Leadership

A Winning Process for Launching Your Engineering Career” by Dean C. Millard Course Topics include the Career Planning Process and Task/Project Planning: Understand Yourself Career Development and Choice Theories Interest and/or (Holland) Personality Assessments Understanding your personal values, skills, interests, and traits and their impact on career possibilities

Values and ethics relating to career choices Your strengths and promoting your strengths (will be used for elevator speech) Explore Options Researching and Exploring Engineering Careers and Employment Options Use of career libraries and other resources for occupational and major choices Databases and other on-line resources Decision making about your career Informational and behavioral interviewing Interacting with Engineering Professional(s)/Faculty at Careers Discussion Take Action Marketing Yourself: “How can you make yourself stand out? Resume and cover letter design twittering skills Networking Internships Systems Engineering: Understand the systems/team approach to modern engineering design What skills and experiences during your undergraduate career will prepare you best for the reality of today’s workforce and its expectations? The role of graduate studies and how to assess the need, and undergraduate course selection implications. Leadership skill development and experiential learning opportunities. Entrepreneurship may be a goal. What strategies should you follow? The importance of excellent communication skills.

Team functioning guidelines The course consists of mandatory lectures together with homework and class exercises that will allow you to tailor the material presented in class to make appropriate career choices and enhance your career development. Topics will be presented in a summary fashion during lectures and will be investigated in more detail through outside assignments and subsequent in- class presentations and discussion. Some readings may be at profession websites. The course blackboard website will be the primary method of distributing information, assignments, and class documents.

One other note about the rouser website: Please be sure you are registered with your name exactly as you are registered in this course. And only use your official Cornell email as the email address when you sign in and log in each time. Also, send ALL emails only from your official Cornell gamma account, others will not be opened, including if they are a nickname or an alias. Please be sure to keep electronic (backup) copies of ALL the documents you turn in to this course until after you receive your final grade.

If anything is lost along the way, you can then easily locate, and resubmit any missing comments for credit. You will also find your assessment results you AC aired in the course may be useful to you later in your career. Please keep these materials for your personal use once you finish our course! Course Grading: On-time class attendance, participation in in-class discussions, and satisfactory, on-time completion of course assignments will determine your final grade in this seminar course. This seminar only helps you make good career plans if you are a serious, motivated, and active participant. Opts. Will be earned for every lecture attended on time and only if attending or the entire class period. 10 Opts. Will be earned for each homework satisfactorily completed, typed, and submitted on time – in class. A 40% penalty will be assessed for all late materials turned in after they are due in class, up to one week late or for turning in an unsatisfactory submission which must be redone. O Opts. Credit will be earned for homework turned in more than one week after the due date – although all assignments still must be completed satisfactorily and turned in to pass the course.

Several homework assignments may be given higher weighting particularly he final project and these will be announced in class and on the assignment sheet posted on Blackboard. In addition, some assignments will be group- oriented. Absences from lecture will only be excused for official university reasons and for communicable diseases such as the flu when you should remain at home and take care of yourself. The official university reasons are illness and absence from campus on official university business, the later must be documented in writing.

Proof of any missing work must be submitted prior to the final exam date, ND be of acceptable quality. Remember, any assignment turned in more than 1 week late will receive zero credit towards your grade, but the assignment must still be submitted in satisfactory form to complete the course. Final Letter Grading will be based on the percentage score out of the total possible as follows: AAA – 100 % – 89. 9 % ICC – 79. 9% D 60-69. 9% Below 60 % OR if missing or unsatisfactorily completed any required assignments #1. Tuesday, January 27th In class: Introduction/overview of course and course materials (“Ready for Takeoff’)

Incorporated in the year 1999, MedAssets Inc. provides technological solutions for healthcare organizations. The company has its headquarters in Alpharetta, Georgia, and specializes in financial management of healthcare systems with latest software. MedAssets provides services and solutions for both revenue cycle management as well as spend management. With its revenue cycle management, MedAssets’ clients are able to manage prices, claims, recovery of revenues, accounts receivable, etc. The spend management services and products offered by MedAssets support healthcare systems and providers in management of their expenditures (“MedAssets Inc.,” 2010).

Thus, solutions and services provided by MedAssets promise to financially strengthen healthcare systems and hospitals by improving their cash flow and operating margins . Enter Shay Miller, Intern at MedAssets, Inc. Today, MedAssets serves approximately 3300 hospitals, 125 healthcare systems, and 40000 non-acute healthcare providers . When Shay Miller joined MedAssets as an intern – through IMaCS, an Accuro Healthcare Solutions company – MedAssets was more focused on producing the best quality software solutions for its potential clients than expanding its client base.

According to Miller, this philosophy has not changed at MedAssets. In fact, Miller is proud of this aspect of MedAsset’s organizational culture . Miller’s responsibilities at IMaCS gave her the job title of Account Representative back in 2002. MedAssets was seeking bright and motivated college graduates at the time. Miller was a fresh graduate from Texas State University, San Marcos, with the kind of enthusiasm required by a new company. She was looking for a stable job after obtaining her Bachelors of Science in Healthcare Administration at the time.

But, she had no idea that she would be spending at least eight years with MedAssets from that point onwards. Recently, Miller obtained a Certificate of Management from the University of Texas at Dallas (S. Miller). For MedAssets, however, this qualification was not necessary, as Miller had won hearts from the very beginning of her career with the company.

Miller’s Career

A Model of Growth With her charming looks and golden hair, Miller became a success throughout the company. She became a Senior Account Manager at IMaCS before she was given the same job at Accuro Healthcare Solutions. She went on to become a Production Issue Coordinator at Accuro Healthcare Solutions soon after. She also served as a Client Services Manager at Accuro Healthcare Solutions before her on-the-job training was complete enough for her to be promoted to the position of Director, Solution Services at Accuro Healthcare Solutions. Today, she is Director, Solution Services at MedAssets, and still humble enough to be considered a friend by her subordinates who perceive her as a model, for they too would like to enjoy professional growth like Miller (S. Miller).

A passionate learner and leader, Miller has mastered the following at MedAssets: Strategic Planning and Execution; Team Building, Management and Development; Problem Identification and Resolution; Project Management; Budget Creation and Control; SLA Creation and Implementation; Vendor Selection and Negotiation; Metrics Implementation; Policy and Procedure Development; and Logistics/ Office Integration. What is more, despite the fact that she has countless responsibilities at MedAssets now, Miller believes that she is going to continue learning new skills for the simple reason that research and development never stop at her company.

Apparently, her responsibilities do not stress her out at all, which is how she keeps a healthy work-life balance. Miller is an avid reader to boot, and believes that leaders are readers, as they must be knowledgeable enough to act as role models for those that expect them to take their responsibilities seriously . Characteristics of a Leader In her own words, Miller is a “hyper-organized” and “high-energy” individual with an analytical mind. She believes that she is best at developing new departments, including hiring, and creating and implementing new proceduries and policies.

Miller also takes pride in the fact that she has effectively implemented revenue cycle software for healthcare providers. She believes that she excels in project management. Her special qualities that help her through her work day in day out include determination and composure in the face of timelines . However, Miller does not perceive herself as a great leader “thus far”. Although she has achieved greatness in the healthcare profession, having mastered technological, organizational and people skills at MedAssets, Inc. , she believes that she can still do better.

Thus, she appears as a Level 5 leader as described by Collins (2001). The author describes “Level 5 leaders” as “a study in duality: modest and willful, humble and fearless” (Collins, 22). When asked whether she agrees that she is a Level 5 leader, Miller states that she has learned much more from Covey (1989) instead (S. Miller). In fact, Miller “relished” Covey’s book of personal growth, The Seven Habits of Highly Effective People: Powerful Lessons in Personal Change, and would recommend it to all professionals, from Account Representatives to Directors (S. Miller).

The following are the seven habits of highly effective people that Miller has practiced and recommends for leaders: Highly effective people are proactive, that is, they control their individual responses instead of being entirely influenced by the outside world; They bear in mind their goals and destinations they long to reach; They have mastered the art and science of personal management, including time management, as they prioritize their goals and activities with the end in mind; They want others to be equally successful as themselves;  They are empathetic masters of interpersonal skills; They respect and tolerate differences so as to achieve higher goals through teamwork; and They continually work to maintain perfect health and balance (Covey).

