Thousands of books have been published with regards to successful leaders. Crucial Leadership can be defined as one’s ability to get others to willingly follow. Every country/ organization needs leaders at every level.Leadership can also vary in style — are you someone who dictates the group and doesn’t listen to anyone else’s opinion? Or do you lead with a more bureaucratic or democratic style?every leader has a particular style of leadership that is innate.
Holding the position executive rank or any leading position in any form motive requires strength of mind attained through successful leadership. Considering the same, I would like to enlighten to the definition of successful leaders and their core qualities, as this may contribute positively to any form of application or purpose.To begin with, do we born for successful leader or developed through process? Some people believe that leaders are born with the necessary qualities that make them successful as a leader, while others believe that leadership, like many other similar characteristics, can be learned and developed through life. Great leaders are aware of their own style and make the effort to learn how their style actually comes across to their team. They learn to flex their leadership style to individual team members so that they communicate and behave in ways that motivate and inspire.”
A common sense response is that, leaders is developed through a lengthy of process although, there are people who seem to be naturally gifted with more leadership abilities. Looking into the common understanding, there are two universal concepts of leaderships, namely successful leaders and unsuccessful leaders. System makes it possible, but leaders make it to happen to reflect the essential changes. The key difference between these two categories of leaders is the following. Successful leaders speak about the observable, able to see, touch, smell or taste, whereas, ineffective leaders speak about opinions, assumption, belief, rumors and issues which cannot be provided through evidence. Some of the nucleus attributes for the successful leaders are the Whatever your viewpoint and different prospects with regard to the subject, some of the nucleus qualities of the successful leaders shared most people are the following.
1. Mission. Successful leader know the mission and have a clear understanding of purpose and able to identify and carry out their best to achieve it. True leaders establish a mission as a road-map for their future success.
2. Promote a vision. Followers need a clear idea of where you’re leading them, and they need to understand why that goal is valuable to them. Your job as a leader is to provide that vision.
3. Goal. How is the country/organization going to achieve its mission and vision and how will you measure your progress? Like a vision, goals need to be operational; that is specific and measurable. If your output and results can’t be readily measured, then it will be difficult to know if you have achieved your purpose. You may have wasted important resources (time, money, people, and equipment) pursuing a strategy or plan without knowing if it truly succeeded.
4. Competency. Practically speaking, not all executives immediately possess all of the characteristics that spell success. Many leaders learn along the way with hard work. As crises and challenges arise, those at the top of the hierarchy have key opportunities to demonstrate to others that they are in fact, qualified to be leaders. In actuality, greater competency can be achieved as a leader gains more on-the-job experiences.
5. A strong team: Realistically, few executives possess all of the skills and abilities necessary to demonstrate total mastery of every requisite area within the organization. To complement the areas of weakness, a wise leader assembles effective teams of experienced, credentialed, and capable individuals who can supplement any voids in the leader’s skill set. This ability is what sets leaders apart from others. However, the leader needs to be willing to admit he lacks certain abilities and go about finding trusted colleagues to complement those deficiencies. After building the team, the entrepreneur needs to trust that team to understand issues, create solutions, and to act on them.
6. Communication skills: It does little good to have a strong mission, vision, and goals–and even a solid budget–if the executive cannot easily and effectively convey his ideas to his subordinates inside and outside of the department/organization/agency. He must regularly be in touch with key individuals through correspondences or by meetings etc. The best way to ensure other people receive and understand the message is with face-to-face interactions. Getting out of the office or touring different sites is an irreplaceable method of building rapport and sending and receiving messages.
7. Interpersonal skills: Successful entrepreneurs are comfortable relating to other people; they easily create connection and are at least more extroverted than they are introverted. These factors help leaders seem friendly likeable, and comfortable in their position. Those qualities contribute to staff wanting to interact with their leader.
They also help motivate the concerned parts to do a better performance. When employees can relate to their boss, they believe that their boss is more concerned about them, with their performance, and with their output. Furthermore, they believe that they can go to their boss with problems they encounter on the job without fearing consequences for not knowing how to resolve issues.
