MCom I Semester Contemporary Leadership Roles Study Material Notes

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MCom I Semester Contemporary Leadership Roles Study Material Notes

MCom I Semester Contemporary Leadership Roles Study Material Notes: Providing Team Leadership mentoring Ethical Leadership Online Leadership Challenges to the Leadership Construct leadership attribution finding and creating effective leaders Training Indian and western concepts summary and implication for managers :

MCom I Semester Contemporary Leadership Roles Study Material Notes
MCom I Semester Contemporary Leadership Roles Study Material Notes

BBA I Semester Managerial Economics Inflation Study Material Notes

Contemporary Leadership Roles

what mique demands do teams place on leaders? Why are many effective leaders also can leaders develop self-leadership skills in their employees? In this section, we briefly address these three leadership-role issues.

Contemporary Leadership Roles

Providing Team Leadership

Leadership is increasingly taking place within a team context. As teams grow in popularity, the role of the leader in guiding team members takes on heightened importance.” And the role of team leader is different from the traditional leadership role performed by first-line superviso bryant, a supervisor at Texas Instruments’ Forest Lane plant in Dallas, found that out. One day he was happily overseeing a staff of 15 circuit-board assemblers. The next day he was informed the company was moving to teams and that he was to become a “facilitator.” “I’m supposed to teach the teams everything I know and then let them make their own decisions,” he said. Confused about his new role, he admitted there was no clear plan on what I was supposed to do.” In this section, we consider the challenge of being a team leader and review the new roles that team leaders take on.

Many leaders, who came of age when individualism ruled, are not equipped to handle the change to teams. As one prominent consultant noted. “even the most capable managers have trouble making the transition because all the command-and-control type things they were encouraged to do before are no longer appropriate. There’s no reason to have any skill or sense of this. This same consultant estimated that “probably 15 percent of managers are natural team leaders; another 15 percent could never lead a team because it runs counter to their personality. [They’re unable to sublimate their dominating style for the good of the team.] Then there’s that huge group in the middle: Team leadership doesn’t come naturally to them, but they can learn it.”

The challenge for most managers, then, is to learn how to become an effective team leader. They have to learn skills such as the patience to share information, to trust others, to give up authority, and understanding when to intervene. Effective leaders have mastered the difficult balancing act of knowing when to leave their teams alone and when to intercede. New team leaders may try to retain too much control at a time when team members need more autonomy, or they may abandon their teams at times when the teams need support and help.56

A study of 20 organizations that had reorganized themselves around teams found certain common responsibilities that all leaders had to assume. These included coaching, facilitating, handling disciplinary problems, reviewing team/individual performance, training, and communication.57 Many of these responsibilities apply to managers in general. A more meaningful way to describe the team leader’s job is to focus on two priorities: managing the team’s external boundary and facilitating the team process. 58 We’ve broken these priorities down into four specific roles.

First, team leaders are liaisons with external constituences. These include upper management, other internal teams, customers, and suppliers. The leader represents the team to other constituencies secures needed resources, clarifies others’ expectations of the team, gathers information from the outside, and shares this information with team members.

Second, team leaders are troubleshooters. When the team has problems and asks for assistance, team leaders sit in on meetings and help try to resolve the problems. This rarely relates to technical or operation issues because the team members typically know more about the tasks being done than does the team leader. The leader is most likely to contribute by asking penetrating questions, helping the team talk through problems, and getting needed resources from external constituencies. For instance, when a team in an aerospace firm found itself short-handed, its team leader took responsi bility for getting more staff. He presented the team’s case to upper management and got the approval through the company’s human resources department.

Third, team leaders are conflict managers. When disagreements surface, they help process the conflict. What’s the source of the conflict? Who is involved? What are the issues? What resolution options are available? What are the advantages and disadvantages of each? By getting team members to address questions such as these, the leader minimizes the disruptive aspects of intrateam conflicts.

Finally, team leaders are coaches. They clarify expectations and roles, teach, offer support, cheerlead, and do whatever else is necessary to help team members improve their work performance.

Contemporary Leadership Roles

Mentoring

Many leaders create mentoring relationships. A mentor is a senior employee who sponsors and supports a less experienced employee (a protégé). The mentoring role includes coaching, counseling. and sponsorship As a coach, mentors help to develop their protégés’ skills. As counselors, mentors provide support and help bolster protégés’ self-confidence. And as sponsors, mentors actively intervene on behalf of their protégés, lobby to get their protégés visible assignments, and politic to get their protégés rewards such as promotions and salary increases.

