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Leadership and Management

(Student Name)

(Course)
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ABSTRACT

An organization is made up of the people working together and striving towards the similar

goals. This group of people definitely needs a guide and someone who can tell them the way, and

can direct the goals and aims. This is where the role of a ‘Leader’ comes. By definition, a leader

is a person who leads, guide and control an organization, a team or an institution. He has the

control to make decisions and can lead the people in his way.

However, there are certain traits which make a leader good or bad, competent or incompetent

and there are certain behaviors which are considered as right or wrong. In any way, the role of

leader in an organization is surely evident. A good leader is someone who takes the lead on the

matters of an organization, makes the decisions, listen to the team working under him/her and

make sure that nobody is left behind. A leader is a visionary person who creates goals, fix a

target and lead from the front. He directs and manages the major works of any organization. A

leader remains leader, no matter what behaviors he has or what theories are implemented to his

leadership styles. Nevertheless, if his behaviors and his style do not compliment the work

conditions and employees’ relationships; he can be destructive for the organization.

This paper explores the different theories related to management and leadership and will also see

the leadership styles and their impacts in detail. Furthermore, this paper includes a detailed

comparison between two different kinds of leaders in different organizations and their impact on

the employees and the organization as a whole. In addition to this, the paper suggests some

neutral leadership behaviors and traits which can be picked up by any leader of any organization

to boost up the work environment and performance of employees.

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INTRODUCTION

Every organization and institution requires a man-power and designated efforts to accomplish

what they believe in and what they want to get as an outcome. To organize and manage the

people at work and the pace of activities and performances, there is a strong requirement of

someone who can supervise and lead. A leader is designated to accomplish all this for an

organization. A leader is not simply a designation or a job role; it is phenomenon and a system

within itself. Leadership requires serious dedication and commitment and thus, it plays the most

vital role for the organization’s culture and completion of goals.

Leadership has been defined by many scholars and business gurus. One thing which has always

remained the same is that they define the term ‘leadership’ with all the traits which is in a good

leader. However, leadership is itself a skill and one can be a good leader or a bad one; it all

depends on their behaviors and styles. In simpler terms, a leader is a person who is the front face

of the organization and escorts the team. A leader is the person who guides other employees and

members and makes the decision. A leader is the one who supervises the jobs and evaluate the

employees’ performances. That is why it is said that it is not necessary that the owner of a firm

or a CEO is a leader, because they might have given these roles and powers to someone else

beneath them.

Every organization is lead by someone and even the group of friends has some Alpha or Leader

who has the most important say there and is responsible for the decisions. Every home has a

leader who fixes some rules and manages the communications and needs. Similarly, when we

talk about institutions, organizations and companies, the formality of the job and the seriousness

is increased as per the needs. Commitment, dedication and honesty become the primary values in
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a leader. A leader has to supervise the work and manage the information and work flow.

Therefore, he has to be a keen observer as well.

Based on theories and frameworks, there are a lot of traits and behaviors and certain philosophies

of leadership. Theories look deeply on the matters which laymen ignore in a leader and also the

theories of leadership help us understand the behaviors of leaders and the reasons. Also, some

leadership theories reflect upon the possible disadvantages, benefits or any kind of outcomes

which leadership cause to an organization. For case in point, The Trait Theory says that the

conceived pioneers were blessed with certain physical attributes and character qualities which

recognized them from non-pioneers. In the Contingency theory: the hypotheses of possibility

suggest that no authority style is exact as an independent as the administration style utilized is

dependent upon the components, for example, the quality, circumstance of the adherents or

various different factors.

This paper therefore looks deeply on the phenomenon of leadership and on the human element;

behaviors and styles of leadership along with the theories and frameworks which help us

understand the situations better. Also, the paper comprises of the basic recommendations which

can be useful for the leaders in any work condition. The reason behind the recommendations and

suggestions is that even a leader is required to learn and grow. He has to recognize his mistakes,

compare himself with the competitors and look out for better options; otherwise the organization

will get out-dated and will not survive in long run.