Not all entrepreneurs are adept at interpersonal skills. Those that aren’t, might find it helpful to take a course, choose a mentor or locate a therapist to help them build interpersonal skills. The intangible cost is too high to not improve these abilities. In addition, here’s where a strong team comes into play. The less experienced leader who is still learning these skills can rely on the team to get out and to “press the flesh, interact with employees, and spread a positive attitude to help develop morale.
8. Successful leaders have above average character – There are no perfect people, but for a leader to be considered good, they must have a character that is unquestioned within the organization. Leadership always draws criticism from someone, so a leader may not be able to get everyone to believe in him or her, but the people who know the leader best should trust the leader’s character.
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9. Inspiration: Quite habitually your staff needs someone to look up to for direction, guidance, and motivation. The entrepreneur needs to be that person. Hopefully, human resources have hired self-motivated individuals. Nevertheless, there are times, when many employees need the boss to inspire them by word or action. Employees need someone to look up to, admire, and follow. Even when the production or delivery of services looks like “it is all going well,” the leader may at times need to step in personally to offer a suggestion or encouragement to ensure that employees perform their jobs in an optimal manner.
10. Ambition: Resting on your laurels is bad for employee morale and entrepreneurial credibility. Employees need to be constantly striving for improvement and success; and they need to see the same and more in their leaders. When the boss is seen as someone who works to attain increasingly higher goals, employees will be impressed and more willing to mirror that behavior. It’s a win-win for everyone.
11. Responsibility. The best leaders take responsibility for making things happen. We all know just how easy it is to blame external factors and we probably all have done this at some time. You know the scenario. If only accounts, purchasing, sales and marketing, customer services, etc would do this everything would be okay. We might even blame the economy, the weather or even the competition. If you want to excel as a leader take responsibility for making things happen.
12. Integrity. Your success depends on others following. People will only follow if they believe they can rely on you to demonstrate high standards, be open, honest and truthful with them. They also expect consistency. When you are consistent, no matter what your leadership style is, people know what to expect.
13. Decision takers. We all have fears and doubts when it comes to taking decisions. Will it be the right one, what happens if it goes wrong, how will I look or be perceived by others? These are just a few of the questions and dilemmas faced or going through their head. What sets successful leaders apart is their willingness to face fears and take decisions rather than procrastinate. They know that they will get their fair share of decisions wrong and will learn from them.
14. Deal with facts. Realism is essential if you are to be a successful leader. Realism is about facing up to whatever is going on, rather than expending energy wishing it was different. When faced with decisions, the best leaders will focus on the facts to determine what is realistic. Imagine you are faced with a poorly performing organization. You might wish it could be fixed next month or next week, but the reality might be that it will take months and maybe years.
15. Optimism. There are some who are naturally pessimistic, while others are naturally optimistic. Successful leaders are part of the second group. They know that they cannot control every eventuality but they can control how they respond. They focus on solutions, not problems.
16. Resilient. No matter what you set out to as a leader, there will be setbacks, disappointments and failures along the way. The most successful leaders are extremely resilient and when things do not work out as they hoped, they bounce back.. Leaders of start-ups need to be flexible and be able to alter (or even throw out) plans as their business rolls forward. And they need to be able to do it without getting angry, stressed, or insulted. Emotions like that from a leader crush company morale.
17. Excellence. Excellence in what they do is one of the defining qualities of successful leaders. They have a mindset of continuous improvement. They look for better, smarter ways of doing things. They are continual learners.
18. Listening. Good listening is required in order to understand your subordinates attitudes and motivators. Get to know your personnel by asking them a lot of open-ended questions. When you ask questions, you have a chance to listen, and when you listen, you begin to better understand employee motivations, body language and issues. Get them to speak of issues that confront them and enable them to find solutions. Offer challenges to corporate issues with solutions. And, provide credit to the employee with a solid reply
19. Enthusiasm. Your subordinates want to be motivated. This begins with positive energy and positive commitment. Your staff problems and corporate pressures are unimportant to your employees. They are concerned about number one- themselves. In good times and bad you must always express a positive and energetic attitude. Finish line energy gets finish line results.