Miller’s Recommendations for Leaders

A successful leader is one who leads the organization toward unity and productivity. He or she unites members of the organization around a mutual goal and generates increased productivity (“Guide to Managing Human Resources,” 2008). According to Miller, the major responsibilities of a leader include the following: identifying the strengths and weaknesses of the organization, increasing efficiency, improving interaction among members of the organization, reducing levels of stress in the workplace, and increasing trust among organizational members. She further states that there are skills and strategies required to accomplish these tasks (S. Miller). It is most essential for the leader to possess people skills and be committed to the establishment of an approach that brings all organizational members together for the accomplishment of organizational goals.

As Voight & Callaghan (2001) state that “open/honest communication” is necessary for the effectiveness of a team, the successful leader is he or she who possesses excellent communication skills to boot . After all, the leader must not only be able to negotiate with senior-most members of the organization to ensure that his or her followers have sufficient resources for the tasks at hand, but also provide feedback to the latter on a regular basis. Hence, a leader with high emotional intelligence must necessarily be successful, as emotional intelligence is related to one’s ability to have effective interpersonal relations, including successful communication. Self-awareness is one of the components of emotional intelligence.

In other words, it is possible for a leader to increase his or her emotional intelligence by increasing self-awareness (S. Miller). According to Scott (2005), self-awareness is at the center of professional learning and development, as it helps people to easily manage their own behavior apart from their colleagues whilst fulfilling the goals of the organization. As a matter of fact, self-awareness lies at the very core of successful leadership (S. Miller). Thus, Scott recommends the Myers Briggs personality type indicator (MBTI) in addition to the 16PF – two of the many psychometric tools employed in the assessment of one’s interests, talents, and skills. Such psychometric tests are known to help in self-reflection.

Feedback from a skilled practitioner who administers these tests is sure to help the individual gain more insights about his or her behavior. In order to gather additional knowledge about their leadership styles, leaders may even consider requesting “multi-sourced feedback” if not a “full-blown 360-degree appraisal” (Scott). Miller enjoys taking such tests on a regular basis. With high emotional intelligence, a leader is expected to function successfully regardless of stress. Curtin (2005) advises leaders who are dealing with pressure to learn to lead themselves under pressure before they can hope to effectively lead others.

The following are three of the most significant tips for leaders to bear in mind when facing pressure on the job:  They must not hurt themselves and others on the physical, psychological and emotional levels; They must take good care of themselves so that they are in a position to take good care of others; and No matter how difficult the circumstances are, leaders must use their experiences as opportunities for growth and learning (Curtin). Apart from the skill of leading under pressure, a successful leader must possess the ability to manage conflicts among his or her followers (S. Miller). According to Springer (2006), “Fostering conflict to enhance decision quality while simultaneously building consensus requires the stimulation of debate, keeping conflict constructive, insuring that the process is fair and legitimate and being able to reach closure. ” To put it another way, it is best for the leader to nurture conflict instead of preventing it, e. g. by way of role playing (Springer). After all, the leader could even encourage creativity thus.

Miller is of the opinion that it is healthy for organizations to promote creativity, especially companies such as MedAssets, dedicated to technological innovation (S. Miller). Finally, the leader must be able to keep his or her followers motivated to achieve set goals (S. Miller). Welch & Welch (2007) describe money, “interesting work,” and “enjoyable co-workers” as “no-brainers” as far as employee motivation is concerned. Recognition, too, is a very important motivator. Whenever a follower does a good job, the leader should make a public announcement. Awards should also be handed out, and the leader should mention the productive effort of the successful follower whenever there is an opportunity. In point of fact, the success of employees must be celebrated by their organizations (Welch & Welch).

Another way of motivating followers is for leaders to ensure that organizational missions are spelled out. In fact, the mission of every task must be explained to organizational members in simple terms (Welch & Welch). Moreover, Welch & Welch advise leaders to motivate their followers by making them feel that although they have reached the top, they are still climbing the mountain of success. The authors explain this as a balance between “achievement and challenge” (Welch & Welch). Miller’s Future as a Leader Although she described various skills required for a successful leadership position, Miller refused to share her opinion about strategies that work best, for example, methods for managing conflicts and motivating followers.

After all, she has firm faith in the Contingency Theory, that is, “It depends”.Unsurprisingly, she refers to herself as a follower of the “situational leadership model,” which requires leaders to change their leadership styles in different situations (S. Miller). When informed that she appears as a charismatic leader, Miller smiles and states that she is certain that leaders must possess innate leadership qualities, that is, “leaders are born rather than made” (S. Miller). Charismatic leaders have personal magnetism that naturally helps to influence people. Even though Miller seems to possess charisma, her work ethic makes her appear as a Level 5 leader to boot. After all, Miller is so focused on improving the quality of her work at all times that she cannot even envision her successful future! When asked about her professional goals, she merely smiles and says, “It depends”.

References

1. Collins, J. (2001). Good to Great: Why Some Companies Make the Leap…And Others Don’t. New York, NY: HarperCollins.
2. Covey, S. R. (1989). The Seven Habits of Highly Effective People: Powerful Lessons in Personal Change. New York, NY: Simon & Schuster.
3. Curtin, L. (2005, Jan 1). Managing yourself under pressure. Journal for Respiratory Care & Sleep Medicine. Guide to Managing Human Resources. (2008, Jun 6). Human Resources, University of California, Berkeley. Retrieved May 1, 2010, from http://hrweb. berkeley. edu/guide/teams. htm.
4. MedAssets Inc. (2010, May 1). Bloomberg Businessweek. Retrieved May 1, 2010, from http://investing. businessweek. com/research/stocks/snapshot/snapshot. asp? ticker=MDAS:US.
5. Our Mission and Values. (2010). MedAssets. Retrieved May 1, 2010, from http://www. medassets. com/AboutUs/Pages/OurMissionandValues. aspx.
6. Scott, B. (2005, May 17). How to develop your self-awareness. Personnel Today. Voight, M. , & Callaghan, J. (2001). A Team Building Intervention Program: Application and Evaluation with Two University Soccer Teams. Journal of Sport Behavior, vol. 24.
7. Welch, J. , & Welch, S. (2007, Sep 17). Keeping your people pumped. Business Week Online.

Introductions

It is obvious to suggest that the success of a corporate brand is based on many factors that impact directly or indirectly to delivering the decision to build that success.

Human factors, especially the role of leaderships and their decision are prerequisite to bring ‘a unique success’ in both business and brand reputation. According to Fortune magazine, Apple Inc is “The Most Admired Company” in the USA in 2010 and becomes a leader in technical rivalry in majority areas such as consumer electronics as well as software products [ (Magazine, 2011) ]. Its success based on creativity and innovation strategies, and a significant advantages which allows the company to occupy the leading positions in the world market is leadership of this Company , specially Steve Jobs- a visionary talents CEO.

He has played an important role in the development of the computer company. However, this was also the problem of Apple because of lack of Steve Jobs such as when he got cancer leading to falling down Apple’ stock price in the past. So that, The aim of this report will focus on affection of leadership on Apple and how leadership theories relate in this case. This report also shows market review of Apple Inc and recommends for this company . The report based on secondary research (public information on the internet, journals and literature review from books).

Laterally, the research will evaluate the fact and key theories in specific circumstance- Apple Inc and Steve Jobs. Findings 1. Products and services In 1976, Apple was co-founded by Steve Jobs and Steve Wozniak. The Company specializes designs, manufactures, and markets consumer electronics products – personal computers, portable music players, mobile phones – as well as related software, services, and peripherals. Apple sells its products worldwide and provides support through its website . Additionally, Apple distributes digital entertainment content through its iTunes Store.

While initially offering only music, the store has grown to include videos, television shows, films, and audio books. Apple’s products and services include:

A range of personal computing products including desktop and portable computers. The Company’s desktop computers such as iMac®, Mac® Pro and Mac® mini. Its portable computers include MacBook®, MacBook® Pro and MacBook Air®.

iPod: The iPod was launched as a line of portable digital music players in 2001, a portable entertainment device capable of storing photos and playing video.

iPhone: Released in June 2007, the iPhone marked Apple’s entry into the rapidly growing Smartphone market. In January 2010, introduced iPad, a multi-purpose mobile device for browsing the web, reading and sending email, viewing photos, watching videos… etc * iTunes Store: in early 2001, iTunes is a digital media player application used to manage audio and video files.

