Leader

Alan Keith is a chief accounting officer and controller for the Turner Distribution Company. He was recruited as a part of the acquisition team, but his inborn professional qualities and skills made him effective leader. When he was asked to take the role of vice president of business operations in Hanna-Barbera studies, he agreed and moved to Los-Angeles to meet his new destiny. His task was challenging as he had to re-invent completely Hanna-Barbera studios. He realized that that was the sphere where leadership worked at it best. And he appeared to be true.

Speaking about Keith’s leadership qualities, it is necessary to underline that always knows what is important for him, for his working team, he realizes his strengths and weaknesses, driving forces and pitch falls. Moreover, Alan seems to be aware of when it is necessary to draw a line. He is an effective leader possessing clear values and objectives as well as self-confidence, savvy, persistence and knowledge. It is necessary to admit his personal qualities such as passion, empathy strength of a character, humor, wisdom reliability, sensitivity, creativity at work, common sense, etc.

Alan Keith states that one should know himself, because it helps to overcome challenges, ethic dilemmas and problems, to communicate with people having different thoughts and ideas, to make relevant and complex decisions, to define the sources of satisfaction and relaxation if necessary.

Alan Keith believes that true leader should to be clear about his own values, priorities, and preferences and not let someone else, or society, define them for him, because by clearly identifying those values, priorities, and preferences he can articulate what he wants.

One more quality is willing to commit meaning besides being self-aware and shrewd; Alan needs not to be afraid of responsibilities and duties. For him, being a leader requires sacrificing your free time, to put others before yourself, etc.

Alan Keith became successful because he confronted traditional culture with fresh radical ideas. Moreover, focus on creativity contributed significantly his personal and career success. Alan realized that studio was ruled by manufacturing philosophy. Keith said: “It was about doing it cheaply, getting it out the door and getting it on the air as quickly as possible”. (p.9) Studio’s motivation was driven by volume, not quality and creativity.

The factor, as usual, had highly centralized structure meaning that all decisions about creativity were made only by several people. That system damped creativity and Alan Keith managed to change the situation and to make studio one of the leading in the world. He realized that something had to be done quickly; otherwise, all efforts would be in vain.

Alan Keith managed to re-shape corporate vision and perception of team work at the studio. He emphasized the role of creativity for team members replacing and replaced manufacturing mentality. Cartoon animation is art and only then manufacturing. Keith stressed: “It was a huge struggle to get to the place where we could actually admit that all we really care about right now is bringing the right kind of creativity into this organization”. (p.9) As a result, studio produced thirty-nine successful cartoons with different characters.

Keith managed to change everything: thinking, organizational structure, vision and ways of operating. Keith staked on deeper connection with people and appeared right. Studio climate changed as well: “We did everything from completely overhauling and doing a face-lift on the space so that it spoke to the creative spirit to encouraging anybody in the company”. (p11) Alan Keith succeeded because he dedicated himself personally to developing leadership within organization.

Alan Keith faced different cultures, thoughts, ways of life, and he did seize the opportunity to lead. Actually, I don’t see any weakness in his leadership style. I understand that there are no perfect people and each person has certain weaknesses. The only thing I can mentions is that he should be less emotional. In certain cases, personal emotions may lead to failure. However, this is not Keith’s case. Speaking about exemplary practices of leadership Keith outlines five of them which seem the most important: model the way, inspire a shared vision, challenge the process, enable other to act and encourage the heart.

The first practice is modeling the way. It suggests finding choice by clarifying personal values and objectives; setting the example by aligning actions with shared values. Alan Keith realized if he wanted to gain commitment and achieve the highest standards, he should be the model of behavior for others. He was always clear about his guiding practices. Alan Keith argued that he leader from what he believed. He stressed that leaders should have their choice give voice to their values and believes. The second practice is inspiring a shared vision. Alan Keith proclaimed creativity as shared vision of the studio. Creativity helped him to rejuvenate decaying organizational practice.