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LITERATURE REVIEW ON KEY THEORIES RELATING TO

LEADERSHIP EXERCISE IN ORGANIZATIONS

Leadership Theories

The Trait theory:

The early researchers opined that imagined pioneers were honored with certain physical

characteristics and character characteristics which remembered them from non-pioneers. Quality

speculations dismissed the assumptions about whether organization traits were innate or gotten.

Jenkins perceived two attributes; famous characteristics (those which are enthusiastically poor

upon heredity) as height, knowledge, request, and bravery and feasibility characteristics (taking

into account understanding or getting the hang of), including Moxy, as chief portion of activity

(Arvonen, 1991). Max Weber named Moxy as "the best dynamic influence, fit for making an

absolutely new heading through disciples and complete individual duty to pioneers they saw as

enhanced with basically mysterious phenomenal, superhuman attributes and powers". This

fundamental focus on insightful, physical and character characteristics that perceived non-

pioneers from pioneers anticipated an assessment that kept up that solitary minor changes exist

among followers and pioneers (Burns, 2003).

The mistake in recognizing the traits which every single convincing pioneer shared for all intents

and purposes, realized headway of value speculation, as a far off section, falling into objection.

In the last piece of the 1940s, specialists inspected the properties of military and non-military

pioneers separately and revealed the centrality of explicit attributes making at explicit events.

Near to a great extent to uncommon man theories, the trademark theory acknowledge that people

obtain certain attributes or characteristics improve them fit to organization. Quality theories
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normally perceive explicit character or direct properties that are shared by pioneers. Many have

begun to ask of this theory, in any case, if explicit traits are key features of pioneers and

organization, how might we explain people who have those attributes yet are not pioneers?

Inconsistencies in the association between power attributes and organization ampleness

unavoidably drove scientists to move perfect models searching for new explanations for

convincing activity. The possibility that leaders' characters, behaviors and related attributes are

critical and persuasive mirrors an extensive group of work and examination that investigates a

trait theory of leadership. The concentration here is upon the leader as a person, as an individual,

and as an entertainer of discernable acts, traits and behaviors.

Promoted in the last 50% of twentieth century leadership research, the reason of trait theory is

that those of effective leaders ought to be examined and imitated (Shriberg et al., 1997). Trait

theory is accepted to be established on narrating in leadership composing and examination, as in

recounting to the narratives of extraordinary leaders and what made them incredible (Dym and

Hutson, 2005). It has additionally supported and continued an act of symptomatic self and

companion assessment, for the most part as self-scoring surveys with pre-decided leadership

qualities, among rehearsing and rising leaders trying to characterize, create and fortify their

center leadership traits and abilities (Gordon, 2003).

The Behavior theory:

The behavior theory perceives the centrality of certain significant activity capacities that fill in as

engaging impact for a pioneer who plays out an exhibition while drawing its comparing with past

restriction of the pioneer, before that particular show while recommending that each individual

has an obvious style of power with which he/she feels commonly fulfilled. Like one that doesn't
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fit all heads, correspondingly one style can't be ground-breaking in all conditions. Yukl (1989)

introduced three particular organization styles. The delegates giving lion's share rule pioneers

indicated genuine degree of satisfaction, imagination, and motivation; working with

extraordinary energy and essentialness paying little mind to the proximity or nonattendance of

the pioneer; keeping up better relationship with the pioneer, similar to gainfulness while,

imperious pioneers fundamentally revolved around more unmistakable measure of yield.

Free undertaking activity was simply seen as significant while driving a gathering of

significantly skilled and convinced people who mind blowing history, already. Feidler and House

(1994) recognized two additional activity styles focusing feasibility of the organization. These

pros opined that idea (stress for people and relationship rehearses) and starting structure (stress

for creation and task rehearses) were basic variables. The idea is implied the proportion of

conviction and similarity; a pioneer cause in his subordinates. While, beginning structure, of

course, reflects the degree, to which the pioneer structures, facilitates and describes his/her own

and the subordinates‟ employments as they have the participatory activity toward various leveled

execution, advantage and accomplishment of the mission.

