OB FINAL (Leadership_Churchill)MCOM

8/19/2019 OB FINAL (Leadership_Churchill)MCOM

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INTRODUCTION

Traditionally leadership in the early years has been associated with individual skills characteristicsand personal qualities in the leader. A more recent view of leadership is that it is not an isolated

activity invested in a single person, but rather that a variety of people contribute to effective

leadership, and that leadership is therefore distributed. If this is the case, then preparation for

leadership has to go beyond individual management training since leadership capacities will need to

be more widely developed in the team.

Good leaders are made not born. If you have the desire and willpower, you can become an effective

leader. Good leaders develop through a never ending process of self-study, education, training, and

eperience !"ago, #$%&'. This guide will help you through that process.

To inspire your workers into higher levels of teamwork, there are certain things you must be,

know, and, do. These do not come naturally, but are acquired through continual work and study.

Good leaders are continually working and studying to improve their leadership skills( they are )*T

resting on their laurels.

OBJECTIVE OF PROJECT

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Objective of the project is as follows

• To know about leadership ,

• To study T+ */ 0A123I

•

To understand 45A0ITI */ G2AT 0A12

• To study about great leader 6inston 7hurchill.

ET!ODO"O#$

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% The purpose of this section is to describe the methodology carried out to complete the work.

The 8ethodology plays a dominant role in any research work. The effectiveness of any research

work 1epends upon the correctness and effectiveness of the research methodology.

9 econdary data are that which has been collected by someone else and which already have

been passed through statistical process. econdary data has been taken from internet, newspaper,

maga:ines and companies web sites.

9 The data required for the pro;ect study was obtained from sources like the website of the

such as, 9 http


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"ITER&TURE REVIE'

INTRODUCTION

Traditionally leadership in the early years has been associated with individual skills characteristics

and personal qualities in the leader. A more recent view of leadership is that it is not an isolated

activity invested in a single person, but rather that a variety of people contribute to effective

leadership, and that leadership is therefore distributed. If this is the case, then preparation for

leadership has to go beyond individual management training since leadership capacities will need to

be more widely developed in the team.

Good leaders are made not born. If you have the desire and willpower, you can become an effectiveleader. Good leaders develop through a never ending process of self-study, education, training, and

eperience

!"ago, #$%&'. This guide will help you through that process.

To inspire your workers into higher levels of teamwork, there are certain things you must be, know,

and, do. These do not come naturally, but are acquired through continual work and study. Good

leaders are continually working and studying to improve their leadership skills( they are )*T resting

on their laurels.

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DEFIN&TION OF "E&DER(!IP

The meaning of a message is the change which it produces in the image. @ enneth Boulding

in The Image< nowledge in 0ife and ociety

Before we get started, lets define leadership. 0eadership is a process by which a person influences

others to accomplish an ob;ective and directs the organi:ation in a way that makes it more cohesive

and coherent. This definition is similar to )orthouseCs !&DDE, pF' definition @ 0eadership is a

process whereby an individual influences a group of individuals to achieve a common goal.

0eaders carry out this process by applying their leadership knowledge and skills. This is

called rocess 0eadership !"ago, #$%&'. 3owever, we know that we have traits that can influence our

actions. This is called Trait 0eadership !"ago, #$%&', in that it was once common to believe that

leaders were born rather than made. These two leadership types are shown in the chart below!)orthouse, &DDE, p'<

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6hile 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 . nowledge and skills

contribute directly to the process of leadership, while the other attributes give the leader certain

characteristics that make him or her unique.