The next practice is challenging the process. Keith always ventured out. His success is confronting traditional culture with creative ideas. He challenged the process by innovative products and cutting-edge services. Alan Keith is true pioneer as he steeped out in the unknown. The fourth practice is enabling other to act. Keith managed to foster collaboration and increased trust among leadership and simple workers.

He engaged everybody in teamwork realizing that people should feel committed and strong. Finally, the fifth practice is encouraging the heart. Keith created community spirit and celebrated values and victories as celebration is considered effective motivational tool. Alan showed appreciation for individual excellence. Summing up, Alan Keith has all the makings of effective and successful leader. He is perfect both as leader and a person.

Leadership (management in another way) is found to be the most crucial topic of corporate America. Leaders: Strategies for Taking Charge by Warren Bennis and Burt Nanus explain the four important keys to effective leadership. These four keys are attention through vision, meaning through communication, trust through positioning and the deployment of self. The leadership keys would explain how a manager (who do things right) is different from a leader (who do the right thing).

This management mantra is very much helpful for organizations (companies of all kind). Vague restructuring, absence of leadership and lack of trust and communication has made the workplaces and companies a living pandemonium. Managers with great management insight can only save these sinking business entities. Leaders: Strategies for Taking Charge is a clever advice to both big and small managers alike. The authors Warren Bennis and Burt Nanus are Professors in Business Management.

The former has more than 40 years experience in management literature and the latter had first hand management experience in several companies. Warren Bennis has even served as advisor of U.S. Presidents. He had served as a university administrator and has advised several Fortune 500 companies. He had been the President of the University of Cincinnati for 7 years. Burt Nanus, on the other hand has worked as a Professor Emeritus of Management at the University of Southern California. The management ideas of these gurus have made Leaders: Strategies for Taking Charge an excellent management text.

Leaders: Strategies for Taking Charge is a book that would help managers cultivate excellent management skills that would also make their organization go up in the ladder. Chicago Tribune has commented about the book as a ‘one of the most important books of its type in a long time’. The book emphasizes that leadership (and management) skills are learnable and are not fully in-born. The book would be really boosting for managers though certain sections appear bit dry. The book is highly rewarding for management students also who is about to reach the chair of a manger.

The book is considered as one of the top 50 business books of all time by the Financial Times. The book says that the speed and pervasiveness of technological change would be the most disturbing factor of the leaders of this present age. Organizations need to be filled with expert workers who can handle jobs independently. The mangers therefore should be able to handle these complex situations with great managing skill. Leaders: Strategies for Taking Charge explain those skills that would help a manager excel in an organization of any kind.

The book would equip managers with skills that would help them successfully handle the rapid technology updates. It also would educate the leaders how to mange the organizational and structural developments. Leaders can learn the basic management skills identified by the authors and apply them in their organizations. Authors have completely undermined the traditional myths about leadership, and have proved that management is a set of skills that can be learned, studied, and mastered by voluntary attempts.

They have also come up with certain key insights of leadership. For example ‘Leaders must display a passion to realize their vision’, ‘Leadership is about character’, ‘Leaders must be able to generate and sustain trust’ etc. Leaders: Strategies for Taking Charge is thus a really treasure to any manager or future manager.

Works Cited

Warren G. Bennis and Burt Nanus, Leaders: Strategies for Taking Charge, 1997.

The staff members that are having knowledge depend a lot on the leaders of the organizations.  It is important that the leader makes an attempt to innovate rather than orders his/her staff members to do so.  The leader should be able to lead his/her staff by example.  He/she should also be able to create an environment existent in the organization that is conducive for innovation.

An attitude or relentless growth should be formed.  This would not only permit the organization to achieve its objectives, but also enable the staff members to do so.  Once the staff members are able to achieve their objects, they would be motivated to develop and grow father, and the best instrument to develop and grow would be innovation.  The leader of the team should ensure that there is free-flow of ideas in the team, and the communications links between the members of the team are strong and effective.

The leader should also be able to develop a strategy, structures and functions within the organization that would enable innovation.  A corporate culture (which includes norms, assumptions, values and attitudes, shared by the staff that function in the organization) should be created that would help in the innovation development.