Successful mentors are good teachers. They can present ideas clearly, listen well, and empathize with the problems of their protégés. They also share experiences with the protégé, act as role models, share contacts, and provide guidance through the political maze of the organization. They provide advice and guidance on how to survive and get ahead in the organization and act as a sounding board for ideas that a protégé may be hesitant to share with his or her direct supervisor. A mentor vouches for a protégé, answers for him or her in the highest circles within the organization, and makes appropriate introductions.

In Indian context, imparting Shiksha to the Shishya (disciple) by the Guru (teacher) is a wel! established practice rooted in centuries-old traditions. Transfer of knowledge, skills, and experience to the Shishya (disciple) is also very well documented in the great epic Mahabharta where in the story of Arjun, the powerful warrior, mastering the art of archery from his guru Dronacharya stands testimony to learning through the guru.shishya tradition.

Some organizations have formal mentoring programs, in which mentors are officially assigned to new or high-potential employees. For instance, Mentoring System, one of the initiatives launched at NTPC is for guiding, directing and counseling the young recruit with an objective to enhance their commitment level. There are more than 350 mentors who help the new entrants in integrating and assimilating the culture and value system of the organization. They also provide the new entrant a friend, philosopher and guide showing them the right way in professional and personal life.

The most effective mentoring relationships exist outside the immediate boss-subordinate inter face. The boss-subordinate context has an inherent conflict of interest and tension, mostly attributable to managers’ directly evaluating the performance of subordinates, that limits openness and meaningful communication

Why would a leader want to be a mentor? There are personal benefits to the leader as well as benefits for the organization. The mentor-protégé relationship gives the mentor unfiltered access to the attitudes and feelings of lower-ranking employees. Protégés can be an excellent source of potential Problems by providing early warning signals. They provide timely information to upper manager

F ruits the formal channels. So the mentor-protégé relationship is a valuable communica ton channel that allows mentors to have news of problems before they become common knowledge to others in upper management In addition, in terms of leader self-interest, mentoring can provide personal satisfaction to senior executives. It gives them the opportunity to share with others the knowledge and experience that they’ve developed over many years.

Contemporary Leadership Roles

more satisfied with their careers than their nonmentored counterparts. Are all employees in an organization equally likely to participate in a mentoring relationship? Unfortunately the answer is no.62 Evidence indicates that minorities and women are less likely to be chosen as protégés than are white males and thus are less likely to accrue the benefits of mentorship. Mentors tend to select protégés who are similar to themselves on criteria such as background, education, gender, race, ethnicity, and religion. “People naturally move to mentor and can more easily communicate with those with whom they most closely identify.” At Wipro Information Technologies the mentoring system helps in understanding the finer points of internal systems and processes, better planning for achieving short-term objectives, helps in interfunctional, interfacing, and in making the new entrant understand the ‘Wipro Way of working. The aim is to identify leadership qualities like customer orientation, strategic thinking, problem solving, self-confidence, building star performers, global thinking and acting, commitment to excellence, and aggressive commitment.

However, at Glaxo Smith Klime Beecham it is a means for transmitting culture. The mentoring system at Cadence Design Systems assimilates fresh graduates into the organization, ensures transition into the organizations culture, values, and norms and develops technical and behavioral skills relevant to their business.

Contemporary Leadership Roles

Self-Leadership

Is it possible for people to lead themselves? An increasing body of research suggests that many can.” Proponents of self-leadership propose that there are a set of processes through which individual control their own behavior. And effective leaders (or what advocates like to call their followers to lead themselves. They do this by developing leadership capacity in others and nur turing followers so they no longer need to depend on formal leaders for direction and motivation

How do leaders create self-leaders? The following have been suggested:57

1 Model self-leadership. Practice self-observation, setting challenging personal goals, self-direction, and self-reinforcement. Then display these behaviors and encourage others to rehearse and then produce them.

2. Encourage employees to create self-set goals. Having quantitative, specific goals is the most important part of self-leadership.

3. Encourage the use of self-rewards to strengthen and increase desirable behaviors. In contrast, self-punishment should be limited only to occasions when the employee has been dishonest or destructive

4. Create positive thought patterns. Encourage employees to use mental imagery and self-talk to further stimulate self-motivation.