kills, knowledge, and attributes make the 0eader, which is one of the<

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http://www.nwlink.com/~donclark/performance/beliefs.htmlhttp://www.nwlink.com/~donclark/performance/beliefs.htmlhttp://www.nwlink.com/~donclark/performance/values.htmlhttp://www.nwlink.com/~donclark/performance/values.htmlhttp://www.nwlink.com/~donclark/performance/values.htmlhttp://www.nwlink.com/~donclark/leader/ethos.htmlhttp://www.nwlink.com/~donclark/leader/ethos.htmlhttp://www.nwlink.com/~donclark/leader/leadchr.htmlhttp://www.nwlink.com/~donclark/leader/leadchr.htmlhttp://www.nwlink.com/~donclark/performance/beliefs.htmlhttp://www.nwlink.com/~donclark/performance/values.htmlhttp://www.nwlink.com/~donclark/leader/ethos.htmlhttp://www.nwlink.com/~donclark/leader/leadchr.html


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T$PE( OF "E&DER(!IP

8ost common 0eadership Types are<

- Autocratic leadership.

- Bureaucratic leadership.

- 7harismatic leadership.

- 1emocratic leadership or participative leadership.

- 0aisse:-faire leadership.

- eople-oriented leadership or relations-oriented leadership.

- ervant leadership.

- Task-oriented leadership.

- Transactional leadership.

- Transformational leadership

)*&+tocratic "ea,ership

Autocratic leadership is an etreme form of transactional leadership, where a leader eerts high

levels of power over his or her employees or team members. eople within the team are given few

opportunities for making suggestions, even if these would be in the teamCs or organi:ationCs interest.

8ost people tend to resent being treated like this. Because of this, autocratic leadership usually leads

to high levels of absenteeism and staff turnover. Also, the teamCs output does not benefit from the

creativity and eperience of all team members, so many of the benefits of teamwork are lost.

/or some routine and unskilled ;obs, however, this style can remain effective where the advantages

of control outweigh the disadvantages.

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-* B+rea+cratic "ea,ership

Bureaucratic leaders Hwork by the bookH, ensuring that their staff follow procedures eactly. This is a

very appropriate style for work involving serious safety risks !such as working with machinery, with

toic substances or at heights' or where large sums of money are involved !such as cash-handling'.

In other situations, the infleibility and high levels of control eerted can demorali:e staff, and can

diminish the organi:ations ability to react to changing eternal circumstances.

.*Charis/atic "ea,ership

A charismatic leadership style can appear similar to a transformational leadership style, in that the

leader in;ects huge doses of enthusiasm into his or her team, and is very energetic in driving others

forward.

3owever, a charismatic leader can tend to believe more in him or herself than in their team. This can

create a risk that a pro;ect, or even an entire organi:ation, might collapse if the leader were to leave<

In the eyes of their followers, success is tied up with the presence of the charismatic leader. As such,

charismatic leadership carries great responsibility, and needs long-term commitment from the leader.

0*De/ocratic "ea,ership or Participative "ea,ership

Although a democratic leader will make the final decision, he or she invites other members of the

team to contribute to the decision-making process. This not only increases ;ob satisfaction by

involving employees or team members in whatCs going on, but it also helps to develop peopleCs skills.

mployees and team members feel in control of their own destiny, and so are motivated to work hard

by more than ;ust a financial reward.

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As participation takes time, this style can lead to things happening more slowly than an autocratic

approach, but often the end result is better. It can be most suitable where team working is essential,

and quality is more important than speed to market or productivity.

1*"aisse23Faire "ea,ership

This /rench phrase means Hlet them doH and is used to describe a leader who leaves his or her

colleagues to get on with their work. It can be effective if the leader monitors what is being achieved

and communicates this back to his or her team regularly. 8ost often, laisse:-faire leadership works

for teams in which the individuals are very eperienced and skilled self-starters. 5nfortunately, it can

also refer to situations where managers are not eerting sufficient control.

4*People3Orie5te, "ea,ership or Relatio5s3Orie5te, "ea,ership

This style of leadership is the opposite of task-oriented leadership< the leader is totally focused on

organi:ing, supporting and developing the people in the leaderCs team. A participative style, it tends

to lead to good teamwork and creative collaboration. 3owever, taken to etremes, it can lead to

failure to achieve the teamCs goals. In practice, most leaders use both task-oriented and people-

oriented styles of leadership.