Different investigators recommended that three sorts of pioneers, they were; authoritarian, just

and free venture. Without including subordinates, the oppressive pioneer chooses, free

undertaking pioneer lets subordinate choose the decision and from this time forward plays no

certified compelling position other than taking on the position and the vote based pioneer gets to

his subordinates by then takes his decision. He further expected that all bosses could fit into one

of these three characterizations. Behavioral speculations of leadership depend on the conviction

that extraordinary leaders are made, not conceived. This leadership theory centers around the

activities of leaders not on scholarly characteristics or interior states. As indicated by the

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behavioral theory, individuals can figure out how to become leaders through preparing and

perception. Naylor (1999) takes note of that enthusiasm for the behavior of leaders has been

animated by an efficient correlation of despotic and popularity based leadership styles. It has

been seen that bunches under these sorts of leadership perform in an unexpected way:

• Autocratically drove gatherings will function admirably insofar as the leader is available.

Gathering individuals, be that as it may, will in general be discontent with the leadership style

and express antagonism.

• Democratically drove bunches do almost just as the totalitarian gathering. Gathering

individuals have more positive emotions, in any case, and no aggression. In particular, the

endeavors of gathering individuals proceed in any event, when the leader is missing.

The Contingency theory:

The hypotheses of credibility recommend that no force style is cautious as a free as the

association style utilized is penniless upon the sections, for example, the quality, and

circumstance of the followers or distinctive different factors. As indicated by this hypothesis,

there is no single right approach to manage lead considering the way that within and outside

segments of the earth require the pioneer to adjust to that specific circumstance. A critical piece

of the time, pioneers don't change just the parts and condition, specialists inside the connection

change. From a common perspective, the hypotheses of likelihood are a class of lead hypothesis

that challenges that there is nobody best technique for driving/filtering through and that the style

of intensity that is employable in explicit conditions may not be persuading in others (Senge,

2002).
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Credibility scientists expected that the pioneer was the purpose of combination of pioneer

subordinate relationship; situational specialists opined that the subordinates acknowledged a

fundamental movement in depicting the relationship. Regardless, the situational authority

remains to supplement by and large upon the pioneer; it makes the centrality of the concentration

into group dynamic. These assessments of the relationship among parties and their pioneers have

induced a piece of our front line speculations of get-together segments and association. The

hypothesis of situational authority suggests that style of movement ought to be agreed with the

improvement of the subordinates (Bass, 1997). The situational authority model, first introduced

in 1969, guessed that there was no radiant strategy to lead and those pioneers, to be effective,

must have the alternative to acclimate to the condition and change their initiative style between

task-masterminded and relationship organized. Probability theories of administration revolve

around explicit elements related to the condition that may make sense of which style of authority

is generally proper for a particular work situation. As showed by this hypothesis, no single

administration style is appropriate in all conditions. Accomplishment depends on different

elements, including authority style, attributes of disciples and situational features (Charry, 2012).

A chance factor is subsequently any condition in any relevant condition to be seen as when

arranging an affiliation or one of its parts (Naylor, 1999). Plausibility hypothesis communicates

that fruitful authority depends upon the degree of fit between a pioneer's attributes and

administration style and that mentioned by a specific situation (Lamb, 2013).

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Leadership Styles

Transformational Leadership:

Yukl (2011) attempts to "raise the insight of the enthusiasts by addressing the guidelines and

excellences rather than to materialistic need's or negative emotions". In light of agree to

incorporate lovers at the same time (works out) towards relationship to achieving shared targets

and returns perceives change organization from various past and contemporary hypotheses. This

style makes followers accomplish their obligation and reestablish them (Dataset, 2007). The

leader propels, moves and changes devotees to perform while rising above personal

responsibility for the advancement of the association (Arvonen, 1991). (Consumes, 2003) moves

his enthusiasts to continue to achieve destinations past their own energy to help the social

occasion or affiliation. He furthermore perceived this style as a technique where people attract

with others so they raise their level of motivation and moral quality. They advance insightful

unforeseen development, trust in the gathering; produce collaboration and vitality by driving and

engaging the disciples towards achieving various leveled targets.

Relationship speculations, otherwise called groundbreaking hypotheses, center around the

associations framed among leaders and adherents. In these speculations, leadership is the

procedure by which an individual draw in with others and can "make an association" that

outcomes in expanded inspiration and profound quality in the two supporters and leaders.