5. Create a climate of self-leadership. Redesign the work to increase the natural rewards of a job and focus on these naturally rewarding features of work to increase motivation.

6. Encourage self-criticism. Encourage individuals to be critical of their own performance.

The underlying assumptions behind self-leadershin are that beople are responsible, capable write to exercise initiative without the external constraints of bosses, rules, or regulations.c om proper support, individuals can monitor and control their own behavior

Contemporary Leadership Roles

Ethical Leadership

The topic of leadership and ethics has received surprisingly little attention. Only recently have ethicists and leadership researchers begun to consider the ethical implications in leadership. Why now? One reason may be the growing general interest in ethics throughout the field of manage ment. Another reason may be the discovery by probing biographers that many of our past leaderssuch as Martin Luther King, Jr., John F. Kennedy, and Franklin D. Roosevelt suffered from ethical shortcomings. Certainly the impeachment hearings of American president Bill Clinton on grounds of perjury and other charges did nothing to lessen concern about ethical leadership. And the unethical practices by executives at organizations like Enron, WorldCom, HealthSouth, Arthur Andersen, Merrill Lynch, Adelphia, and Tyco has increased the public’s and pe standards in American business

Ethics touches on leadership at a number of junctures. Transformational leaders, for instance, have been described by one authority as fostering moral virtue when they try to change the attitudes and behaviors of followers. Charisma, too, has an ethical component. Unethical leaders are more likely to use their charisma to enhance pour over followers, directed toward self-serving ends. Ethical leaders are considered to use their charisma in a socially constructive way to serve others. There is also the issue of abuse of power by leaders, for example, when they give themselves large salaries, bonuses, and stock options while, at the same time, they seek to cut costs by laying off long-time employees. And, of course, the topic of trust explicitly deals with honesty and integrity in leadership. Because top executives set the moral tone for an organization, they need to set high ethical standards, demonstrate those standards through their own behavior, and encourage and reward integrity in others.

Contemporary Leadership Roles

Leadership effectiveness needs to address the means that a leader uses in trying to achieve goals as well as the content of those goals. For instance, Bill Gates’s success in leading Microsoft to domi. nation of the world’s software business has been achieved by means of an extremely caressive work culture. Microsoft’s competitors and U.s, government regulators have pinpointed this competitive culture as the source of numerous unethical practices from using its control of its Windows oper ating system to favor Microsoft’s partners and subsidiaries to encouraging its sales force to “crushit rivals. Importantly, Microsoft’s culture mirrors the personality of its chairman and co-founder Gates. In addition, ethical leadership must address the content of a leader’s goals. Are the changes that the leader seeks for the organization morally acceptable? Is a business leader effective if he or she build an organization’s success by selling products that damage the health of its users? This question for example, might be asked of executives in the tobacco and junk food industries. Or is a military leader successful by winning a war that should not have been fought in the first placer

Leadership is not value-free. Before we judge any leader to be effective, we should consider both the means used by the leader to achieve his or her goals and the moral content of those goals.

Contemporary Leadership Roles

Online Leadership

How do you lead people who are physically separated from you and for whom interactions are basically reduced to written digital communications? This is a question that, to date, has received minimal attention from OB researchers. Leadership research has been directed almost exclusively to face-to-face and verbal situations. But we can’t ignore the reality that today’s managers and their employees are increasingly being linked by networks rather than geographical proximity. Obvious examples include managers who regularly use e-mail to communicate with their staff, managers overseeing virtual projects or teams, and managers whose telecommuting employees are linked to the office by a computer and modem

If leadership is important for inspiring and motivating dispersed employees, we need to offer some guidance as to how leadership might function in this context. Keep in mind, however, that there is limited research on this topic. So our intention here is not to provide you with definitive guidelines for leading online. Rather, it’s to introduce you to an increasingly important issue and to get you to think about how leadership changes when relationships are defined by network interactions.

In face-to-face communications, harsh words can be softened by nonverbal action. A smile and comforting gestures, for instance, can lessen the blow behind strong words like disappointed, unsatisfactory, inadequate, or below expectations. That nonverbal component doesn’t exist with online interactions. The structure of words in a digital communication also has the power to motivate or demotivate the receiver. Is the message made up of full sentences or phrases? The latter is likely to be seen as curt and more threatening. Similarly, a message in all caps is the equivalent of shouting. The manager who inadvertently sends her message in short phrases, all in caps, may get a very different response than if she had sent that same message in full sentences, using upper and lower case letters.