Apple TV: Launched in 2007, the Apple TV is a digital media receiver designed to play content from an Internet media service or any computer running iTunes. AppleCare® provides a range of support options for the Company’s customers, include assistance that is built into software products, printed and electronic product manuals, online support including comprehensive product information as well as technical aid, and the Apple Care Protection Plan (“APP”). * The Company offers a range of software products for consumers and creative customers, including the Company’s proprietary Mac OS X and iOS operating system software. Ipad2 Imac Iphone4 Macbook Pro 2. Market review The Company manages its business primarily on a geographic basis.

Operating segments consist of the Americas, Europe, Japan, Asia-Pacific. In September 25, 2010, the Company had opened a total of 317 retail stores, including 233 stores in the U. S. A and 84 stores all over the world, approximately 44% of the Company’s total net sales in 2010 inside the USA. Also, the Company had nearly 46,600 full-time equivalent employees and 2,800 full-time equivalent temporary employees and contractors. It has worldwide annual net sales of $65. 225 billion in 2010. (Inc, 2011) Net sales and Gross margin of Apple Inc in 2008-2009-2010 ($ million)

Net sales/ Revenue : during 2010 increased $22. 3 billion, or 52% compared with 2009. Overall, total net sales of Apple increases rapidly, specially in 2010. (Inc, 2011) Expenditure: $1. 8 billion, $1. 3 billion and $1. 1 billion in 2010, 2009 and 2008 to invest development of new innovative products, such as iPhone, iPod, iPad and Macbook. (Inc, 2011) Investment of Apple in 2008-2009-2010( percentage %)

PEST Analysis

Politics Different countries have different policies which some way restrict or give the company chances.

The company has to act in accordance with the environment regulations such as environment safe disposal or recycling. Triad , NAFTA and other regions open doors to trade ,otherwise Latin America, Asia offer massive potential. Unstable politics caused terrorism activities are directly impacting the overall business of the company.

Social The growing of computer and internet usage all over the world which are opportunities to develop computer industry. Education issue is put first for new generation which is key element for business of the company. User becomes more knowledgeable and skilled about computer. Economic Impacting from economic crisis leading to low consumers spending, however some signs of improvement appears by increasing of spending and investment of consumers. Currency exchange rate fluctuations and international trade regulations (tariffs and antidumping penalties) may affect products sales.

Technology Advanced in technology quickly and consumers appreciate more ; more advances in their systems. The traditional desktop might become outdated by the entrance of new revolutionary products. Increasing demands for new technology in schools and professionals.

SWOT Analysis

SWOT and PEST analysis above showed overview criticism about Apple. The company has a good performance, however it also encounters aggressive competitors in all segments of its business. The markets for the Company’s products and services are highly competitive. Because the segments in which the Company competes are characterized by rapid technological advances, including personal computers with its Mac computers; mobile communications and media devices with its iPhone, iPad and iPod product families, and distribution of third-party digital content and applications with its online iTunes Store.

For instance :  Personal computers segment: According to Fortune magazine, HP is ranked 2nd in list of World’s most admired companies with score 7. 74 , HP’s revenue is $126 billion in 2010. (Magazine, 2011) (HP, 2011)

Mobile communications segment: HTC- The world’s largest maker of handset using Microsoft Corp. and Google Inc. operating systems. Its products use Google’s Android platform and  Windows Phone 7 software of Microsoft. Revenue rose to NT$76 billion in third quarter 2010. Businessweek, 2011)

Software segment: Android, the free operating system developed by Google, accounted for a 32 percent share of the U. S. market for Smartphone bought in the past six months of 2010 according to August data from Nielsen Co. Current and future trends Using Smartphone is increasing today( increased to 29 % in 2010, USA) (Roger Entner, 2011). A growing proportion of younger consumers opt to use their mobile contracts for all telecoms services. The focus of mobile industry will be on ” platforms”, include operating systems ( iOS of Apple , Android of Google, and Microsoft’s Window 7) .

The combination of affordable data plan and increasing Smartphone usage would get more people online. Consumers are ready to spend more for their extra functionality, effective and fashionable products. Touch, eye, voice and possibly even brain controllers will be commonplace. It also is future trend for personal computers and portable music players. Literature review As mentioned above , Apple’s success base on key point Steve Job- a brilliant CEO. Before analyzing influence of Steve Jobs on Apple and relate it with leadership theories, it is necessary to define leadership and its theories.

Definition : Leadership is an interaction between two or members of a group that often involves structuring of the situation and the perceptions, expectation of members. Leaders are agent of change-person whose acts affect other people more than other people’s act affect them. Leadership occurs when one group member modifies the motivation or competencies of others in the group. In fact, some people are able to lead naturally while others, leadership skills are built up through hard work and practice.

According to Stogdill’s studies, there are 5 elements which modify effective leader traits : Capacity, Achievement, Responsibility, Participation, Status. (Bloisi et al. , 2007) In addition, 4 leader decision styles were classified include : Autocratic, Democratic, Laissez-faire, Human relation. (Bloisi et al. , 2007) Although, leader’s success also depends on how they interact with various circumstances that influence the tasks to be undertaken. A range of researches was pointed out, however some popular theories have known( contingency theories).

Firstly, The Fiedler contingency model-matching leader style and situational favorableness factors. It includes (Bloisi et al. , 2007) Task structure – the degree to which the duty are formalised and planned; Position power – the degree of influence a leader has over activities such as recruitment, authority, promotion and increasing salary; Leader-member relations – the degree of confidence, trust and respect inferiors have for the leader . Secondly, Hersey and Blanchard’s (1996) situational leadership theory – matching leader behaviours to followers’ needs.

Based on combinations of the leader’s task and relationship behaviours as moderated by the job maturity of followers. (Bloisi et al. , 2007). It includes: Task behaviours – organising and defining roles, structure, channel of communication; Relationship behaviours – relationship with inferiors by opening channel of communication and supporting. Thirdly, Path-goal theory ( House and Mitchell, 1974) : a leader should clarify goals, show acceptable paths for attaining goals, make the path easier to travel, and reward satisfactory performance. (Bloisi et al. , 2007).

It includes: Directive leadership (highly task orientated)- provide guidance and how indentified performance standards and time schedules as well as policies; Achievement-orientated leadership (high task and relationship orientated) – challenge purpose is built up, seeks performance upgrading ; Participative leadership ( moderately task and highly relationship orientated ) – consulting with and soliciting the ideas of others in decision-making; Supportive leadership (highly relationship orientated) -concern for the needs and purposes of others and strives to make the work conditions satisfying and equitable.

Additionally, there are 2 styles among several leadership styles which modify model of leaders. Firstly, Transactional leadership – using bureaucratic authority and incentives to motivate, focusing on rewards according to Bass theory. Secondly, Charismatic leadership – ” heroic ” leadership ; the ability to energize interiors through the use of symbols, visionary, stories and rhetoric to achieve at extraordinary levels, typically having a vision and a reason for the future , advanced by Weber (1947).

Such information have demonstrated some traits and processes of leadership in an organisation. In fact , they are also traits which fit in Apple case. Its success story began in 1976, when Steve Jobs and Steve Wozniaks launched their own business, the Apple Computer Company, in Jobs’ family garage. At that time, he was 21, then by the age of 25 , Jobs obsessed $165 million . The increase of Apple’s success quickly which put the first landmark in his line of business. (Campbell, 2011) In 1985, he got out of the way of Apple when John Sculley , who came from Pepsi-Cola, had joined.

Four years later, Jobs came back with another company, NextStep which achieved far away from the success of Apple but it recalled people that he would continued in his way. Later, he secondly started with his participation in Pixar- the animation company he purchased from the Star Wars director, George Lucas. The first success of Pixar is movie Toy Story which lead to its position as one of the key player in Hollywood, then launching movie Finding Nemo. Its success made Jobs a billionaire and prepared for his coming back Apple in 1997.

Within one year , the ailing company was once more making huge profits. However, his journey didn’t stop at that point. Since the combination of high-speed Internet and the music industry has opened a new segment for getting profit by downloading music . Jobs believe that iTunes is the answer. Additionally, Ipad2 is leader in digital book and tablet segment now. (Campbell, 2011) Steve Jobs is really an effective leader, an important person in development of Apple. In many way , his traits fit in charismatic leadership.