6*(erva5t "ea,ership

This term, coined by 2obert Greenleaf in the #$EDs, describes a leader who is often not formallyrecogni:ed as such. 6hen someone, at any level within an organi:ation, leads simply by virtue of

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meeting the needs of his or her team, he or she is described as a Hservant leaderH. In many ways,

servant leadership is a form of democratic leadership, as the whole team tends to be involved in

decision-making.

upporters of the servant leadership model suggest it is an important way ahead in a world where

values are increasingly important, in which servant leaders achieve power on the basis of their values

and ideals. *thers believe that in competitive leadership situations, people practicing servant

leadership will often find themselves left behind by leaders using other leadership styles.

7*Tas83Orie5te, "ea,ership

A highly task-oriented leader focuses only on getting the ;ob done, and can be quite autocratic. 3e or

she will actively define the work and the roles required, put structures in place, plan, organi:e and

monitor. 3owever, as task-oriented leaders spare little thought for the well-being of their teams, this

approach can suffer many of the flaws of autocratic leadership, with difficulties in motivating and

retaining staff. Task-oriented leaders can benefit from an understanding of the Blake-8outon

8anagerial Grid, which can help them identify specific areas for development that will help them

involve people more.

9*Tra5sactio5al "ea,ership

This style of leadership starts with the premise that team members agree to obey their leader totally

when they take a ;ob on< the transaction is !usually' that the organi:ation pays the team members, in

return for their effort and compliance. As such, the leader has the right to punish team members if

their work doesnCt meet the pre-determined standard.

Team members can do little to improve their ;ob satisfaction under transactional leadership. The

leader could give team members some control of their income=reward by using incentives thatencourage even higher standards or greater productivity. Alternatively a transactional leader could

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practice Hmanagement by eceptionH, whereby, rather than rewarding better work, he or she would

take corrective action if the required standards were not met.

Transactional leadership is really ;ust a way of managing rather a true leadership style, as the focus is

on short-term tasks. It has serious limitations for knowledge-based or creative work, but remains a

common style in many organi:ations.

9*Tra5sfor/atio5al "ea,ership

A person with this leadership style is a true leader who inspires his or her team with a shared vision

of the future. Transformational leaders are highly visible, and spend a lot of time communicating.

They donCt necessarily lead from the front, as they tend to delegate responsibility amongst their

teams. 6hile their enthusiasm is often infectious, they can need to be supported by Hdetail peopleH.

In many organi:ations, both transactional and transformational leadership are needed. The

transactional leaders !or managers' ensure that routine work is done reliably, while the

transformational leaders look after initiatives that add value.

The transformational leadership style is the dominant leadership style taught in the H3ow to 0ead<

1iscover the 0eader 6ithin +ouH leadership program, although we do recommend that other styles

are brought as the situation demands.

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U(IN# T!E RI#!T (T$"E: (ITU&TION&" "E&DER(!IP

6hile the Transformation 0eadership approach is often highly effective, there is no one right way to

lead or manage that suits all situations. To choose the most effective approach for you, you must

consider<

- The skill levels and eperience of the members of your team.

- The work involved !routine or new and creative'.

- The organi:ational environment !stable or radically changing, conservative or adventurous'.

- +ou own preferred or natural style.

A good leader will find him or herself switching instinctively between styles according to the people

and work they are dealing with. This is often referred to as Hsituational leadershipH

/or eample, the manager of a small factory trains new machine operatives using a bureaucratic style

to ensure operatives know the procedures that achieve the right standards of product quality and

workplace safety. The same manager may adopt a more participative style of leadership when

working on production line improvement with his or her team of supervisors.

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);&pproaches +po5 which earl< "ea,ership practices are pre,icate,*

• "ea,ership is Distrib+te,* That is, leadership is not solely the purview of the 7*, but can

and should permeate all levels of the firm.

• "ea,ership is Perso5al a5, Develop/e5tal* There is no single way to lead. The best way to

create change is to work with the particular capabilities that you have, while constantly working to

improve and epand those capabilities.

