROBI. Such a leader gives instructions after consulting the group. They can win the cooperation of their group and can motivate them effectively and positively. The decisions of the democratic leader are not unilateral as with the autocrat because they arise from consultation with the group members and participation by them. good reasons why ROBI started embracing and applying Participative Leadership: 1. Participative leadership adds real value to employee contribution in decision making, problem solving, planning and implementation. It focuses on developing them on many levels while landscaping future goals and plans that benefit ROBI. 2. Participative leadership meets strategic needs/goals of companys by supporting individuals to reach their personal development goals. Developing people creates the foundation for sustainable positive change. 3.
Participative leadership is transformational as it wakes the inner leaders in people by reaching out to their deepest resources, expertise and natural ability to lead. It removes barriers and opens doors. 4. Participative leadership delivers results as it increases productivity and provides a satisfactory ROI . Employees perform loyalfully and is more committed to achieve company’s goals and contribute to the long- term picture. 5. Participative leadership is an opportunity for leaders to let go of their parochial perspectives and do what is right to optimize the entire company’s capacity, not just their own area.
Benefits of Participative Leadership Participative leadership has been implemented in various corporate organizations in a big way. Leaders are seeing the benefits of getting their team members to participate in the decision-making process through discussions and deliberations. Here we see the obvious and some not-so-obvious advantages of participative leadership that is taking business teams to a whole new plane of progress. Everyone Participates The best advantage of the participative leadership model is that everyone in the team gets a chance to participate.
Like in a democracy, the team members have their say in the decisions that the team makes as a whole. This fosters a sense of equality within the team and that helps everyone feel important as contributors. New Ideas Are Thrown about Participative leadership helps bring more minds together and hence there are more ideas and suggestions that are generated. Leaders, for whatever they are, are individuals and they may be limited in their capacities of thought. However, when several people belonging to different levels of activity are asked to contribute to the worth of a particular decision, new ideas emerge.
Some of these could be practical issues that people at the top levels do not think about. Hence, the decision becomes more practical and implementable and creatively rich. Decisions Become More Result-Oriented Since everyone has put in some or the other effort towards the planning process and everyone has a feeling of importance, it is quite evident that they will work towards implementing their own suggestions as well. This is a much better approach at making a team do things-make them suggest those things themselves. It becomes easier for leaders to generate results.
Leaders Can Assess the Worth of Their Policies During the participation, leaders can find out whether there are any constraints or impediments that might come in the way of implementation. They also get a feel of the enthusiasm factor, and can assess whether the people in the team are agreeable to the changes they are planning to implement. The level of participation is a direct indicator of the enthusiasm of the team and if the enthusiasm is higher, the plan will be implemented faster and in a more effective way as well. A Progressive Approach
Participative leadership is gaining wide currency right now because it allows everyone to contribute; it knits together the entire organization through their participation. This is the contemporary approach that leadership recommends and uses, and it has the potential to take organizations towards new levels of success. Future Leadership Discovery When employees participate in the decision-making process, current management has the opportunity to see who is stepping up to the plate and who is coming up with ideas. This is just another tool for management to evaluate employees for promotion.
When employees are promoted from within a company, less outsiders are brought in, and the employees are more motivated to do a good job. Many companies with defunct leadership practices often miss opportunities to promote from within. A new leader found within the company will be a valuable cornerstone for teamwork. Motivation All employees feel the need for motivation. Motivation is the key concept for change. People are naturally resistant to change, and leadership needs to find the proper theory to help people make the transition. Communication is the most important facet of motivation. If employees feel out of the loop, hen they are less likely to concentrate on the main goal of the team or organization. With participative leadership, the employee has more information and will stay more active in the change or decision process. Employers must initiate the communication as a show of faith to their employees. Team Spirit Since employees have a position and input in the decision-making process, the sense of involvement is not just felt individually but is felt as a team. If potential negative circumstances are involved in the decision that is to be made, team-centered involvement will allow the leadership to be informed more fully of the pros and the cons.