Firstly, an ideology is showed clearly, often using labels and slogans, He offered a vivid and positive image of the future. For instance, he used the slogan as well as the iconic logo of the Mac team:” Pirates! Not the Navy “to build up Mac team( a group specializes design new products) (Elliot, Jay; L. Simon,William, 2011, p. 38). Being pirate, employees should think differently and act as revolution. His goal and passion are perfect products. He concerned about every details of products carefully until it was launched.

This is an ideological image which he and his team follow, becomes a motivation in the whole company. By articulating an ideological vision and recruiting a number of talents who share the values of the vision, he develops the company. Secondly, he showed clear structure to reach his goal as well as increases positive values and suggest linkages between expected behaviors from interiors with his vision of the future. For example, he formed the Mac group would never raise more than a hundred people because it was easy to fall into the danger of free flowing of ideas, barriers of communication among employees.

He had a plan to guarantee everyone has the same wavelength and the same direction, setting a standard of doing each task for each staff (Elliot, Jay; L. Simon,William, 2011, p. 38). He ordered the team to create a whole new prototype of the computer using different chip, the Motorola 68000, which featured a lager memory. Another case, he forced people do his direction by calling meetings, setting new paths, adding new people into Mac team to move the cursor with some kind of control device . It led to moving the cursors with the mouse , clicking o make collection, dragging a file or icon (Elliot, Jay; L. Simon,William, 2011, p. 15). That was the fundamentals of the way we use computers today. Also, he was always finding for something specific from each group to link the quality he wanted. He brought out the creative talent in several people and guided them to work in harmony as well as encouraged open discussion. These characters also fit with Task behaviors of Hersey and Blanchard theory and Task structure of Fielder theory. Because both theories are quite similar , they show clear structure and aim to lead employees follow. H In fact, effective leader does not rely on one leadership style to manage company. Transaction leadership style also contain in this case. He has focused on achieving the tasks at hand. Jobs has got things done by making, and fulfilling, promises of recognition, and advancement for employees who have performed well. By contrast, employees who do not do good work are penalized. This promise and reward for good performance, or threat and discipline for poor performance. For example, he set up product retreats into the actual work agenda, opening them every three months for the whole growing Mac team.

Every member was expected to be present. One by one, each team manager for hard ware, soft ware, marketing, sales, finance, PR would present a brief status report and time line , explaining where they were in term of agenda. If their team was falling behind , they would be criticized and given some suggestions for how they could overcome (Elliot, Jay; L. Simon,William, 2011, p. 43). Everybody was free to give suggestions. Besides, he decided that the signatures of the engineering team members would be put on the inside of the case of the first Mac.

It’s also a gift or recognition from him to interiors. Another case, achievement- oriented leadership consist with his traits, he was always discovering imperfections in everything , from the design to the marketing and packaging , to how the product would be promoted and sold. He always asked: ” At the first grade level” (Elliot, Jay; L. Simon,William, 2011, p. 21) . In a story, he had decided early on that the cell phone being developed at Apple would have only a single button but his engineers couldn’t carry out , then, he kept demanding in effect : ” The phone will have a single button.

Figure it out” (Elliot, Jay; L. Simon,William, 2011, p. 23). By high demanding, we have iPhone 4 with only a single button today. In addition, he is autocratic decision style because he always gave duty for others and decided quickly. However, he is a relation behaviors and supportive leader. He focused on the slogan: ” We are all in this together” by bringing people from different aspects to meet each others in celebrations and to make a satisfaction work place such as allowing to work free of usual restrictions (Elliot, Jay; L. Simon,William, 2011, p. 40).

Apple would become known as a company that celebrated just about everything: meeting goal, sales growth, new product introduction, new key people. In 1981, Bandley Drive building , a part of the center was a large atrium (Elliot, Jay; L. Simon,William, 2011, p. 50). It had a piano, video games huge fridge stocked with bottles of fruit juice . It was quickly became a place for the employees to meet and hang out. Finally, his case consist with leader member relations theory. Because of all of his passion and actions , followers have a strong respect and trust to him.

Talents would be attracted by talents, that is explanation for Why Apple attracted many genius engineers and developed nowadays. At last but not least, that is the innovation of Steve Jobs in the whole business context. Technologies which he developed and advanced in NextStep and Pixar were applied on Apple Inc. That is really a basic for Apple’s success . He always plays an important role in making right decision as the statement about leader and manager : Leader do the right thing , manager do the thing right. (Bloisi et al. , 2007) Conclusions Steve Jobs is criticized as an effective leader in the world.

His famous and the well known of Apple remain together and will keep an important position in world trade. He is a part of success of Apple Inc and a leader in significant decision of development of his company. Understanding Apple Inc case and its market as well as an important leader- Steve Jobs will make us be aware of some traits of leadership in many theories deeply. His leadership style are : Task behaviors of Hersey and Blanchard theory and Task structure of Fielder theory, Charismatic leadership and Transaction leadership as well as Relation behaviors and Supportive leader.

So that, it is realization that an successful leader always exists different leadership styles. Leaders always change their leadership style flexibility which is suitable for each task and each circumstance. Recommendations A part of the success of Apple based on Steve Jobs but it is dangerous if lack of this key leader. Besides, Job also shows that he is impatient person. So, it is considered seriously that Apple should give structure and motivation for employees as well as the whole company clearly and make it become tradition.

Also, it is necessary to improve workplace such as improving workplace conditions in China and invest more in charity segment as Microsoft. It is useful to promote Apple’s image.

References

• Bloisi, W. , W. Cook, C. ; L. Hunsaker, P. , 2007. Leadership. In K. Reade, ed. Management and Organisational Behaviour. 2nd ed. New York: Mc Graw Hill Education. pp. 652- 672. Businessweek, B. , 2011. Boomberg. [Online] Available at: http://www. businessweek. com/news/2010-10-06/htc-posts-record-revenue-profit-on-android-phones. html [Accessed 4 May 2011]. Campbell, D. , 2011. Guardian. [Online] Available at: http://arts. uardian. co.uk/features/story/0,11710,1241745,00. html [Accessed 4 May 2011].
• Elliot, Jay; L. Simon,William, 2011. In The Steve Jobs Way: iLeadership for a New Generation. New York: Vanguard Press. p. 38. Elliot, Jay; L. Simon,William, 2011. In The Steve Jobs Way: iLeadership for a New Generation. New York: Vanguard Press. p. 21. Elliot, Jay; L. Simon,William, 2011. In The Steve Jobs Way: iLeadership for a New Generation. New York: Vanguard Press. p. 23. Elliot, Jay; L. Simon,William, 2011. In The Steve Jobs Way: iLeadership for a New Generation. New York: Vanguard Press. p. 40. Elliot, Jay; L.
• Simon,William, 2011. In The Steve Jobs Way: iLeadership for a New Generation. New York: Vanguard Press. p. 50. HP, 2011. HP Coporate information. [Online] Available at: http://www8. hp. com/us/en/hp-information/facts. html [Accessed 4 May 2011]. Inc, A. , 2011. Apple Inc. [Online] Available at: http://www. apple. com/investor/ [Accessed 4 May 2011]. Magazine, F. , 2011. Money. cnn. [Online] Available at: http://money. cnn. com/magazines/fortune/mostadmired/2010/industries/7. html [Accessed 4 May 2011]. Roger Entner, S. V. P. R. a. I. T. P. , 2011. nielsewire. [Online] Available at:

In today’s society the success of business and personal life of a person depends on the attitude and how he or she handles challenges of life and opportunities it may bring. One of the important things about working together rather it’s in a workplace, school setting, or family is to know what it takes to work successfully in a team. Excellent teamwork, collaboration, good communication, positive attitudes, and adaptable personalities assist in motivating people, greater self-confidence and increased self-esteem.

All of these traits combined together provide an effective tool for the success in the work force, sports, extra curricular activities, and in a person’s personal life to name a few. I participated in the DISC Behavioral Assessment in order to further understand my personal strengths and weaknesses so I can meet the demands of my environments better. The report measured how I respond to problems and challenges, how I influence others to my point of view, my response to the pace of the environment I’m in, and how I respond to rules and procedures set by others.