• "ea,ership is a Process to Create Cha5=e* 0eadership is about making things happen,

contingent on a contet. 0eaders may create change by playing a central role in the actual change

process, or by creating an environment in which others are empowered to act.

• "ea,ership Develops Over Ti/e* It is through practice, reflection, following role models,

feedback, and theory that we learn leadership.

"ea,ership fra/ewor8

(EN(E&>IN#

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ensemaking is about making sense of the world around usJ. The act of ensemaking is discovering

the new terrain as you are inventing it. In the very process of mapping the new terrain, you are

creating it.

Tips for ensemaking<

• eek many types and sources of data.

• Involve others in your sensemaking.

• 1o not simply apply your eisting frameworks and overlay them on the situation.

• 8ove beyond stereotypes.

• 0earn from small eperiments.

• 5se images, metaphors, or stories to try to capture and communicate critical elements of your

map.

RE"&TIN#

2elating is about developing key relationships withint and across organisationsJ and consists of the

following three primary components<

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F. Co55ecti5= which is the ability to build collaborative relationships with others and to create

coalitions for change.

Tips for effective connecting are<

• 5nderstand the perspective of others within the organi:ation and withhold ;udgment while

listening to them.

• ncourage others to voice their opinions.

• Be clear about your stand and how you reached it.

• Think about how others might react to your idea and how you might best eplain it to them.

• Think about your connections.

VI(IONIN#

6hile sensemaking creates a map of what is, visioning is a map of what could be. Kisions are

important because they provide the motivation for people to give up their current views and ways of

working in order to change. erhaps most importantly, visioning provides people with a sense of

meaning about their work. It answers the question why am I doing thisLJ Thus good leaders are able

to frame visions in a way that emphasi:es their importance along some key value dimensions.

Tips for effective Kisioning are<

• 1evelop a vision about something that ecites you or that you think is important.

• /rame the vision with an ideological goal.

• 5se stories, metaphors and analogies to paint a vivid picture of what the vision will

accomplish.

• ractice creating a vision in many arenas.

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• nable co-workers by pointing out that they have the skills and capabilities needed to reali:e

the vision.

• mbody the key values and ideas contained in the vision M walk the talk.J

INVENTIN#

7reating is about the creation of new ways of woking together. Inventing entails creating the

processes and structures needed to make the vision a reality. It involves implementing the steps

needed to achieve our vision of the future.

Tips for effective inventing include<

• 8aintain focus on improving the ways that people work together in your team and

organi:ation.

• 6hen a new task or change effort emerges, think through how it will get done@who will do

what, by when, and in what configuration.

• lay with new and different ways of organi:ing work@eamine alternative ways of grouping

people together, organi:ing their internal interaction, and linking across different groups.

• Blend sensemaking and inventing.

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@U&"ITIE( OF #RE&T "E&DER(

)* Visio5

Great leaders have vision. They can see into the future. They have a clear, eciting idea of where

they are going and what they are trying to accomplish and are ecellent at strategic planning.

This quality separates them from managers. 3aving a clear vision turns the individual into a special

type of person. This quality of vision changes a NNtransactional managerOO into a NNtransformational

leader.OO 6hile a manager gets the ;ob done, great leaders tap into the emotions of their employees.

-* Co+ra=e

NN7ourage is rightly considered the foremost of the virtues, for upon it, all others depend.OO !6inston

7hurchill'

The quality of courage means that you are willing to take risks in the achievement of your goals with

no assurance of success. Because there is no certainty in life or business, every commitment you

make and every action you take entails a risk of some kind. Among the seven lea,ership ?+alities,

courage is the most identifiable outward trait.

.*I5te=rit<

In every strategic planning session that I have conducted for large and small corporations, the first

value that all the gathered eecutives agree upon for their company is integrity. They all agree on the

importance of complete honesty in everything they do, both internally and eternally.