Many of the leaders in the corporate sector suggest that it is utmost important for the leader to motivate his staff members using various methods, so that innovation is possible.  The leader would have to conduct research to determine the means by which the staff embers would get motivated.  He/she should then use these means to encourage the staff members to innovate further (Kotelnikov, 2007).

In several branches of science, controversy follows innovation, and threatens to affect the social structures present in the organization.  Various parties may come up with their own assumptions with a new technology brought out by an organization.  This may be a subject of debate in the field.  This should be considered as an opportunity to provide answers to several difficult questions.  Several others who consider that they are experts in that field would question any new technology brought about by recent research.

A strong communication link should be existent between various intellectuals of the field so that unanswered questions are effectively addressed.  This would certainly help to advance the field and provide benefits for mankind.  It is important that in any controversy situation, the roots of the conflict be recognized and addressed properly.  However, if these issues are not understood and addressed (and if not taken in the right spirit), the controversy could worsen, which would have a negative impact on the organization, the particular scientific field and ultimately on the society (Baldwin, 2007).

References:

Baldwin, D. V. (2007). “Innovation, Controversy, and Consensus in Traumatology”, Retrieved on November 3, 2007, from Trauma Pages Web site: http://www.trauma-pages.com/s/dvb-96a.php

Kotelnikov, V. (2007). “Corporate Culture Defined,” Retrieved on November 3, 2007, from 1000 Advices Web site: http://www.1000ventures.com/business_guide/innovation_system_culture.html

Kotelnikov, V. (2007). “Leading With a Growth Attitude,” Retrieved on November 3, 2007, from 1000 Advices Web site: http://www.1000ventures.com/business_guide/im_leadership.html

Kotelnikov, V. (2007). “Understanding the Innovation System – Unlocking the Black Box,” Retrieved on November 3, 2007, from 1000 Advices Web site: http://www.1000ventures.com/business_guide/innovation_system.html

One of the greatest persons is the world’s largest direct selling and company for women, Avon’s supreme, Andrea Jung. Her threshold into the corporate world has had a good ladder to the top.

These involved her to top positions which perhaps honed her to fit who she is right now. Being Avon’s CEO for ten years now, her worth for the title is evident with the extensive growth of the company. Relative to this, she is part of Apple, Inc. Board and General Electric (GE) Company.

“Strong executive engagement is the most important practice as it involves major leaders working on the project. This means that their contribution to the ongoing program is highly regarded […]” (Ambler, 2008).

Her career runs long-time symmetry to her long-run experience. Also, her expert performance led her to enter the top 100 most powerful women and to be the top-paid female CEO; and whose leadership, despite economic downturn, raised Avon’s total revenue in the preceding year.

These semi-accomplishments speak for her stand. She’s plain admirable with how she gets things done. This executive woman works strategically. Pervasive promotions for new products are marketed using credible celebrities. She knows how to play with the roller coaster twists of the economy and social trends.

Working with her, even starting with a minimum capital in a rural area would turn out to be a productive one. Having her on the job is an indeed ‘yes’. She seems to have mastered the corporate world which is an advantage for expanding businesses and an opportunity for extending finances.

Not only she caters businesses but she aids women under the shadows of violence, poverty and cancer. Her charitable initiations add up to why she is an admirable leader. She excels, corporately and socially.

References

Amber, G. Banutu-Gomez, M. B. (2004). Great leaders teach exemplary followership and          serve as servant leaders. Journal of American Academy of Business, Cambridge, 4,             143.

Leadership refers to a process through which a person influences others to accomplish a specific objective and directs the organization in a way such that it makes it much more cohesive and coherent. This process can be carried out by leaders through applying their leadership attributes which include beliefs, knowledge, values and skills.

A position of someone as a manager, supervisor among others, may make one have the authority to accomplish some tasks and given set objectives in an organization, this however does not make one to be a leader. It may make one a boss. Leadership would make the followers aim to achieve much higher goals rather than just directing people around. What determines leadership is the character coupled with willingness to serve and sacrifice purely for the sake of the company or organization.