The report states that it measures and analyzes normal behavioral style, a person’s manner of doing things. The assessment only took about 10 minutes and had me rate sequences of four words with one word describing me the most and one word describing me the least. The assessment describes my natural behavior as being nonjudgmental, open, patient, and tolerant of differences. Being receptive and listening well, helps me to excel in gathering information. However, having my mind changed is sometimes difficult.

The assessment also states that I can be spontaneous and casual in familiar circumstances. I win through hard work and persistence. I like to stay with one task until it is completed. Also being stated is that I am considered to be people-oriented. I don’t resist change as much as I resist being changed. I want to be a responsible person and will avoid behavior that is seen by others as irresponsible. I am persistent, stable, tough-minded, and objective.

My adaptive behavior in my present work environment is seen as exhibiting an active and creative sense of humor, preferring people involvement over task focus, being flexible, and working without close supervision. It also lists I may need to contact people using a variety of modes and maintain an ever-changing, friendly, work environment. I honestly do believe this assessment is very accurate with my leadership style that I do have. I always want a plan of action and want that plan carried out. I find that making decisions are easier when I know that others respect what I am trying to do.

I want a stable, family-oriented environment. I feel like I have been in all situations, high and low, good and bad, and I have true empathy for those experiencing difficulties in any aspect of their lives. The assessment stated that I like to know what is expected of me in a working relationship and have the duties and responsibilities of others who will be involved explained as well. This is so, so true. Communication to me is huge. If everyone is on the same page, any and all obstacles can be overcome. I enjoyed taking this assessment. It was quick and easy but listed and provided a lot of wonderful and helpful information.

The way that it broke down the areas in which I was valuable to a team, organization, my do’s and don’ts of communicating, and then tips was superior to many other assessments that I have taken. This will encourage me to dig a little deeper and work on strengthening my weaknesses; which in turn will only cushion and build my strengths. This assessment also allows me to compliment myself on my leadership skills that I do possess. Reading wonderful things about my leadership style from this analysis is extremely encouraging and self-rewarding. Durek Neblett

The process of inspiring others to work hard to accomplish important tasks. One of the four functions that constitute the management process

• Planning: sets direction and objectives
• Organizing: brings resources together and turn plans into action
• Leading: builds the commitments and enthusiasm needed to accomplish plans
• Controlling: makes sure things turns out right
• Vision: A term used to describe a clear sense of the future

Visionary Leadership

Brings to the situation a clear sense of the future and an understanding of how to get there. Visionary leaders inspire others to take the actions necessary to turn vision into reality Power: The ability to convince someone else to do something you want, your way.

• Position Power: Temporary forms of power such as reward power, coercive power, and legitimate power.
• Personal Power: Permanent forms of power such as expert power and referent power
• Reward Power: Rewarding good behavior with compliments or assets
• Coercive Power: Deterring bad behavior with punishments or negative feedback
• Legitimate Power: Applying good behavior through the use of authority and rights of office
• Expert Power: Supporting good behavior through example, advice, and experience
• Referent Power: Inspiring good behavior through personal respect, integrity, and admiration Keys to Developing
• Position Power: Centrality: Establishing a broad network of contacts and getting involved with important information flows

Criticality: Taking good care of others. Visibility: Becoming known as an influential person Empowerment: The process through which managers enable and help others to gain power and achieve influence. Important Leadership Traits:

• Drive
• Self-confidence
• Creativity
• Cognitive ability
• Business knowledge
• Motivation
• Flexibility
• Honesty and integrity

Effective Leaders

Provide information, responsibility, authority, and trust. They encourage others to take initiative, make decisions, utilise knowledge. Task Concerns:

• Plans and defines work to be done
• Assigns task responsibilities
• Sets clear work standards
• Urges task completion
• Monitors performance results

People Concerns:

• Acts warm and supportive toward followers
• Develops social rapport with followers
• Respects the feelings of followers
• Is sensitive to followers’ needs
• Shows trust in followers

Leadership Styles Blake/ Mouton Leadership Grid

1. Team Management: High task concern; high people concern
2. Authority-Obedience Management: High task concern; low people concern
3. Country Club Management: High people concern; low task concern
4.  Impoverished Management: Low task concern; low people concern.
5. Middle of the Road Management: Non-committal for both task concern and people concern Hersey-Blanchard: Leadership theory that calls for adjustments of styles for per situation.

Delegating: Low-task, low-relationship style that works best in high readiness-situations. Participating: Low-task, high-relationship style that works best in low- to moderate-readiness situations. Selling: High-task, high-relationship style that works best in moderate- to high-readiness situations. Telling: High-task, low-relationship style that works best in low-readiness situations. Fiedler Contingency Model: Good leadership is based on leadership style (task or relationship otivated) and situational demands (member relations, task structure, position power) Task – Oriented Leader: Leader that focuses on task completion.

Strong in high control situations but weak in low control situations. Relationship–Oriented Leader: Leader that focuses on employee relationships. They are strongest in middle control situations. House Path Goal Leadership:  Directive Leadership: When job assignments are ambiguous. Supportive Leadership: When worker self-confidence is low.  Participative Leadership: When performance incentives are poor. Achievement-Oriented Leadership: When task challenge is insufficient Readiness: How ready, willing, and able employees are in performing tasks. Substitutes for Leadership: Factors in the work setting that direct work efforts without the involvement of a leader  Subordinate: Ability, experience, independence. Task Characteristics: Routine, availability of feedback. Organizational Characteristics: Clarity of plans and formalization of rules and procedures Charismatic Leaders: Develop special leader-follower relationships and inspire others in extraordinary ways.

“ ‘Leaders are born ‘ and ‘leadership accomplishments can be developed ‘ represent two basically different positions towards the development of leading quality. Which position would you back up, and what deductions may this hold for direction development in organisations? ”

Introduction

Are leaders born or made? This inquiry has grabbed a batch of attending of many writers in the past century. The leading theories and the ways to analyze leading have been evolved over clip. The subject of leading has been of involvement to many research workers throughout the twentieth century but non in the 19th. As Frank Heller ( 1997, p.340 ) notes that in 1896, the US Library of Congress had non one book on the topic of leading. Alan Bryman, one of the most well-thought-of and cited British research worker, has written a reappraisal chapter ‘Leadership in Organizations ‘ in 1990s. Bryman traces the displacements in the definition of leading from Trait epochs to the New Leadership epoch ( Bryman, 1996 ) . David Day argues that leaders can be developed. He carried out a thorough scrutiny of leading development from three interconnected positions, of theory, pattern and research ( Day, D. V, 2001 ) . One of his wide findings was that the pattern of leading development offered many processs for executing programmes for accomplishing coveted ends of leading development. However, he was able to happen small hallmark of the connexions between the patterns and those ends. Day gives a clear image of one of the ways in which leading research is chiefly complex to analyze and implement. He foremost differentiates between leader development and leading development. Leader development focuses on the person, and historically was the more of import one. Whereas, leading development shows a broader image of the overall kineticss of the organisations within which leaders and others perform their work ( Rickards and Clark, 2006 ) .

In the undermentioned pages, we will be looking at different theories that either supports the ‘Born ‘ or ‘Made ‘ side of leading, back up the impression that leaders can be developed and speak about how can they be developed and what impact does it hold on the direction and leading development in an organisation.

Leaderships, Born or Made?

Narratives from all over the universe have promoted the fact of natural leaders, who succeeded without any formal preparation or whatsoever. Yet, leading preparation and development has been a turning field of survey. The taken-for-granted belief in the natural born leader was noted in a address on leading made by the Bishop of Durham, Dr Herbert H. Hensley at St Andrews University, Scotland in 1930s, in which he noted that:

“ It is a fact that some work forces possess an inbred high quality, which gives them a ruling influence over their coevalss, and marks them out unmistakeably for leading. . . [ in many walks of life ] there are those who with an assured and undisputed rubric, take the prima topographic point, and determine the general behavior ” ( Quoted in Adair J. , 1989 )

We will now be looking at two proposals by Alan Bryman and David Day. Bryman takes us on a journey through the development of leading theories in the pre-modern times to the rise of trait theory, and an epoch where trait theories became challenges by more behaviourally oriented thoughts. Bryman portrays all these theories as a portion of the “ old leading ” theoretical account and contrasts them with an of import theoretical account of new leading. We will now understand how trait theories became cardinal, underpinning beliefs about natural Born leaders followed by the diminution in the sensed significance of trait theories added to the ultimate rise of involvement in leading developmental possibilities ( Rickards and Clark, 2006 ) .