Communication is still important. When the leaders finally make a decision, the team is prepared for it; and with its participation, the stress and resistance to change is diminished. If negative perceptions of the change is noticed, the team can diffuse the situation without leadership becoming involved. Employee Productivity Studies have shown that there is a correlation between participative leadership and productivity. There is a suggestion that through communication and participative leadership high-quality performance can be obtained.
Leadership that practices the participative model have higher ratings as managers than leaders who manipulate their employees. Participative leadership begins a cycle of productive leadership and productive employees. This cycle increases company profitability and allows for internal growth. More promotions are possible and the progress of productivity increases across the company as the team grows. Performance Emotions: Leadership can be perceived as a particularly emotion-laden process, with emotions entwined with the social influence process. In an organization, the leader’s mood has some effects on his/her group.
These effects can be described in three levels. 1. The mood of individual group members. Group members with leaders in a (say) positive mood experience more positive mood than do group members with leaders in a (say) negative mood. The leaders transmit their moods to other group members through the mechanism of emotional contagion. Mood contagion may be one of the psychological mechanisms by which charismatic leaders influence followers. 2. The affective tone of the group. Group affective tone represents the consistent or homogeneous affective reactions within a group.
Group affective tone is an aggregate of the moods of the individual members of the group and refers to mood at the group level of analysis. Groups with leaders in a positive mood have a more positive affective tone than do groups with leaders in a negative mood. 3. Group processes like coordination, effort expenditure, and task strategy. Public expressions of mood impact how group members think and act. When people experience and express mood, they send signals to others. Leaders signal their goals, intentions, and attitudes through their expressions of moods.
For example, expressions of positive moods by leaders signal that leaders deem progress toward goals to be good. The group members respond to those signals cognitively and behaviorally in ways that are reflected in the group processes In research about client service, it was found that expressions of positive mood by the leader improve the performance of the group, although in other sectors there were other findings. Environment: Every organization has a particular work environment, which dictates to a considerable degree how its leaders respond to problems and opportunities.
This is brought about by its heritage of past leaders and its present leaders. Goals, Values, and Concepts Leaders exert influence on the environment via three types of actions: 1. The goals and performance standards they establish. 2. The values they establish for the organization. 3. The business and people concepts they establish. Successful organizations have leaders who set high standards and goals across the entire spectrum, such as strategies, market leadership, plans, meetings and presentations, productivity, quality, and reliability.
Values reflect the concern the organization has for its employees, customers, investors, vendors, and surrounding community. These values define the manner in how business will be conducted. Concepts define what products or services the organization will offer and the methods and processes for conducting business. These goals, values, and concepts make up the organization’s personality or how the organization is observed by both outsiders and insiders. This personality defines the roles, relationships, rewards, and rites that take place. Leadership & Human Behavior:
As a leader, we need to interact with our followers, peers, seniors, and others; whose support we need in order to accomplish our goals. To gain their support, we must be able to understand and motivate them. To understand and motivate people, we must know human nature. Human nature is the common qualities of all human beings. People behave according to certain principles of human nature. Human needs are an important part of human nature. Values, beliefs, and customs differ from country to country and even within group to group, but in general, all people have a few basic needs.
As a leader we must understand these needs because they can be powerful motivators and helps to improve our performance. Analysis of the Leadership style/ Findings: Integrity: It is the integration of outward actions and inner values. A person of integrity is the same on the outside and on the inside. Such an individual can be trusted because he or she never veers from inner values, even when it might be expeditious to do so. A leader must have the trust of followers and therefore must display integrity. Honest dealings, predictable reactions, well-controlled emotions, and an absence of tantrums and harsh outbursts are all signs of integrity.
A leader who is centered in integrity will be more approachable by followers. Dedication: It means spending whatever time or energy is necessary to accomplish the task at hand. A leader inspires dedication by example, doing whatever it takes to complete the next step toward the vision. By setting an excellent example, leaders can show followers that there are no nine-to-five jobs on the team, only opportunities to achieve something great. Magnanimity: It means giving credit where it is due. A magnanimous leader ensures that credit for successes is spread as widely as possible throughout the company.