There are various theories that explain how someone is likely to become a leader. Some of the basic theories are as follow:

Trait theory.

There are people who believe that leaders are born. The theory basically centers on this factor. There are specific traits that may be common among al the leaders. Therefore it is a belief that they are born with these characteristics. These characters are usually referred to as the qualities of a good leader. Therefore the theory defines what qualities that a good leader should have rather than looking at the quality of work that one has achieved. It only bases on the fact that if one is a leader then he should have these leadership traits

Behavioral Theory

Here the group of expert dwelt on what the leaders had done in relation to their followers. The theory groups various different forms of behavior that leaders possess towards their followers in sections which include:

Participative leadership
Directive leadership
Task oriented
People oriented
Contingency theory

The theory of contingency takes into consideration the weaknesses of the trait theory and the behavioral theory. Leadership is always a dynamic situation therefore it can only be logical to say that different traits and styles work in different situations. This theory puts into consideration the level of context. The basis to the approach is due to the variety of reasons that determine whether a leader can become active or not. Therefore defining ones leadership then a greater consideration on the style and traits are best within the given situation.

Transformation theory

Transformation theory defines a leader as change agent.  a leader is vied  as someone who is likely to initiate change. A leader is looked through the follower. There are three ways through which a leader can make changes to the followers:

Increasing the level of awareness about the value of work and how to attain the fit

Enabling the team to be focused towards the bigger goals of a given unit and not just individual goals.

Giving the followers the motivation into towards a higher–order need, for instance, basing on Maslow’s Hierarchy of Needs.

Charisma is viewed as an important aspect of the theory. It is a belief that charisma is able to affect the followers through stirring their strong senses of emotion and enabling followers to associate with their leaders. Transformation leadership has got five pillars namely: stimulation, team building, inspiration, coaching and vision. When the five are combined then the results are always tremendous.

Nahavandi (2003) similarly suggests that there are transformational leadership factors which include intellectual stimulation that compels one to generate new ideas coupled with empowerment, inspiration together with charisma to overcome any form of resistance to change. The other factors are individual incentives and the consideration to be able to motivate and give the followers the needed encouragement.

Weaknesses of Trait Theory

Researchers are said to subjectively decide the type of traits that are important. So far there is no definitive list of trait that has been published. To add on that, traits have never been shown to give quality results that are desired in organizations therefore this has proved to be a major weakness. It is also hard to train future leaders due to the existence of the theory. There is always the acceptance of the belief that ability is bestowed upon someone at the moment of conception, a fact that can be misleading.

Weaknesses of contingency theory

The theory does not explain the reason as to why individuals are likely to be more effective in various situations than others. When there is a mismatch that might exist between the leader and the situation there has to be an explanation to this, the theory does not provide the explanation. Leaders who are more effective are likely to be promoted or moved to handle new roles which may not fit them basing on the strength and the level of performance in the roles they play.

Weaknesses of Transformation theory

According to Vries (1994), this type of leadership is likely to fail due to “the Faust syndrome”, a situation whereby the leader feels that he or she has already achieved almost everything and nothing more is left to be achieved, “the false connection” whereby the followers are not able to respond appropriately to the reality of the fact. They become people who can only accept anything due to the leadership fear. Leaders are afraid of any form of betrayal response from the followers.

Unrealistic expectations about a vision, depending too much on leaders, disenfranchisement of leaders of the next levels of managers because of the strong influence and the limitations of the leaders. Transformation theory also shows that effective leaders require charismatic leadership and instrumental leadership that mainly focus on the management teams, control and the mechanisms of rewards.

The role of leadership in business

An increase in the rate of change in the business sector is one of the main factors in the current emphasis on leadership. Sometimes back the managers were supposed to maintain the status quo to be able to move ahead. Increased levels of the new forces within the market place have made it necessary to broaden the narrow focus. Visionary leaders are the new leaders of tomorrow. They are both teachers and learners. These are the kind of individuals who are able to foresee paradigm changes but still have very strong sense work ethics and can easily build integrity within their organization.