An early definition which was accepted for three decennaries was by Stogdill in his enchiridion which says “ Leadership may be considered as the procedure ( act ) of act uponing the activities of a group in attempts towards end scene and end accomplishment ” ( Stogdill, 1950 ) . Bryman argues that that definition presented by Stogdill indicates how leading was supposed to run through a leader carrying the behavior of the followings. However, he notes that this definition is deficient for distinguishing between leading and direction. He so compares this to a new leading definition which says “ The leader gives a sense of way and aim through the articulation of a compelling world-view [ the specifying feature of which is ] the active publicity of values which provide shared significances about the nature of organisations ” ( Bryman, 1996 ) .

Bryman takes a historiographer ‘s attack and suggests typical epochs in leading theory and research. He notes that the epochs are suggestions of periods within which a peculiar kind of theory had domination over the other. He categorises them into 4 epochs, the trait epoch, manner epoch, eventuality epoch and the new leading epoch.

The trait epoch was from 1880s to 1940s. It emphasised on the indispensable features of a leader which were presumed to be congenital traits like physical traits, abilities like intelligence, communicating etc and personality features like assurance, extroversion etc.

The manner epoch was from 1940s to 1960s. It refocused on what the leaders did instead than their personal traits. The most dominant organisational surveies such as the Ohio State probes set a manner for analyzing the studies of followings which was even followed in the eventuality epoch. Research workers attempted to distill manners to a few overarching variables, frequently bring forthing planar theoretical accounts of people oriented and undertaking oriented.

The eventuality epoch, right after the manner epoch, that was from late sixtiess to early 1980s. It can be seen as a more complex manner as it incorporates the situational variable. A contingent variable is one whose significance in a theory is dependent on fortunes. A people oriented manner may non be appropriate is the degree of acquisition and instruction of the followings is low. Harmonizing to Bryman, the eventuality theory introduced the ‘it all depends ‘ thought. He identified the theoretical account developed by Fred Fiedler and colleagues as the best known of the eventuality approaches. This theory suggests that the nature of the leader to favor undertaking or relationships may be assessed by the leaders position of his colleagues and specifically for the least preferable colleague ( LPC ) . If a leader sees good qualities in his colleagues, he tends to be more relationship oriented, if non so undertaking oriented.

The new leading epoch took up in the 1980s and to day of the month. The typical characteristics are a displacement from the trait, manner and eventuality theoretical accounts through focal point on leading as a socially constructed procedure. The 2nd characteristic was a procedure of transformational alteration. This was a clear limit from the two old epochs of eventuality and manner, although the birth of trait theory could besides be considered as grounded in leader traits linked with major transmutations ( Rickards and Clark, 2006 ) .

In 2001, David Day carried out a elaborate review of leading development from three interconnected positions, of theory, pattern and research. One of his wide findings was that the pattern of leading development can give us many ways for carry oning plans for carry throughing wanted ends of leading development. Day illustrates that leading research is reasonably complex to analyze and put to death. He draws a differentiation between leader development and leading development. Leader development focuses on the person, and historically was the more of import one. Whereas, leading development shows a broader image of the overall kineticss of the organisations within which leaders and others perform their work ( Rickards and Clark, 2006 ) .

Harmonizing to Day, leading development holds near the single focal point instead than replace it. He criticizes on the weak nexus between theory and pattern and developed six of the most influential techniques for leading development, viz. 360-degree feedback, coaching, mentoring, networking, occupation assignments and actions ( Day, D. V, 2001 ) . This we will discourse in item towards the terminal of this paper.

Over the old ages, leading has been studied loosely in a assortment of contexts and theoretical foundations. In some instances, leading has been illustrated as a procedure, but most theories and research on leading expression at a individual to derive understanding ( Bernard, 1926 ; Blake, Shepard and Mouton, 1964 ; Drath and Palus, 1994 ; Fiedler, 1967 ; and House and Mitchell, 1974 ) . Leadership is in general defined by the traits, qualities, and behaviours of a leader.

( Stogdill, 1974 ) , identified several different classs that arrests the kernel of the survey of leading in the 20th century. The first motion dealt with the properties of great leaders. Leadership was explained by the internal qualities with which a individual is born ( Bernard, 1926 ) . The impression was that if the traits that distinguished leaders from followings could be identified, successful leaders could be rapidly evaluated and put into places of leading. Personality, physical, and mental individualisms were examined. This research was based on the thought that leaders were born and non made, and the key to success was merely in acknowledging those people who were born to be great leaders. Despite the fact that much research was done to place the traits, no clear response was found with respect to what traits every clip were associated with great leading. One imperfectness with this line of idea was in ignoring the situational and environmental factors that play a function in a leader ‘s degree of effectivity ( Horner M. , 1997 ) . A 2nd major thrust looked at leader behaviours in an attempt to reason what successful leaders do, non how they look to others ( Halpin and Winer, 1957 ; Hemphill and Coons, 1957 ) . These surveies began to look at leaders in the model of the organisation, placing the behaviours leaders ‘ exhibit that increases the efficiency of the company. A 3rd attack in response to the inquiry about the best manner to take dealt with the dealingss between the leader ‘s traits, the leader ‘s behaviours, and the state of affairs in which the leader exists. These eventuality theories make the guess that the effects of one variable on leading are contingent on others. Yet another eventuality theory trades with an scrutiny of the people who are led by leaders. The significance of the followings in leading materialized ( House and Mitchell, 1974 ) , and leading was seen as a communicating between the ends of the followings and the leader. The path-goal theory proposes that leaders are chiefly responsible for assisting followings build up behaviours that will enable them to achieve their ends or preferred results.

Extra leading theories have come frontward over the past 10 to fifteen old ages. This is symbolized by the comparing of transactional and transformational leading. Transactional leading stems from more constituted positions of workers and organisations, and it involves the place power of the leader to utilize followings for undertaking completion ( Burns, 1978 ) . Transformational leading, nevertheless, looks on for ways to assist actuate followings by carry throughing higher-order demands and more to the full appealing them in the procedure of the work ( Bass, 1985 ) . Transformational leaders can get down and cover with alteration, and they can craft something new out of the old. In this manner, these leaders separately evolve while besides assisting their followings and organisations evolve. They construct strong associations with others while back uping and heartening each person ‘s development. Manz and Sims besides offer a revised, integrative point of position on leading. Using the term “ Super Leadership, ” they confront the traditional paradigm of leading as one individual making something to other people ( Manz and Sims, 1991 ) . Alternatively, they propose that another theoretical account exists for leading today: “ the most appropriate leader is one who can take others to take themselves ” ( p. 18 ) . Harmonizing to this position, leading exists within every person, and it is non restricted to the bounds of officially appointed leaders. They suggest that for leaders to be most successful, they need to help each person in the development of taking himself or herself. Leaderships become great by unleashing the possible and capablenesss of followings, hence holding the cognition of many people alternatively of trusting entirely on their ain accomplishments and abilities.

Daniel Goleman was the first individual to present the thought of ’emotional intelligence ‘ in his book with the same rubric in 1995. In his research of around 200 big companies, he found that apart from the leading qualities like intelligence, stamina, finding and vision, which are needed to for a leader to be successful ; there is besides a demand for a high degree of emotional intelligence which includes self-awareness, self-regulation, motive, empathy and societal accomplishments. These qualities may sound soft but Goleman discovered strong relationships between emotional intelligence and the house ‘s public presentation. Harmonizing to Goleman, IQ and proficient accomplishments are the entry degree demands for any executive places. But Goleman ‘s research shows that emotional intelligence is the sine qua non of leading and without it, no affair if the individual has the best preparation in the universe, has an analytical head and a clump of superb thoughts, he still wont do a great leader ( Goleman, 1998 ) .