Conversely, a good leader takes personal responsibility for failures. This sort of reverse magnanimity helps other people feel good about them and draws the team closer together. To spread the fame and take the blame is a hallmark of effective leadership. Leaders with humility recognize that they are no better or worse than other members of the team. A humble leader is not self-effacing but rather tries to elevate everyone. Leaders with humility also understand that their status does not make them a god. Mahatma Gandhi is a role model for Indian leaders, and he pursued a “follower-centric” leadership role.
Openness: Openness means being able to listen to new ideas, even if they do not conform to the usual way of thinking. Good leaders are able to suspend judgment while listening to others’ ideas, as well as accept new ways of doing things that someone else thought of. Openness builds mutual respect and trust between leaders and followers, and it also keeps the team well supplied with new ideas that can further its vision. Creativity: It is the ability to think differently, to get outside of the box that constrains solutions.
Creativity gives leaders the ability to see things that others have not seen and thus lead followers in new directions. The most important question that a leader can ask is, “What if … ? ” Possibly the worst thing a leader can say is, “I know this is a dumb question … ” Fairness: It means dealing with others consistently and justly. A leader must check all the facts and hear everyone out before passing judgment. He or she must avoid leaping to conclusions based on incomplete evidence. When people feel they that are being treated fairly, they reward a leader with loyalty and dedication.
Assertiveness: It is not the same as aggressiveness. Rather, it is the ability to clearly state what one expects so that there will be no misunderstandings. A leader must be assertive to get the desired results. Along with assertiveness comes the responsibility to clearly understand what followers expect from their leader. Many leaders have difficulty striking the right amount of assertiveness, according to a study in the February 2007 issue of the Journal of Personality and Social Psychology, published by the APA (American Psychological Association).
It seems that being under assertive or overassertive may be the most common weakness among aspiring leaders. Sense of humor: It is vital to relieve tension and boredom, as well as to defuse hostility. Effective leaders know how to use humor to energize followers. Humor is a form of power that provides some control over the work environment. And simply put, humor fosters good camaraderie. Intrinsic traits such as intelligence, good looks, height and so on are not necessary to become a leader. Anyone can cultivate the proper leadership traits. Process of great Leadership/Suggestions
To help us be, know, and do, follow these principles of leadership. This Leadership guide expand on these principles and provide tools for implementing them: • Know ourself and seek self-improvement – In order to know ourselves, we have to understand our be, know, and do, attributes. Seeking self-improvement means continually strengthening our attributes. This can be accomplished through self-study, formal classes, reflection, and interacting with others.
• Be technically proficient – As a leader, we must know our job and have a solid familiarity with our employees’ tasks. Seek responsibility and take responsibility for our actions – Search for ways to guide our organization to new heights. And when things go wrong, they always do sooner or later — do not blame others. Analyze the situation, take corrective action, and move on to the next challenge. • Make sound and timely decisions – Use good problem solving, decision making, and planning tools.
• Set the example – Be a good role model for our employees. They must not only hear what they are expected to do, but also see. We must become the change we want to see – Mahatma Gandhi. Know our people and look out for their well-being – Know human nature and the importance of sincerely caring for our workers. • Keep our workers informed – Know how to communicate with not only them, but also seniors and other key people. • Develop a sense of responsibility in our workers – Help to develop good character traits that will help them carry out their professional responsibilities.
• Ensure that tasks are understood, supervised, and accomplished – Communication is the key to this responsibility. • Train as a team – Although many so called leaders call their organization, department, section, etc. team; they are not really teams… they are just a group of people doing their jobs. • Use the full capabilities of your organization – By developing a team spirit, you will be able to employ your organization, department, section, etc. to its fullest capabilities. Conclusion From the above discussion we can easily understand that Axiata (Bangladesh) Ltd. (ROBI) is one of the top mobile Company of Bangladesh. It covers the whole Bangladesh by its network. There are many product and services of ROBI is available in Market. At this moment the company is in growing position.
But the strategies of the company will make the company “number one” mobile company of Bangladesh. So we can easily find out the Participative leadership style of ROBI is a very developed and effective one. As a multinational company for making the process more effective ROBI should analyze the recruitment and selection process of other multinational company of home and abroad. That can make ROBI perfect in recruiting people and the company will get efficient professionals, that will increased the productivity as well as revenue.