20. Awareness. Be aware of issues that are non-verbal. Leaders must have a keen sense that denotes when employees are happy, frustrated, tired or overwhelmed. You must sense the issue and eliminate it quickly so that you keep organizational harmony.
21. Equal. The cliché “equal pay, for equal treatment” is so true. Leaders do not treat employees based on title, age, race, religion etc. Leaders understand that “everyone” and “anywhere” in the organization or department is equal. Leaders go by the principle that the sum of the parts is greater than the whole.
22. Reward. Fully developed people desire more than just money with work. They desire recognition and reputation for a job well done. However, in today’s marketplace, employees although happy, are looking for more contentment from their current job. This sense of pride and self-worth is a large issue for most people.
If people feel that they make a difference, they will care about organizational objectives, if not, apathy emerges. In sum, the job affects the person and the person affects the job. So what can be accomplished to gain a better sense of company pride and loyalty? Establish a reward system and watch the attitudes soar!
23. The Finish Line The leader of tomorrow is changing from the top down style of management to a collegial approach where all become counterparts. Working together creates the compassion for work and productivity that both sides seek. Leaders who have created this style of management have names on the front door. These leaders are change agents and strive to become not only recognized brand names but also recognized leaders.
24. Dedication. Means spending whatever time or energy is necessary to accomplish the task at hand. A leader inspires dedication by example, doing whatever it takes to complete the next step toward the vision. By setting an excellent example, leaders can show followers that there are no nine-to-five jobs on the team, only opportunities to achieve something great.
25.Reliability. Saying that you’re going to do something means that you will actually have to do it. Nobody likes an unreliable person, even if they’re not a leader. After your first time going back on your word, people just aren’t going to trust you anymore. I guarantee that if you are unreliable, you won’t be a leader for long (if ever).
26. Leaders with humility. Recognize that they are no better or worse than other members of the team. A humble leader is not self-effacing but rather tries to elevate everyone. Leaders with humility also understand that their status does not make them a god. Mahatma Gandhi is a role model for Indian leaders, and he pursued a “follower-centric” leadership role.
27. Openness. Means being able to listen to new ideas, even if they do not conform to the usual way of thinking. Good leaders are able to suspend judgment while listening to others’ ideas, as well as accept new ways of doing things that someone else thought of. Openness builds mutual respect and trust between leaders and followers, and it also keeps the team well supplied with new ideas that can further its vision.
28. Creativity is the ability to think differently, to get outside of the box that constrains solutions. Creativity gives leaders the ability to see things that others have not seen and thus lead followers in new directions.
29. Fairness means dealing with others consistently and justly. A leader must check all the facts and hear everyone out before passing judgment. He or she must avoid leaping to conclusions based on incomplete evidence. When people feel they that are being treated fairly, they reward a leader with loyalty and dedication.
30. Assertiveness is not the same as aggressiveness. Rather, it is the ability to clearly state what one expects so that there will be no misunderstandings. A leader must be assertive to get the desired results. Along with assertiveness comes the responsibility to clearly understand what followers expect from their leader. Many leaders have difficulty striking the right amount of assertiveness; it seems that being under assertive or overassertive may be the most common weakness among aspiring leaders.
31. Sense of humour is vital to relieve tension and boredom, as well as to defuse hostility. Effective leaders know how to use humour to energize followers. Humour is a form of power that provides some control over the work environment. And simply put, humour fosters good camaraderie. Intrinsic traits such as intelligence, good looks, height and so on are not necessary to become a leader. Anyone can cultivate the proper leadership traits.
32. Honesty. Always do the honest thing. It makes employees feel like they know where they stand with you at all times.
33. Focus. Know where you’re going and have a strong stated mission to lead people on. If you’re not sure, how can your people be sure? You have to have strong focus and stay the course.
34. A good leader is able to find the heart of the problem. A good leader does not get caught up in all the small things. What is really important to you?
35. Respect. Not playing favourites with people and treating all people — no matter what station in life, what class or what rank in the org chart — the same.
36. Excellent persuasion abilities. People have to believe in you and your credibility. Image is everything and the belief people have in you, your product, your mission, your facts or your reputation are key to being a great leader. You have to persuade people of this — it doesn’t just happen.