Leaders need to be sure the tone of their message correctly reflects the emotions they want to send. Is the message formal or informal? Does it match the verbal style of the sender? Does it convey the appropriate level of importance or urgency? The fact that many people’s writing style is very different from their interpersonal style is certainly a potential problem. Your author, for instance, has observed a number of very warm and charismatic leaders who aren’t comfortable with the written word and tend to make their written communications much more formal than their verbal style. This not only creates confusion for employees, it undoubtedly also hinders the leaders overall effectiveness.

Finally, online leaders must choose a style. Do they use emoticons, abbreviations, jargon, and the like? Do they adapt their style to their audience? Observation suggests that some managers are har ing difficulty adjusting to computer-related communications. For instance, they’re using the same style with their bosses that they’re using with their staff, with unfortunate consequences. Or they’re selectively using digital communications to “hide” when delivering bad news.

We know that messages convey more than surface information. From a leadership standpoint. messages can convey trust or lack of trust, status, task directives, or emotional warmth. Concepts such as task structure, supportive behavior, and vision can be conveyed in written form as well as verbally. It may even be possible for leaders to convey charisma through the written word. But to electively convey online leadership, managers must recognize that they have choices in the words. strueture, tone, and style of their digital communications. They also need to develop the skills of reading Between the lines in the messages they receive. In the same way that Els an individual’s abi momor and assess others’ emotions, elective online leaders need to develop the skill ol (ecipe ing the emotional components of messages.

Any discussion of online leadership needs to also consider the possibility that the di turn non leaders into leaders. Some managers, whose face-to-face leadership skills are less than factory, may shine online, Their talents may lie in their writing skills and ability to read the mic behind written communiqués. Nothing in the mainstream leadership literature addresses this unique situation.

we propose that online leaders have to think carefully about what actions they want their digital messages to initiate. Although the networked communication is a relatively new form, it’s a powering channel when used properly, it can build and enhance an individual’s leadership effectiveness. But when misused, it has the potential to undermine a creat deal of what a leader has been able to achieve through his or her verbal actions. In addition, online leaders confront unique challenges, the greatest of which appears to be developing and maintaining trust. Identification-based trust, for instance

is particularly difficult to achieve when there is a lack of intimacy and face line leaders confront unique challenges, the to-face interaction. And online negotiations have also been found to be greatest of which appears to be developing and hindered because parties express lower levels of trust. At this point in time, it’s not clear whether it’s even possible for employees to identify with maintaining trust. or trust leaders with whom they communicate only electronically.’

This discussion leads us to the tentative conclusion that, for an increas.ing number of managers, good interpersonal skills may include the abilities to communicate support and leadership through written words on a computer screen and to read emotions in others’ messages. In this new world” of communications, writing skills are likely to become an extension of interpersonal skills.

Contemporary Leadership Roles

Challenges to the Leadership Construct

A noted management expert takes issue with the omnipotent role that academicians, practicing managers, and the general public have given to the concept of leadership. He says, “In the 1500s, people ascribed all events they didn’t understand to God. Why did the crops fail? God. Why did someone die? God. Now our all-purpose explanation is leadership.” He notes that when a company succeeds, people need someone to give the credit to. And that’s typically the firm’s CEO. Similarly, when a company does poorly, they need someone to blame. CEOs also play this role. But much of an organization’s success or failure is due to factors outside the influence of leadership. In many cases, success or failure is just a matter of being in the right or wrong place at a given time. This point was illustrated in California during the summer of 2003.76 California’s economy was in bad shape and the state faced a $28 billion deficit. Angry and frustrated, Californians wanted someone to blame and that someone was the state’s governor, Gray Davis. With Davis’s popularity ratings dropping as low as 21 percent, citizens petitioned for a recall vote on the governor. He was voted out in October 2009 and replaced by actor-turned-politician Arnold Schwarzenegger In reality, Davis had little to do with the budget deficit. Most of it was due to the collapse of the dot.com craze, which had powered the state’s economy in the 1990s, and the stock market decline of 2000-02. In 2001-02, for instance, state revenues declined by nearly 17 percent. But Californians wanted a target for their fiscal pain and frustration, and Davis played that role. The key leadership question should have been: How is ousting Gray Davis going to close California’s budget deficit: The answer is, it wouldn’t

In this section, we present two perspectives that challenge the widely accepted belief in the importance of leadership. The first argument proposes that leadership is more about appearances than reality. You don’t have to be an effective leader as long as you look like one! The second argument directly attacks the notion that some leadership will always be effective regardless of the situation. This argument contends that in many situations, whatever actions leaders exhibit are irrelevant.