The core of integrity is truthfulness. Integrity requires that you always tell the truth, to all people, in

every situation. Truthfulness is the foundation quality of the trust that is necessary for the success of

any business.

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.*!+/ilit<

Great leadersare those who are strong and decisive but also humble. 3umility doesnOt mean that

youOre weak or unsure of yourself. It means that you have the self-confidence and self awareness to

recogni:e the value of others without feeling threatened. It means that you are willing to admit you

could be wrong, that you recogni:e you may not have all the answers. And it means that you give

credit where credit is due.

0* (trate=ic Pla55i5=

Great leaders are outstanding at strategic planning. They have the ability to look ahead, to anticipate

with some accuracy where the industry and the markets are going.

0eaders have the ability to anticipate trends, well in advance of their competitors. They continually

ask, NNBased on what is happening today, where is the market goingL 6here is it likely to be in three

months, si months, one year, and two yearsLOO through thoughtful strategic planning.

Because of increasing competitiveness, only the leaders and organi:ations that can accurately

anticipate future markets can possibly survive. *nly leaders with foresight can gain the NNfirst mover

advantage.OO

Foc+s

0eaders always focus on the needs of the company and the situation. 0eaders focus on results, on

what must be achieved by themselves, by others, and by the company. Great leaders focus on

strengths, in themselves and in others. They focus on the strengths of the organi:ation, on the things

that the company does best in satisfying demanding customers in a competitive marketplace.

+our ability as a leader to call the shots and make sure that everyone is focused and concentrated on

the most valuable use of their time is essential to the ecellent performance of the enterprise.

Cooperatio5

+our ability to get everyone working and pulling together is essential to your success. 0eadership is

the ability to get people to work for you because they want to.

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The %D=&D rule applies here. Twenty percent of your people contribute %D percent of your results.

+our ability to select these people and then to work well with them on a daily basis is essential to the

smooth functioning of the organi:ation.

Gain the cooperation of others by making a commitment to get along well with each key person

every single day. +ou always have a choice when it comes to a task< +ou can do it yourself, or you

can get someone else to do it for you. 6hich is it going to beL

C&(E (TUD$

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turbulent times. 7hurchillOs success was built on a foundation of such values that transcended the

darkest of days.

In researching 7hurchill, I found strong overlap between his values and the work rules we have

introduced within the 5.. )avy and many other organi:ations around the world.

!I( 'OR> RU"E( 'ERE:

• A 5se open, honest, and direct communication AP

• 7reate a supportive environment

• 8aintain confidentiality with no attribution or retribution

• tay focused and be prepared

• 3old a proper attitude AP

• Be self-monitoring

• 8anage all agreements

8any people have found these rules to be self-evident and intuitive. They are based upon values

that govern our effectiveness and growth. These values include learn-ing, growing, and risk-

taking( making a difference and eperiencing ;oy when doing it( taking responsibility for

self, relationships, and community( doing what is right and being accountable at the highest level(

and looking for ways to align and attune human spirits and energies.

U(IN# T!E (EVEN 'OR> RU"E( &( & FR&E'OR> C!URC!I""

&PP"IED !I( V&"UE( &ND (ERVED &( & BE&CON TO OT!ER(*

)* Use ope5 ho5est ,irect co//+5icatio5

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It was a mistake, 7hurchill often argued, to shrink from stating the true facts to the public.J 6hen

faced with mounting criticism about the poor progress of the war in early #$?&, 7hurchill

demanded a formal vote of confidence in the 3ouse of 7ommons to force the issue. It is because

things have gone badly, and worse is to come,J he said, that I demand a vote of confidence.J

7hurchill prevailed, by a vote of ?Q? to #.

7hurchill also liked to deliver bad news personally, not only war news to the 3ouse of 7ommons,

but to the Allies as well. *ne of the toughest moments of the war for him was when it became

apparent that a second front against the Germans

In /rance could not be opened up in #$?F, as had been promised to talin. 7hurchill decided to go

to 8oscow to tell talin personally. It was like taking a lump of ice to the )orth ole,J 7hurchill

said.