Relationship hypotheses are regularly contrasted with appealing leadership speculations in which

leaders with specific characteristics, for example, certainty, extroversion, and plainly expressed

qualities, are viewed as best ready to inspire adherents (Lamb, 2013). Relationship or

groundbreaking leaders rouse and motivate individuals by helping bunch individuals see the
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significance and higher great of the undertaking. These leaders are centered around the

exhibition of gathering individuals, yet in addition on every individual to satisfying their latent

capacity. Leaders of this style frequently have high moral and good guidelines (Charry, 2012).

Transactional Leadership:

During the last piece of the 1970s and mid-1980s, the investigation on organization moved

different ways from the specific perspectives of the pioneer, activity setting, and supporter and

toward practices that focused on the exchanges between the pioneers and lovers. Worth based

power speculation looks at exchange of requirements among supporters and pioneers. This style

relies upon the exchanging of compensations subordinate upon execution (Arvonen G. E.- J.,

1991). Value-based pioneers show gainful and therapeutic practices, for instance, startling prize

and medicinal estimation by following organization by extraordinary case. This style

incorporates close watching and making therapeutic move as and when they occur. Conditional

leadership is normally portrayed as instrumental in adherent's objective fulfillment utilizing

carrot and stick approach (Bass, 1997). Transactional pioneers expect certain work rehearses

from their associates or aficionados who are compensated for these practices by both monetary

and nonmonetary rewards.

Power and effect is furthermore part of value-based position style and is more fitting in corporate

organization style of working. It can sooner or later be appeared differently in relation to

authoritarian position style when there is more command over their lovers concerning settling on

staff adding to the board choices. Value-based hypotheses, otherwise called administration

speculations, center around the job of oversight, association and gathering execution and the

trades that occur among leaders and devotees. These speculations base leadership on an
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arrangement of remunerations and disciplines (Charry, 2012). As it were, on the idea that a

leader's main responsibility is to make structures that make it plentifully clear what is anticipated

from devotees and the results (prizes and disciplines) related with meeting or not meeting desires

(Lamb, 2013). At the point when workers are effective, they are remunerated and when they

come up short, they are denounced or rebuffed (Charry, 2012).

Administrative or conditional theory is frequently compared to the idea and practice of the board

and keeps on being an amazingly regular part of numerous leadership models and authoritative

structures (Lamb, 2013). This leadership style begins with the possibility that colleagues consent

to comply with their leader when they acknowledge an occupation. The exchange for the most

part includes the association paying colleagues as a byproduct of their exertion and consistence.

The leader has an option to rebuff colleagues if their work doesn't fulfill a fitting guideline. The

moderate working connections that outcome (among staff and supervisors or leaders) depend on

this exchange (exertion for pay).

BEHAVIORS OF LEADER A AND LEADER B IN RELATIONS TO

THEORIES OF LEADERSHIP

Behavior of Leader A - Organization X

Before the outbreak of Covid-19, when everything was normal and the way of life was moderate

and pleasing, I got a chance to work in an organization dealing with cricket franchise, labeled as

Organization X. There, I worked as an internee and I had to manage several kinds of jobs

throughout the days. I had to go 5 days a week, during their branding and advertising, their

photoshoots and commercials, as well as their training sessions and meetings. My job was to
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coordinate with the players and management. I had to make it sure that everyone was satisfied

with their job role and if our campaigns are going well or not.

We had a very cooperating and young leader (Leader A). The man was around 28-30 years old

with a professional experience and struggling background. His leadership traits made us people

to complete our tasks smoothly throughout our course. His leadership style was rather

democratic. He used to listen to everyone and then make the decision. He used to value all the

opinions on the tables and he was very welcoming to creative ideas.

One thing which was very certain and sometimes irritating-behavior was his sarcastic tone

towards the student ambassadors and internees. He didn’t use to discourage us by any means, as

mentioned above that he was open to ideas and creativity. However, his tone was not very sweet

during the work. Yes, after the work, he would become an easy-going person.

If he is to be evaluated under the Trait theory, it will become easy to understand. As it is known

that the trait theory is based on the attributes of many leaders, competent or incompetent,

successful or unsuccessful. The trait theory focuses on identification of several traits that exist in

a leader which makes him successful or unsuccessful. Through this theoretical model, we can

understand the nature of a leader by cross checking his characteristics. It is said by Carlyle in this

theory that “Certain traits produce certain patterns of behaviors”; it becomes easier to understand

the reason behind the actions of the leaders. He says that these traits are naturally existing and

inherited to a person, more like the statement ‘leaders are born’.