Raymond Cattell (1945) developed an equation known as Leadership Potential Equation which has used to date to determine the traits that determine some the traits that characterize an effective leader. They include the following:

Emotional stability: Eligible leaders should be able to overcome stress and frustration. Generally, they have to be well-adjusted and psychologically mature to handle any form of task they are required to handle.

Dominance: Leaders are to be competitive and decisive. They should enjoy overcoming obstacles. The generally need to be assertive in thinking and posses good attitude when dealing with others.

Enthusiasm: In most cases, leaders are supposed to be seen in active form, expressive and full of energy. They have to be quick and alert and inhibited.

Conscientiousness: Leaders are usually possessed with a sense of duty and tend always tend to be exerting in their sense character. They posses high levels of excellence and an inward desire to perform to the maximum. Self-discipline is one other trait that they have.

Social boldness: Great leaders are spontaneous takers of risks. They are socially aggressive and thin-skinned. Generally, they are responsive to others and usually they are very high in emotional stamina.

Tough-mindedness: Effective leaders are highly practical in nature, logical and are usually to the point. To some extend they tend to be low in sentimental attachment and are not moved with criticism. They become insensitive to hardship and they are generally very much poised.

Self-assurance: Resiliency and a sense of self-confident are some of the common traits of the leaders. They are very free of guilt and they tend to have little or even no need for approval. They tend to be generally free and quite free from any form of guilt and are generally unaffected because of past mistakes and failures.

Compulsiveness: Leaders have to be controlled and highly precise in their social interactions. Generally, they have to be very much protective of their own integrity and that of the organization they serve. They have to jealously guard the reputation in addition being socially aware and careful, highly abundant in foresight and cautious when making decisions or even while determining some specific actions.

Leadership and Gender perspective

History has always tried to make many believe that leadership is a traditionally masculine activity. However observations have been made that if women in some organizations can emerge as leaders, it is crucial that they are perceived as influential and motivate individuals. Research carried out way back in 1970s indicated that there was too much gender bias regarding the achievement of women in the business sector. However, in contrast, Charles & Joel (1980) were able to observe that the likelihood that the female would be able to emerge as leaders increased steadily as the number of women increased.

Currently leadership qualities can be possessed by any individual irrespective of the gender. What one needs is the ability to accomplish the challenges that are involved.  Other researches have shown that women amount to almost half of the labour force. Though they go to the Universities in large numbers, they fill disproportionately a very small percentage of the senior positions of leadership. According to Charles and Joel (1980), women can bring a very different perspective towards business problems through enhancement of creativity. It is for this reason that promoting women can be a vital and strategic move in fostering development. Many people have always assumed gender difference before making any form of research.

Leadership Ethics

Leaders’ conduct and character are always under a microscope. The aspect of influence of leadership refers to enacting on the lives of the followers. Leaders therefore have to be ethical enough. The values of a leader can always be equated to the values of the organization. It is always stated that the need for leadership morals are mandatory in the 21st century. This is actually an integral to leadership, and not just an optional add-on. The definitions of ethical leadership, however, rely on the perception of an individual and not on empirically tested theories this is because a concrete body of research has not been produced yet.

Leadership, corporate culture and Personal values

Any one that would wish to push for the organizational improvement must always deal with cultural and behavioral obstacles to change. The attempts to organizational change must consider the three key features of the life of the organization:

The culture of the firm
Leadership of change effort
The exiting network of power.

In dealing with the organizational culture, the management must work with the present culture to be able to transform the organization. It does not matter whether the culture’s changes is secondary; the most vital thing is to improve the level of performance of the company. Leadership plays an integral part in dealing with culture. Leadership has to take a given direction in order to be able to handle the culture of the organization. Based on the resent research, the top management must lead the effort of change. There are also key leadership actions that are likely to assist din helping those efforts to succeed. Goals can only be accomplished within the organizations mainly through the use of power and politics. So it is almost obvious that changing an organization requires some use of intelligence.