7hurchill communicated what he thought and felt to those he believed would benefit from his

message. 3e was open and clear, as opposed to sending hidden messages. 3e offered his honest

thoughts, ideas, and feelings. And, he shared his message with those it was intended for as op-

posed to telling someone who he hoped would pass it along.

-* Create a s+pportive e5viro5/e5t

7hurchill was etremely loyal and supportive of his col-leagues and superiors. 3e was a genuine

team player. 8aurice 3ankey, cabinet secretary during 66I, wrote later, 6e owed a good deal in

those early days to the courage

and inspiration of 6inston 7hurchill who, undaunted by difficulties and losses, set an infectious

eample to those of his colleagues who had given less thought than he, if indeed any thought at all,

to war problems. 3is stout attitude did something to hearten his colleagues.J

1uring the #$FDs, 7hurchillOs party leadership snubbed him and turned a scornful ear to his advice.

)onetheless, he campaigned vigorously on their behalf during general elections. Also, once a policy

was set or a political quarrel decisively settled, 7hurchill would cease his opposition and get on

board. After losing a long and bitter fight against the India dominion policy in the early #$FDs,

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7hurchill told one of his opponents, you need not epect anything but silence or help from us.J

.* ai5tai5 co5fi,e5tialit< with 5o attrib+tio5 or retrib+tio5

7hurchill weighed carefully the potential consequences of quoting other people and spreading

gossip. 3e also guarded against attribution and retribution. 3e reali:ed that attributing statements to

others out of contet could be misleading. 3e also knew that people who paid a price !received

retribution' for what they did or said would hold back in the future and not be as valuable to him.

0ord Bridges wrote after the war, I cannot recollect a single 8inister, serving officer, or civil

servant who was removed from office because he stood up to 7hurchill and told 7hurchill that he

thought his policy or proposals were wrong.J

7hurchill was an eceptionally forgiving person. I do not harbor malice,J he wrote in #$, I

always forgive politics-cal attacks or ill-treatment not directed at private life.J This trait was most

on display after 6orld 6ar II began. At that time, 7hurchillOs leadership position was invincible due

to his clear and consistent warnings over the previous years. If anyone had a right to say, I told you

so,J and demand

2etribution against officials who had been against him, it was 7hurchill. But, he did no such thing.

In one instance, 7hurchill graciously accepted an apology from a 7onservative arty official who

had tried to remove him from arliament ;ust a few months before the outbreak of war. 7hurchillOs

response was, I certainly think that nglishmen ought to start fair with one another from the outset

in so grievous a struggle, and so far as I am concerned, the past is dead.J

0* !ol, a proper attit+,e

*ptimism is key to the can-doJ attitude essential to successful leadership. But, most organi:ations

are sub;ect to an inertia that results in an it-canOt-be-doneJ attitude. This was always unacceptable

to 7hurchill. 7hurchillOs supreme talent,J one of his aides recalled, was in goading people into

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giving up their cherished reasons for not doing anything at all.J 6hen apprised of delays in

shipbuilding in #$F$, for eample, 7hurchill sent a memorandum to one of his senior administrators<

It is no use the contractors saying

It cannot be done. I have seen it done when full pressure is applied, and every resource and

contrivance utili:ed.J

I am one of those,J 7hurchill remarked in #$#D, who believe that the world is going to get better

and better.J 3e deplored negative thinking. In a speech to his officers in the trenches in /rance in