The first trait that most commonly exist in the people with great leadership capability is

‘Flexibility and Adaptability’. The Leader A under study is highly flexible and adaptive in his

nature. The reason behind this is that he never hired female internees before and this time they
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had some university girls. He coordinated them with fairness and patience despite of a sudden

change in team. Introducing a new gender to your comfortable workplace is never easy, but he

managed to do it without any discrimination or pay-gap.

Another trait in a good leader according to the trait theory is that he has the capacity to motivate

people (Lee, 2018). Leader A had this ability as far as observed by myself. He regularly

motivated us to do better, to explore new skills and opportunities. He regularly talked to us about

the subsequent activities and gave us novel tasks for growth and learning.

The trait of creativity and decisiveness was very visible in our Leader A. He encouraged new

ideas when it was the time of branding and marketing. He made us discuss and present our ideas.

However, the final decision was always taken by himself with strong belief in himself and the

choice he was making. He left an impression that I have heard everyone, now it is on me

whatever I decide. He never felt less confident on the step he was taking. Also, the eagerness to

take the responsibility was way higher in his leadership style (Jensen, et. al, 2019).

Perseverance was also noticeable all the time I worked with him. He remained stick to his

decision even in the crisis and had the confidence that we might get out sooner if we try hard.

However, sometimes it also felt that perseverance was way too much in him that he became

more stubborn at times.

Trustworthiness trait according to the theory matters a lot. I personally found him trustworthy in

all manners. Due to new experience, some girls faced some challenges and issues while working

with other colleagues. We as a team discussed those matters with our leader and he solved them

out without any direct comments or breach of privacy. He remained unbiased throughout the

conflict management and resolved the matter at all the ends, making it sure that no one is hurt.
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According to trait theory there is another trait of a leader which makes him success, i.e.,

‘understanding the needs of their followers’. Well, I found this as a comparatively weaker point.

He is not very sympathetic towards the other team members. He always says that he understands

a student life and that too belonging to a middle class family. Nevertheless, practically I found

him a bit cold when it comes to understand someone’s financial needs.

On the other hand, if we practically see his transformation as a leader throughout our work

period, his growth was evident, even a little. His listening skills and motivation trait was

enhanced. Although he did posses almost every trait we discussed above, but he learned a few

new things and implemented them as well. Behavior theory says that a leader learns with time

and acquires these skills by leaning and growing. Therefore, we can say that the statement of the

behavior theory also complements Leader A.

Leader B – Organization Y

During one summer vacations, I worked in a restaurant as the account assistant. I had to deal

with the finances of the restaurants, the audits of bills, a check on cash and some other things

related to the position. We were 6 team members; all of us had to divide days for different works.

For instance, two days a week I use to collect the cash from the billing point and maintain

records, another two days I had to do all the calculations and the other team member would

collect cash. Our manager of accounts and finance i.e. Leader B was leading us in a very

different way than Leader A.

As compared to Leader A, Leader B was a Transactional leader. He was concerned with the

records of day-to-day sales, status quo and our regular performances. His role was to supervise

us, guide us a little and organize our tasks. It was not in his role to make us learn different things,
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explore our personality and develop new skills. He was more focused on making us learn

whatever was related to our daily work hours. This type of leadership requires a strict

management system and we had got that (Jensen, et. al, 2019). The deadlines were absolute and

everyone was supposed to carry the timetable of duties and shifts given to them.

Evaluation of Leader B as per Trait Theory: If we look into the traits of a successful leader as per

theory, the basic ones are Trustworthiness, Self-confident, Decisive, Creativity, Flexibility,

Empathetic and understanding nature, etc (Lee, 2018). Talking about Leader B, he was

immensely self-confident and decisive. All the control was in his hand, therefore, his actions

used to be swift and surprising. He used to stick with his idea in difficult time, and tend to ignore

the negative vibes associated as risks. He used to evaluate the situation before taking big

decisions. However, he never lost his faith on his capacities. He had believed on us as well, but

from a point of view that he has chosen us right and has guided us.