Self-awareness is the first component of emotional intelligence, which makes sense when one believe that the Delphic prophet gave the advice to “ cognize thyself ” 1000s of old ages ago. Self-awareness means holding a deep apprehension of one ‘s emotions, strengths, failings, demands, and thrusts. Peoples with strong self-awareness are neither overly critical nor unrealistically hopeful. Rather, they are honorable with themselves and with others. Peoples with a high grade of self- consciousness place how their feelings affect them, the people around them, and their occupation public presentation. Therefore, a self-conscious individual who knows that he tilt handle tight deadlines, can be after his clip carefully and gets his work done good in progress. Self-awareness extends to a individual ‘s accepting of his values and ends ( Goleman, 1998 ) .

Self-regulation is the component of emotional intelligence that frees us from being prisoner of our ain feelings. Peoples occupied in such a duologue feel bad tempers and emotional disposition merely as everyone else does, but they figure out ways to command them and to even impart them in utile ways. Peoples with self-regulation tend to take a different way in difficult times. They craft words in such a manner that the individual gets the message without doing him or her feel bad about it. Peoples who have control of their feelings and urges are able to craft an ambiance of trust and equity. In such an environment, political relations and bitching are aggressively reduced and end product is high. Gifted people congregate to the organisation and are n’t tempted to go forth ( Goleman, 1998 ) .

Motivation is one trait that all leaders possess. They are driven to accomplish beyond outlooks. Many of the people are motivated by external factors like higher wage, a esteemed rubric in the organisation or the taking company itself for which they are working. On the other manus, good leaders are motivated by a deeply embedded desire to accomplish something merely for the interest of accomplishing it. If one wants to mensurate the motivational degree of the leader, expression at the desire and passion for work itself. Such people look for originative challenges and love to larn new things. Empathy can be easy recognized out of all the other dimensions of emotional intelligence. It surely does non intend following others emotions as one ‘s ain and seek to delight them, instead empathy agencies sympathetically sing employees ‘ feelings along with other factors while doing intelligent determinations. Empathy is preponderantly indispensable today as a constituent of leading for at least three grounds: the increasing usage of squads ; the rapid gait of globalisation ; and the turning demand to retain endowment ( Goleman, 1998 ) .

The first three dimensions of emotional intelligence are self-management accomplishments. The last two, empathy and societal accomplishment, trades with a individual ‘s endowment to pull off relationships with others. As an component of emotional intelligence, societal accomplishment is non every bit straightforward as it sounds. It ‘s non merely about friendliness, even though people with high degrees of societal accomplishment are seldom dishonorable. Social accomplishment, instead, is openness with a ground: traveling people in the way you want, whether that ‘s understanding on a new selling scheme or acuteness about a new merchandise. Social accomplishment is a decision of the other dimensions of emotional intelligence. Peoples tend to be really effective at pull offing associations when they can grok and command their ain emotions and can sympathize with the feelings of others. Even motive addendums to societal accomplishment. Peoples who are ambitious to carry through be given to be optimistic, even in the face of failure. When people are optimistic, their “ freshness ” is cast upon duologues and other societal brushs ( Goleman, 1998 ) .

So can emotional intelligence be learned? For decennaries, people have been reasoning approximately are leaders born or made, and so does about emotional intelligence, are people born with certain degrees of empathy, for illustration, or do they get by existent life experiences? , the reply is both. Scientific research suggests that there is a familial constituent to emotional intelligence and that nature plays a critical function in development of such intelligence. But to what extent, one can non truly mensurate that out. One thing is for certain that emotional intelligence additions as the individual grows older but some people still need developing to develop emotional intelligence. Every individual is born with it, there is a demand to happen and develop it. Emotional intelligence is born mostly in the neurotransmitters of the encephalons limbic system, which administers feelings, urges, and thrusts. Research shows that the limbic system learns best through motive, drawn-out pattern, and feedback. Compare this with the sort of larning that goes on in the neopallium which governs analytical and proficient ability. The neocortex appreciation constructs and logic. It is the portion of the encephalon that figures out how to utilize a computing machine or do a gross revenues call by reading a book. To hike emotional intelligence organisations must redeploy their preparation to include the limbic system. They must assist people interrupt old behavioral wonts and put up new 1s. That non merely takes much more clip than conventional preparation plans it besides requires an individualised attack. With dedication, continuity and pattern, such a procedure can hold a life long consequence. It ‘s of import to recognize that constructing 1s emotional intelligence can non and will non take topographic point without sincere desire and concentrated attempt. A brief seminar wo n’t assist ; nor can one purchase a how-to manual. It is hard to larn to sympathize, to internalise empathy as a natural response to people, than it is to go proficient at failure analysis. But it can be done. “ Nothing great was of all time achieved without enthusiasm ” wrote Ralph Waldo Emerson. If your end is to go a existent leader, these words can function as a usher in your attempts to develop high emotional intelligence ( Goleman, 1998 ) .

Harmonizing to Day, there are six most influential techniques for leading development, i.e. 360-degree feedback, coaching, mentoring, networking, occupation assignments and action acquisition.

360-degree feedback involves assessment procedures within which the executives ( leaders ) gives feedback to the employees ( followings ) and have a feedback from them if possible at a higher, tantamount or lower degrees in the organisation. It is used to garner positions from the very important persons and the lower downs. This technique is used by many of the luck 500 organisations nevertheless the leading development portion has attracted some differences.

Coaching and mentoring are two overlapping agencies of leading development. Both these attacks fit good with the construct of go throughing on the information to the less experient from the more experient one. Coaching is a term by and big related with the proviso of specific sets of behavioral accomplishments ( dialogue, communicating, presentation accomplishments would be typical leading illustrations ) . The procedures tend to presume that statute cognition is transferred from the trainer to the trainee.

Mentoring, correspondent to training, is a classical term to specify the relationship between the wise man, the experient and knowing one, and a less experient receiver. Unlike coaching, the cognition transportation is less concerned with specific accomplishments and the acquired cognition is more likely to be dispersed. Mentoring is therefore more clearly developmental, and sometimes called as tacit accomplishments. This characteristic allows the possibility of informal mentoring relationships.

Networking has been acknowledged within cognition direction research, as holding a connectivist footing. This draws a differentiation between theories which regard cognition as inborn in persons ( cognitivist theories ) and those concerned with relationships across persons ( connectivist theories ) . These theories believe that organisational constructions are self-structuring, as an result of the information flows through several connexions ( webs ) amongst its single members. The networking attack to leading development is the most obviously connectivist one.

Job assignments have played a critical portion in the field of direction development programmes for many old ages. The simple hypothesis is that persons learn by being exposed to wide-ranging challenges of importance to current or future occupations. The statement has been widely applied to apologize concern exchanges, foreign deputations, even abroad school trips. It will be noted that a occupation assignment programme will inescapably hike a alteration in networking activities of those occupied, so that the appraisal of the one technique against the other is a complex affair.

Action acquisition is an look applied to an extended scope of experiential acquisition procedures. The procedures tend to affect undertakings as the drive force for larning ; these are frequently directed towards of import concern jobs. It presents the impression of calculated engagement. The find procedure comes from the interior of a individual. The procedure comes with a demand to work through jobs of objectiveness and whether consequences could be generalized or non ( Rickards and Clark, 2006 ) .

Apart from these patterns and attacks, there are many formal leading development establishments in the universe. The Centre for Creative Leadership ( CCL ) is considered as one of the most experient planetary leading development organisations in the universe. It was founded in 1970 in Greensboro, NC, USA and had developed itself as a universe leader with many other installations in the US, Europe and Asia. Even in the UK, Ashridge Management College built its extended leading programmes in the 1980s and 90s with the aid of its franchise from CCL. Manchester Business School ( MBS ) besides became a portion of the programme for proficient leading over a period of old ages through its Research & A ; Development Department ( Rickards and Clark, 2006 ) .

Decision

There is still much of a argument that ‘are leaders born or made ‘ , in my perceptual experience and by looking at a scope of articles and books, came to a decision that nevertheless there is an in-born component involved in the development of leading, preparation and development is still in much demand to foster explore and smooth that possible. As Goleman notes that ‘It would be foolish to asseverate that good-old-fashioned IQ and proficient ability are non of import ingredients in strong leading. But the formula would non be complete without emotional intelligence. It was one time thought that the constituents of emotional intelligence were “ nice to hold ” in concern leaders. But now we know that, for the interest of public presentation, these are ingredients that leaders “ need to hold ” ‘ ( Goleman, 1998 ) . The techniques identified by David Day are deserving observing. Whereas the formal techniques can be used in the development of leading, many other informal attacks can besides be considered. Informal squads can besides be setup in an organisations what can give informal but valuable feedback about a individuals behavior which than can be taken attention of. A individual may be born with leading accomplishments and may hold emotional intelligence to a certain degree, but when we look at eventualities, the leader has to be cognizant of the state of affairss and has to be pro-active instead than being re-active. Leadership development in footings of emotional intelligence is a drawn-out and clip devouring procedure but it is deserving puting in provided that the scholar is unfastened to all kinds of acquisition and has a passion and enthusiasm for it.