Leadership as an Attribution

We introduced the attribution theory in Chapter 5. As you may remember, it deals with the ways in which people try to make sense out of cause-and-effect relationships. We said when something happens we want to attribute it to something else. The attribution theory of leadership says that leadership is merely an attribution that people make about other individuals. The attribution framework has shown that people characterize leaders as having traits such as intelligence, outgoing personality, strong verbal skills, aggressiveness, understanding, and industriousness.78 Similarly, the high-high leader (high on both task and people dimensions) presented in the previous chapter has been found to be consistent with attributions of what makes a good leader.79 That is, regardless of the situation, a high-high leadership style tends to be perceived as best. At the organizational level, the attribution framework accounts for the conditions under which people use leadership to explain organizational outcomes. Those conditions are extremes in organizational performance. When an organization has either extremely negative or extremely positive performance, people are prone to make leadership attributions to explain the performance.50 As noted earlier this tendency helps to account for the vulnerability of CEOs (and high-ranking state officials) when their organizations suffer a major financial setback, regardless of whether they had much to do with it, and also accounts for why CEOs tend to be given credit for extremely positive financial results-again, regardless of how much or how little they contributed

One of the more interesting findings in the attribution model of leadership literature is the perception that effective leaders are generally considered consistent or unwavering in their decisions. Al One of the explanations for why Ronald Reagan (during his first term as U.S. president) was perceived as a leader was that he was fully committed, steadfast, and consistent in the decisions he made and the goals he set. Former U.S. president George Herbert Bush, in contrast, undermined the public’s perception of his leadership by increasing income taxes after stating categorically during his campaign: “Read my lips. No new taxes.”

Following the attribution theory of leadership, we’d say that what’s important in being characterized as an “effective leader” is projecting the appearance of being a leader rather than focusing on actual accomplishments. Leader-wannabes can attempt to shape the perception that they’re smart, personable, verbally adept, aggressive, hardworking, and consistent in their style. And by doing so, they increase the probability that their bosses, colleagues, and employees will view them as an effective leader.

Substitutes and Neutralizers to Leadership

Contrary to the arguments made throughout this and the previous chapter, leadership may not always be important. Data from numerous studies collectively demonstrate that, in many situations whatever actions leaders exhibit are irrelevant. Certain individual. job, and organizational variable can act as substitutes for leadership or neutralize the leader’s effect to influence his or her follower

possible for leader behavior to make any difference to follower outcomes They negate the leader’s influence. Substitutes, on the other hand, make a leader’s influence not only impossible but also unnecessary. They act as a replacement for the leader’s influence. For instance, characteristics of employees such as their experience, training. “professional” orientation or indifference toward organizational rewards can substitute for, or neutralize the effect of leader ship. Experience and training can replace the need for a leader’s support or ability to create struc ture and reduce task ambiguity. Jobs that are inherently unambiguous and routine or that are intrin. sically satisfying may place fewer demands on the leadership variable. Organizational characteristics such as explicit formalized goals, rigid rules and procedures, and cohesive work groups can also replace formal leadership (see Exhibit 12-6).

This recognition that leaders don’t always have an impact on follower outcomes should not be very surprising. After all, we have introduced a number of variables in this book-attitudes, person ality, ability, and group norms, to name but a few-that have been documented as having an effect on employee performance and satisfaction. Yet supporters of the leadership concept place an undue burden on this variable for explaining and predicting behavior. It’s too simplistic to consider employees as guided to goal accomplishments solely by the actions of their leader. It’s important, therefore, to recognize explicitly that leadership is merely another independent variable in our over all OB model. In some situations, it may contribute a lot to explaining employee productivity. absence, turnover, satisfaction, and citizenship behavior, but in other situations, it may contribute little toward that end.

Finding and Creating Effective Leaders

We have covered a lot of ground in these two chapters on leadership. But the ultimate goal of our review is to answer this question: How can organizations find or create effective leaders? Let’s try to answer that question

Selection

The entire process that organizations go through to fill management positions is essentially an exercise in trying to identify individuals who will be effective leaders. Your search might begin by review ing the specific requirements for the position to be filled. What knowledge, skills, and abilities are needed to do the job effectively? You should try to analyze the situation in order to find candidates who will make a proper match.