The trait of trustworthiness was also present in Leader B, he never leaked out the information he

had, about anyone of us. He used to regard the privacy and confidentiality. However, I never find

him as Empathetic and Good Listener. He cannot be stated as rude or anything like unkind, but

he always seemed to be in rush. Therefore, the trait of trustworthiness becomes less important

when a person is not capable enough to be share problems with. A boss who cannot listen his

employees for a few minutes about their issues or new ideas or anything related to work becomes

like a burden on the head. Employees also become restricted to work and that is what happened

with me while working for that restaurant. Sooner, it didn’t feel like anything new and I used to

get tired and bored very easily.

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Another absent trait in that leader was of motivation. He didn’t use to motivate and appreciate us

in a certain way. He used to pass one word comment on our good work and a very long lecture

on our mistakes. Also, he used to tell mistakes in front of everyone which sometimes become

embarrassing and very demotivating for anyone. My team mates also used to believe that they

might not continue another day without motivation and encouragement, but then our wages were

nice and we were doing very well. Although he adapted with us in a good manner, as quoted

above that he was not rude or misbehaving but he was not flexible too. He had a certain pressure

on us to do the things by right time; otherwise he used to stress the work and gave unusual

expressions.

It cannot be said that he is an unsuccessful leader but he was not a great one. We did complete

our 3 months break with that job role but we did not enjoy the work environment. About our job,

we were guided well, but we couldn’t grow. Our personalities didn’t bloom and as worker of that

restaurant, we didn’t feel like owning it. Our satisfaction with the work was not high enough to

benefit the restaurant in increased PR or brand image, etc.

In the light of Behavior theory, we may say that the Leader B might need experience and time to

grow his skills and improve his leadership abilities and aptitude. When a person works with

different kind of people and face different situations, he evolves. Therefore, any statement about

being successful or unsuccessful cannot be passed such easily. Also, behavior theory reflects on

leaning as a continuous part of life. A leader gets an ample time to improve himself and

therefore, it is probably the best chance for Leader B to reflect on the areas he lacks and learn

new techniques and acquire new traits of a good leader.

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On the other hand, the Contingency Theory is different from both of the above analyzed theory.

As this theory believes that the success of a leader cannot be measured on the basis of some fixed

trait. And these traits are not the criteria of being successful or not. The behavior of a leader

might vary as per the organization, he or she works in and the situation and nature of time he

encounters. Therefore, it can be said that as a person dealing with finance and accounts, Leader

B is a calculated person just like his job and he is not obligatory to sit frankly with employees

and let them have a chat to resolve issues. His nature of job is related to daily numbers and

calculations and subsequently he demands accuracy and high level of performance within strict

supervision from the junior employees and interns. As per Contingency Theory, different leaders

can’ be evaluated on same scale, therefore, we can say that the behavior of Leader B is as per his

job.

Comparison of Behaviors of Leader A and Leader B

The basic argument I would like to put up here is the Contingency Model which says that there is

no fixed way of best leadership or a scale of bad leadership. The way of leadership and the

behavior of the leaders are dependent on the internal and external factors of the organization. A

leader is supposed to lead an organization in a way that is required as per goals and the nature of

job. Therefore, doing a comparison doesn’t mean that every leader has to be similar as the other.

However, there are some basic and ethical behaviors which can be inculcated by any kind of

leader and it makes a good working environment.

For case in point, being a ‘good listener’ is a human behavior which makes him a good and

comfortable person. Leaders know the secrets of their businesses and therefore can empathize

with customers and members of their teams: that empathy gets to inspire and establish links that
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will ultimately lead to success. Leader B was not a good listener. Even though he was meant to

be calculated and straightforward decision maker, he can be a little nice to his employees as a

human being. Good listening always helps both sides.

When faced with a crisis, most leaders are forced to think and behave in ways that feel

unfamiliar. Whether it’s a technological, financial, natural, or health crisis — at work or in the

community — crises demand that leaders take an emergency response plan and adapt it as new

evidence and factors present themselves. All the while, effective leaders are able to remain calm

and maintain a sense of perspective. According to Gene Klann, author of our book Crisis

Leadership, “During a crisis, your goal is to reduce loss and keep things operating as normal as

possible.” I felt this kind of behavior more common in Leader A.