Quality of leadership has become a major focus of almost every business in America today. Extensive research and analysis of this aspect of management has led to many insightful books on effective leadership. One such book is C. A. O”Conner”s Successful Leadership. O”Conner discusses this complicated subject by breaking it up into seven major areas. These areas are developing awareness, understanding people, power and authority, communication, decision making, creating a vision, and taking charge. Through these seven areas, O”Conner gives valuable skills in becoming an effective leader.

Before an individual can begin incorporating the seven major areas of leadership he must first learn followership. Through following, he realizes not only the importance of a leader that looks after the needs of his supporters, but also the need for supporters that contribute to the leader”s success. In any group or team where leadership is present, these two aspects are complimentary. Like wise, the skills of leadership and followership are also complimentary. An individual cannot develop his leadership skills without having developed his followership skills first.

Followers learn the importance that teamwork, cohesiveness, and subordination have in the accomplishment of goals. Additionally, when an individual does obtain a leadership position, the experience he gains in following provides a basis to make better decisions. The first major area of leadership is developing self-awareness. In developing self-awareness, one must first obtain the assessment of others. A major source of this assessment is feedback. Careful attention to attitudes, comments and performance of subordinates offer great insight into the effectiveness of a leader.

Listening to thoughts and opinions of fellow leaders is another major source. Honesty is the key to both sources of information in that the individual must not disregard negative aspects of his own leadership qualities. He must realize his own faults and shortcomings. The second step in self-awareness is to create a features list. A features list is done by the leader himself and is made up of at least five good leadership traits and at least five bad ones. A leader”s inability to come up with five or more traits in either category means a severe lack of self-awareness.

The purpose of the features list is to keep the leader aware of his own qualities. As the individual develops as a leader, he should continuously create new features lists to ensure his own self-awareness. Once the individual has accurately assessed his own qualities, it is then time to implement improvements. A plan of action is the basis of this implementation. The plan should include creating a list of goals that enhance good qualities and make changes to bad ones. The leader must then make strides in realizing these goals.

Like the features list, the individual”s plan of action should change as he develops as a leader. The next area of leadership is understanding people. It is essential that a leader understand that each of his subordinates is different, with different drives, dreams, and ambitions. To “classify” subordinates into a particular group is to deprive them of their individuality and ignore their particular needs. Understanding each subordinate”s needs is the key to motivating them. In assessing the needs of subordinates, a leader must be able to recognize what level each individual is on in Maslow”s hierarchy of needs.

The hierarchy of needs is divided into five levels: the need for food, clothing, and shelter; personal safety and a source of income; family, friends, and caring relationships; self-confidence, creativity and individual achievement; meaning and purpose. In determining the level at which an individual is on, the leader can then help that individual in ascending to the next. The outcome is improved performance on the part of the worker. While this is not the only form of motivating people, it is the most effective in long term motivation.

Put more practically, a leader can motivate an individual”s performance not only by explaining the advantages to the company, but also the advantages to that individual”s job security and advancement. By nature, humans seek to attain a better quality of life. For this reason, another effective form of motivation is rewarding. Individuals pay attention to doing a job well when they have personal interests as a result of the outcome. The job becomes beneficial to their own profits and not just the company”s. Balancing the use of rewards is very important.

Too many offers of rewards result in disappointment and lack of motivation when one is not offered. Leaders must realize that rewards are only temporary forms of motivation that are not successful in long term leadership. The difficult task of managing power and authority is the third area of successful leadership. While understanding the authority of his position, a leader must also be open to the thoughts and ideas of his subordinates. Disregard for opinions is a sign of a weak leader who is afraid of being undermined and therefor hides behind his power.

Leaders express leadership through three basic leadership styles: democratic, autocratic, and permissive. The democratic style of leadership is based on a mutual respect and treating everyone equal, regardless of seniority or position. The leader still maintains authority, but others are able to be active participants in finding solutions to problems. Autocratic leadership provides a strong, undisputed style of leadership that is effective when dealing with controversial issues. While clearly defining goals and expectations, the autocratic style of leadership often results in a leader overpowering subordinates which leads to dissension.

The permissive style of leadership is described as being a weak attempt at democratic leadership. Subordinates whose leaders have adopted this style of leadership end up with poor coordination, direction, and guidance. In delegating particular tasks, effective leaders will follow a basic format of assignment. Rather then just handing a subordinate a task with the words “do this” attached to it, a good leader will define the task, discussing in detail the aspects of it, show why it is important and clearly state any expectations. In doing this the worker has a personal commitment and clear understanding of the importance of the task.

Finally, the leader will evaluate and discuss the results of the task with that worker, providing feedback for that worker to improve himself. One of the most vital areas in successful leadership is communication. The most basic form of communication is listening and speaking. This involves not only the exchange of spoken words, but also close attention to body language and tone. This attention allows good listeners to sort of “read between the words” and fully understand the speaker”s message. Effective speakers take time to prepare what they intend to say, giving careful thought to what it is they are attempting to convey.

There are five main features to effective communication. These features are often referred to as social skills. The first involves having a purpose for communication. This aids in guiding the exchange of information and avoids useless or irrelevant communication. The next feature is a clear and logical exchange with directness and confidence. The third feature is appropriateness. The presentation of the information must match the needs of the situation. In other words, choosing the format of delivery (i. e. mail, telephone, person-to-person interaction, etc. that is appropriate to the nature of the information.

The forth feature is control. The leader must be able to exhibit self-discipline and restrain from over communicating. An example of this is allowing subordinates to learn tasks without intervention, creating an effective learning environment for the worker and not a micro-managed one. The last feature of communication is the ability to learn. Even the best communicators have room for improvement. Leaders must never be satisfied in their communication skills and continuously make efforts to improve them.

Decision making is the next area of successful leadership. Leaders can be forced to make several decisions at the same time, making them to prioritize these decisions based on two criteria: future importance and current urgency. Future importance refers to the long term decisions that may seem insignificant presently, but will greatly impact the company in the long run. Making future importance decisions usually requires a great deal of analysis and planning. Current urgency decisions may seem extremely important at the time, but in actuality are not terribly relevant to the success of the company.

In either case, future importance or current urgent, an effective leader makes these decisions with confidence and concern for his subordinates. The complications of decision making can often be made easier through good goal setting. In setting a challenging yet attainable goal, the leader gives solid direction to his department and sets clear objectives. From there, many decisions can be based on whether or not the consequences will help in realizing these goals. These goals offer basic guidance, eliminating irrelevant options. Even with the establishment of goals to guide in decision making, tackling a major decision can be very difficult.

It is best for the leader to approach these decisions methodically, using a systematic approach of dealing with it. First the leader must establish what the primary and secondary requirements of the decision are and prioritize them. From there, he begins to consider every possible solution and tries to find new ones. Finally, through assessment of the first two steps, the leader chooses the best alternative based what he has come up with. This process can be used by the individual leader or be opened up for use of the entire workgroup in a more democratic leadership environment.

The next area in successful leadership is creating a vision. A vision is an ultimate goal, usually rather universal, that gives overall direction to the company and its employees. The result is unified action that steers generally in the same direction. It is the difficult task of a leader to create and maintain this vision as a guiding light in day to day decisions. He must be aware of the sometimes ever changing “big picture” as seen by the interests of the company and ensure that the vision is in line with that picture. The final area in successful leadership is taking charge.

This involves utilizing all of the first six steps and fully applying them to personal leadership development. It also emphasizes the importance of taking charge of leadership qualities that are already there and maximizing their potential. The leader must draw on experience to guide in decisions on how to lead. People are not born leaders. They become leaders through implementing these seven areas into their lives. A good leader must be able to fail and bounce back, learn from experience, and admit their own limitations. This along with a desire to learn and a drive to complete goals create the leader.