Leadership and Influence

Most efficient leaders should be able to combine different forms of leading styles. They should not be bogged down by the thought and some of the related models they once learned but should continuously observe various changes I the environment together with the state of the organization. Through doing this they will be able to look for the best instruments of influence for each given situation.  With this kind of leadership, there is need for an open mind and the promptness to renew oneself on a basis that is very much continuous. The kind of leaders who are continuously developing themselves and are quick to find right channels to influence, are usually worth the weight in gold in any given networked society. These are the kind of individuals who constitute the highest element of competitiveness. However, it is, a little bit easier to encourage continuous learning coupled with the best application of novel approaches to any given situation

References

Charles, T. & Joel Y. (1980). Leadership and Gender perspective. Ondeo Nalco

            Energy Services: Longman Publishers.

Nahavandi, R. (2003). Leadership theories and Practices. New Jersey: Prentice Hall

             Publishers

Raymond, C. (1945). The role of leadership in business. University of Michigan: Climax

            Molybdenum Company Publishers.

Vries, D. (1994). Weaknesses of Leadership theories. Paris:  Barnes & Noble Publishers.

Regardless of the company size, a successful leader has a certain skillset to make her stand apart from others.

I’ve had the opportunity to work at a Fortune 50 company and a 3-year-old startup, and I’ve found that success at each one is driven by the same factors. These traits have led to my success, whether leading a small marketing team at Microsoft or leading a large national retail team at  You can lead at any level in an organization. 

Here are the five skills leaders need to possess to rise above the rest: 

1. Organized

Being known across your company — regardless of size — as a person who is organized increases the velocity of your projects and greatly improves your credibility with peers and management.

Related: 

I approach every day with a clear set of expected outcomes and track my progress. This forces me to prioritize and ensures that the most important things get done each day. 

Does organization not come naturally to you? Then work at it. Get a book, try a co-worker’s system, and keep trying until you find a process that fits your work (and life) style. The rewards far outweigh the investment.

2. Reliable

Early in my career, I was really bad at this.  Instead of “under promising and over delivering,” I would “over promise and under deliver.”  This left managers and partners frustrated and behind on key projects.

The reality was, I worked hard, but I estimated time poorly. Underestimating the time involved with a project and failing to consider the impact of the time delays can be a deadly combo  — especially in a large organization. 

Estimate the time your own work takes and the time it takes to navigate company politics (yes, all companies have them, regardless of size).  Know the value of buffer time.  When you set a completion date for your team be 100 percent certain you can meet it because you’ve built in a 20 percent buffer.  This type of up-front planning allows you to identify which elements of a project are most important and prioritize those.  The buffer gives you a safety net for when things don’t go as planned.

3. Good listener

I’d argue that listening is far more important than talking and is the secret to getting things done in a large company. 

Use a simple convention to help colleagues feel heard, while still moving them toward the desired outcome.  When a colleague shares their viewpoint, listen intently, and as they conclude, ask them “Can I re-cap what I just heard?” Then paraphrase the key points.  The goal is to get them to respond with “That’s right.” This simple convention builds trust and improves productivity because your colleague feels their viewpoint has been heard and acknowledged. 

Related: 

4. Accountable

Leaders hold themselves and others accountable.  This can be uncomfortable at times, but it’s required to achieve success.  Accountability starts by “doing what you say you’re going to do.”  As a leader at Porch, I hold myself to a high standard and hold my team accountable to deliver their best work. 

Reputations develop quickly — even in large companies — so strive for your team to have a rock-solid reputation: hard working, results-driven, and respectful of each other.  Be accountable to yourself and others, so you’re well positioned for the next big assignment.

5. Kind

Never underestimate the power of kindness.  If there is one thing I can teach my twin toddlers, it’s this:  “The world is small, be kind to everyone.”  Invest time in being genuinely interested in your co-workers and be generous with kindness.  Send a thank you note to the co-worker who helped you hit the deadline on time.  Take time to ask your colleague about their weekend or their family. 

Related: 

Treat everyone with respect.