Leader A however lacked the daily check and balance and leader B was quite active in making

thorough understanding of our daily reports and our work progress. He was very keen observer

and used to notice our significant movements. Leader A was comparatively more of improving

nature than Leader B and used to utilize the resources for learning and growth of the team as a

whole. Leader A also promoted Team Building by keeping us motivated to help out each

another, pair up or do group work most of the time. This behavior of him helped us knowing our

colleagues better and gave us a social environment where we could share our ideas and opinions

and know others. On the other hand, both leaders promoted diversity at workplace. There was no

discriminatory behavior displayed and unbiased decisions were made.

WHAT BASIC BEHAVIORS AND TRAITS I WILL ACQUIRE TO BE A

GOOD LEADER IN FUTURE?

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From the above mentioned analysis, I have learnt that a good leader or a bad leader is not

determined by the leadership style he has, but from some basic skills of being a leader which

makes him qualify for the job at the first hand. Below stated are some of the things which I will

try to inculcate in myself. Despite the difference in situations and factors, these things are

foundation of leadership.

1. Vision: A leader must have a clear vision in his mind and can create realistic goals and

targets. A good leader creates a clear vision and direction and shares it with others. He believes

to be bold and ambitious and think big. I will try to adopt the behavior of thinking a bigger

picture and being optimistic in my decisions.

2. Risk-taking nerves: 21st century business world has been a totally different experience for

everyone. Every day, a new feature comes and another technological advancement happens

which alters the global business trends as well. Therefore, I will be daring enough to take some

challenging decisions and take risks everyday to compete in the ever growing and ever-changing

market. If someone becomes afraid to jump, he will always remain there. I will calculate my

risks and losing chances, but I will make sure to take the tentative decisions wherever needed.

3. Learning and Improvement: No human is perfect and no leader is the best leader. Everyone

learns from their mistakes and have always a wider room for improvement. I will always

welcome learning at least individually. Also, I will encourage my team members to learn and

grow together for achieving organizational as well as their career goals.

4. Team Building: Team work makes the dream work. Along with this, when humans interact

and talk with each another, they welcome diversity and create harmony. And without harmony,
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work environment becomes toxic and suffocating. Therefore, I will promote team building ideas

and interactivity to help people have a growth together.

5. Leading from front: A leader is the one who takes the LEAD. He not only shows the path to

the people working under him, but also takes the first step. A leader is a living example for his

employees. He shows how things are done and then expect from others. I will try to be a good

example for my co-workers and be brave in my decisions and choices. This is how I can

motivate and encourage others (Nawaz & Khan, 2016).

RECOMMENDATIONS

 A leader must try to have a convincing power. There are things which cannot be done by

pressure and unwillingness of coworkers. Therefore, having a persuasive tone of speech and

polite behavior can get many things done which cannot be done otherwise.

 Try to remain calm in crisis and deal with logic and creative thinking. Crises demand that

leaders take an emergency response plan and adapt it as new substantiation and factors

present themselves. At the same time, effective leaders are able to remain composed and

maintain a sense of standpoint.

 Always welcome the new technology and business ideas because one cannot survive in an

outdated and traditional business environment when the external environment has become

very complex (Golley, et.al 2018). Therefore, keeping in touch with novelty will help the

leaders to manage better.

CONCLUSION
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Leadership is an important pillar of an organization. It determines the success or failure of an

organization as a whole. Competent and visionary leaders take organizations to new levels of

success. Leadership styles may differ according to situation but having an understating about

different traits and their needs is significant. Also, the understanding of theories and models

helps the people in leading a better way. Theories look deeply on the matters which laymen

ignore in a leader and also the theories of leadership help us understand the behaviors of leaders

and the reasons. Also, some leadership theories reflect upon the possible disadvantages, benefits

or any kind of outcomes which leadership cause to an organization. A leader is supposed to lead

an organization in a way that is required as per goals and the nature of job. Therefore, doing a

comparison doesn’t mean that every leader has to be similar as the other. However, there are

some basic and ethical behaviors which can be inculcated by any kind of leader and it makes a

good working environment.

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