#$#Q, 7hurchill ehorted, 0augh a little, and teach your men to laugh. If you canOt smile, grin. If

you canOt grin, keep out of the way till you can.J

All will come right,J was one of 7hurchillOs favorite phrases. 3e repeated it often in the darkest days

of 6orld 6ar II, and he seldom ended a wartime speech without a ringing note of optimism, usually

drawn from an nglish poet. 3e ended one speech with a lyric from Arthur 3ugh 7lough, But

westward, look, the land is brightRJ

1* Be self /o5itori5=

An important part of 7hurchillOs success was his self-criti-cism. very night,J he remarked to

one of his aides, I try myself by court martial to see if I have done anything effective during the

day. I donOt mean ;ust pawing the ground( anyone can go through the motions, but something

really effective.J

In addition, 7hurchill sought feedback and advice from his colleagues and subordinates. *ne of

his aides at the Treasury in the #$&Ds said of 7hurchill, 3e always took criticism very, very

meekly. *ne could say eactly what one liked in the way of criticism. 3e wanted the full criti-cal

value from subordinates.J *n his first day back at the Admiralty in #$F$, 7hurchill sent his initial

thoughts to the senior staff with the concluding wish, The /irst 0ord

ubmits these notes to his naval colleagues for consideration, for criticism and correction, and hopes

to receive proposals for action in the sense desired.J

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4* a5a=e all a=ree/e5ts

7hurchillOs cumulative record of agreements forms the essence of how we remember him. 3e got

clear on his commitments and worked to keep the ones that he made. 7hurchillOs ability to manage

agreements touched every as-pact of British domestic and foreign policy, from the struggle for social

reform before 6orld 6ar I to the search for a sum-mit conference after 6orld 6ar II. 3e worked to

manage BritainOs relations with /rance, Germany, the 5nited tates, and the oviet 5nion, each at

their most testing time. 3is finest hour was the leadership of Britain when it was most isolated, most

threatened, and most weak@when his own courage, determination, and belief in democracy

galvani:ed the nation.

6* Co5scio+s choices

In the space provided below, take a moment and list one thing you can do in order to be more

effective in upholding each of the seven work rules@

6ork 2ule one thing I can do

#. Be open, honest, S

direct

&. Be supportive

F. 8aintain

confidentiality

?. /ocus and prepare

. 3old a proper attitude

Q. elf monitor

Fi5,i5=s Observatio5

7hurchill, like Abe 0incoln, was not a particularly charismatic leader. This is in contrast to the

devilishly charismatic 3itler. 6hile 7hurchill had a powerful personality and wonderful

Co//+5icatio5 s8ills, no one wished to award him dictatorial powers for life !unlike AdolfR'.

25


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3itler radiated an almost super-human charisma. It has been said that after meeting 7hurchill you

beleived you could achieve anything. After meeting 3itler you believed that he could achieve

anythingR 7hurchill used this inspirational effect to build vital Collaboratio5s

0eadership is ultimately about getting things done that 1rive to Take Action - and get results and

improve performance. Its the ability to influence, motivate and provide the tools and environment to

others so that they can best contribute towards the successful attainment of the goals of their

community or organi:ation. 6inston 7hurchill was a man of immense Co+ra=e a5, Creativit


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6e all have tremendous capacity to inspire people to contribute their best. Kalues and 0ife urpose

are two core areas of 0eadership on urpose ground you, force you to sit up straight. They help steer

your leadership so that you can more clearly understand the third core areas of 0eadership on

urpose.

Fi5al - Core &reas of "ea,ership o5 P+rpose*

#etti5= that this worl, is 5ot abo+t


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And when you lead knowing that your leadership orchestrates people coming together to unleash

their talents, you instantly reali:e what it means that this worl, is 5ot abo+t


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BIB"IO#R&P!$

'EB(ITE(

• http://vectorstudy.com

• http://smallbusiness.chron.com

• http://""".le#acee.com/$n%o/&eadership/&eadership'tyles.html

• http://""".mindtools.com/pa#es/article/ne"&()*84.htm
http://vectorstudy.com/http://www.legacee.com/Info/Leadership/LeadershipStyles.htmlhttp://www.mindtools.com/pages/article/newLDR_84.htmhttp://vectorstudy.com/http://www.legacee.com/Info/Leadership/LeadershipStyles.htmlhttp://www.mindtools.com/pages/article/newLDR_84.htm

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OB FINAL (Leadership_Churchill)MCOM