Testing is useful for identifying and selecting leaders. Personality tests can be used to look for traits associated with leadership-extroversion, conscientiousness, and openness to experience Testing to find a leadership candidate’s score on self-monitoring also makes sense. High self-monitors are likely to outperform their low-scoring counterparts because the former is better at reading situations and adjusting his or her behavior accordingly. You can also assess candidates for emotional intelligence. Given the importance of social skills to managerial effectiveness, candidates with a high EI should have an advantage, especially in situations requiring seven the importance of social skills to transformational leadership.

Interviews also provide an opportunity to evaluate leadership candite. managerial effectiveness, candidates with a dates. For instance, we know that experience is a poor predictor of leader high El should have an advantage.

situation you’re trying to fill. Similarly, the interview is a reasonably good vehicle for identifying the degree to which a candidate has leadership traits such as extroversion. self-confidence, a vision, the verbal skills to frame issues, or a charismatic physical presence.

We know the importance of situational factors in leadership success. And we should use this knowledge to match leaders to situations. Does the situation require a change-focused leader? If so, look for transformational qualities. If not, look for transactional qualities. You might also ask: Is leadership actually important in this specific position? There may be situational factors that substitute for or neutralize leadership. If there are, then the leader essentially performs a figurehead or symbolic role, and the importance of selecting the “right” person is not particularly crucial.

Contemporary Leadership Roles

Training

Organizations, in aggregate, spend billions of dollars, ven, and euros on leadership training and development. These efforts take many forms-from $50,000 executive leadership programs offered by universities such as Harvard to sailing experiences at the Outward Bound School. Although much of the money spent on train ing may provide dubious benefits, our review suggests that there are some things

Contemporary Leadership Roles

Indian and Western Concepts

When 70 names drawn from a standard Who’s Who, and respondents in a study were asked to give the names of two persons whom they considered as effective leaders and the reasons for their choice, fifty three percent gave building organization as the reason for naming the person of their choice.

In India, an effective leader is viewed as one who is able to achieve organizational growth while the western concept emphasizes people’s development. Both achieve organizational success while each has a different outcome. The Indian leader employs people to achieve results while the leader in the west develops people to achieve organizational goals.

In western studies, people orientation is centered around leader effectiveness. The Indian concept of an effective leader is closer to an entrepreneurial role-a person who has initiative and drive. and has vision and risk taking capacity to achieve organizational growth. He establishes close family like relationships with chosen individuals who help him achieve results. He reposes trust and confidence in these people as he does in members of his family. They become the ‘in’ group. Through this association, some individuals acquire new skills and confidence in their own abilities.

It is widely believed that Indians do not work well as a group. The reason for this observation could be that the leader is more concerned with the task than relationships in his team. He develops, perhaps unconsciously, one-to-one relationships with selected members of the ‘in’ group. These persons strive to achieve goals perceived to be the leader’s goals, and not entirely those of the organization. The involvement of such people in goal setting or developing peer-level relationships is limited. In such circumstances, individuals function more as an aggregate of individuals and less as a group

Contemporary Leadership Roles

Summary and Implications for Managers

Effective managers today must develop trusting relationships with those whom they seek to lead. Why? Because as organizations have become less stable and predictable, strong bonds of trust are likely to be replacing bureaucratic rules in defining expectations and relationships. Managers who aren’t trusted aren’t likely to be effective leaders.

Organizations are increasingly searching for managers who can exhibit transformational leadership qualities. They want leaders with visions and the charisma to carry out those visions. And while true leadership effectiveness may be a result of exhibiting the right behaviors at the right time, the evidence is quite strong that people have a relatively uniform perception of what a leader should be like. They attribute “leadership” to people who are smart, personable, verbally adept, and the like. To the degree that managers project these qualities, others are likely to deem them, leaders.

For managers concerned with how to fill key positions in their organization with effective leaders, we have shown that tests and interviews help to identify people with leadership qualities. In addition to focusing on leadership selection, managers should also consider investing in leadership training. Many individuals with leadership potential can enhance their skills through formal courses, workshops, rotating job responsibilities, coaching, and mentoring

 

Contemporary Leadership Roles

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