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Leadership

Leadership style is the manner and approach of providing direction, implementing plans, and

motivating people. The three established leadership style are concluded to be:

• Autocratic: in which leaders tell their employees what they should do and how toaccomplish the tasks without considering the employees own opinions.

• Democratic: in which leaders include employees in the decision making process in

determining what to do and how to accomplish it. This style is known to strengthen

the relationship between employees and employers as well as gain their respect.

• Laissezfair: in which leaders allow employees to make the decisions, however, the

leaders are still held responsible for the decisions which are made.

Leadership and Personality

!ersonality traits are crucial in order to be effective leaders, even "naturals# such as $ichard%ranson had to manage their personality characteristics in order to get where they are today.

&urthermore, personality traits can either be inherited or learned. !revious study has lead to

the development of five broad dimensions, known as 'The %ig &ive(, with each dimension

containing a number of traits. )owever, traits which may serve individuals in one leadership

 position may not always be successful in another. *hen moving positions within the

organisational hierarchy, e+ecutives may be reuired to portray or hold back some

characteristics of their personality. -n terms of personality and leadership, the %ig &ive

 personality dimensions should be considered.

Stability

motional stability is a highly valuable characteristic for individuals and can help with stress,

uncertainty and obstacles. A composed individual portrays professionalism, however, being

too composed can lead to the individual being pegged as overly confident or lacking in

emotion.

 Extraversion

+traversion is highly valuable but also has a negative impact. )igh levels of e+traversion

can lead to individuals being deemed too domineering or that they do not listen well.

)owever, individuals with high energy levels can inspire others, yet, they can also create

tensions with introverted colleagues.

Openness

/pen individuals show intellectual curiosity, yet, individuals with high scores on creativity

can overwhelm other with the difficulties of the information they are relaying to others which

reuires them to simplify the messages they are trying to communicate.

 Agreeableness

-t has been determined that little agreeableness leads to ineffectiveness, individuals who are

toughminded and direct are usually unflinching in the face of conflict or when dealing with

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difficult issues. )ow comments or feedback is communications is important and can lead to

trust developing amongst colleagues and subordinates.

Conscientiousness

Drive and persistence are important leadership characteristics and can prove dysfunctional ifthey are not properly controlled. )owever, being overly conscientious can lead to an

individual becoming a workaholic and can lead to the risk of burnout.

Leadership and Emotions

motional intelligence is the ability to manage and understand our own emotions as well as

those of people around us. -ndividuals with high levels of emotional intelligence understand

their feelings, the meaning of their emotions and how their emotions can affect those around

them.

motional intelligence is essential for leaders if they wish to be successful. -f they wish to besuccessful, leaders must have a good understanding of how their emotions and actions can

affect those around them and successful leaders can relate to and work with others.

Leadership and Attitudes

)aving the right attitude is imperative if we wish to succeed in leadership roles. /ur attitude

is the sum total of everything that makes us who we are, values, beliefs, e+periences and

emotions. !ositive thinking attitude is an effective characteristic of a leader and the right

attitude must be communicated in order for effective leadership.

Leadership and Motivation

0ome people may be motivated for leadership opportunities due to benefits or selfinterest,

which may create its own motivation not related to the organisational goals. -ndividuals may

 be motivated by factors in the e+ternal environment, such as 1ob benefits, pay, and 1ob perks,

this is known as extrinsic motivation. /r they may be motivated by the relationship between

the work and the task, which is considered as intrinsic motivation.

2otivation can also be based on human needs, in which we can consider 2aslow#s )ierarchy

of 3eeds. -n 2aslow#s theory, humans have five sets of needs that are arranged in a

hierarchy. )e states that people start by trying to satisfy their most basic or compelling needs

and progress toward the most fulfilling, the needs are as follows:

4. !hysiological needs

5. 0afety needs

6. $elationship needs

7. steem needs

8. 0elfactualisation.