37. Confidence. If you don’t believe in yourself, no one will. I hear leaders worrying that if they show too much confidence, others will think them arrogant. The reality is people want to know what you know for sure — and what you don’t. Having the confidence to say “I don’t know” is a powerful skill.
38. Clarity. The only way you can get confidence is by becoming really, really clear about who you are and what is most important to you. New leaders fail when they try to become all things to all people, or try to do too much out of their area of excellence. Clarity helps you say “yes” to the right things — and “no” to others.
39. Human Relations Attitude—A leader should possess the human relations attitude. He should be able to deal with people and secure their willing cooperation. He should try to develop social understanding with the people. He should try to achieve the cooperation of the subordinates.
40. They treat people well. To put it simply, these leaders are nice people. They respect others, including those who disagree with them. They are seldom rude or impatient. Long track records of strong, healthy relationships give them credibility as they lead over many years. Some of these leaders are so kind that I have never heard a negative word about them.
41. Engagement. Great business leaders are able to get all members of their teams engaged. They do this by offering them challenge, seeking their ideas and contributions and providing them with recognition for their contributions.
42. Celebration. In today’s work environment, people are working very long hours and they need to take some time to celebrate their successes in order to recharge their batteries. Those leaders who fail to do this create burnout environment overtime.
43. Empowering. True leaders make their associates feel emboldened and powerful, not diminished and powerless.
44. Collaborative. True leaders solicit input and feedback from those around them so that everyone feels part of the process.
45. Self-assessment: Effective leaders periodically take stock of their personal strengths and shortcomings. They ask: “What do I like to do? What am I really good at?” “What are my areas of weakness, and what do I dislike doing?”
46. Genuine. You need to be clear on what your values are and must be consistent in applying them. As part of that, you need to have the courage to hold true to them. You must not lose sight of reality. Lost values may be one of the biggest causes of downfalls.
47. Self-awareness. You need to be clear on what your strengths are and what complementary strengths you need from others. This includes understanding others and learning how best to utilize their strengths. Many unsophisticated leaders think everyone should be like them; that too can cause their downfall. They surround themselves with people like them. “Group think” can blindside them and cause failure.
48. Leverage team strengths. Part of awareness is don’t expect people to change. If you think you can change someone, think again. This doesn’t mean you can’t help them grow and develop. But don’t expect to change anyone (even yourself) behaviourally. We are who we are. Your job as a leader is to understand each person’s strengths and place them in positions where they can flourish and grow. If you are good at that, you have a huge part of the equation for success.
49. Leadership transitions. Going from individual contributor to supervisor is only the first of many transitions along the leadership pipeline. You need to understand the business model, how it applies to your current position, what you need to do to provide the greatest value, and how to leverage your strengths at this level. This requires building competencies and focusing on the right things. No one ever tells you that there are many levels and many adjustments you need to make along the way.
50. Supportive. You need to foster a positive environment that allows your team to flourish. Also by aligning the reward and recognition systems that best match your teams profile and deliver results.
51. Trust and Integrity. A third and perhaps the most important and respected leadership quality is integrity. It is the most required and most admired quality of all people, but especially of the effective leader. Trust is the quality that binds all relationships together. The willingness and ability to trust the people that you look up and report to is absolutely essential to your ability to perform at your very best. In most cases, you are wasting your life and your career by staying in a situation with a negative or untrustworthy person because the situation has no future.
52. Gives Clear Direction. The effective leader works out how a project should proceed, then presents the plan in a well-organized, logical fashion that is easy for his customers, employees, or partners to understand and act upon.
53. Good leader possesses a strong sense of confidence, built upon years of learning, experimenting and at times failing — but always growing. Be aware of personal strengths and limitations, and demonstrate those skills and talents without boasting. Assume responsibility for faults and personal errors without hiding them or blaming others, and know that if a mistake occurs, it does not equate inadequacy. A successful leader believes that he or she can turn around a negative situation by re-examining the variables and other circumstances — with input from others, when necessary..
54. Intelligence as a Leadership. Intelligence is something that can be difficult to develop. The road toward becoming more intelligent is difficult, long and can’t be completed without investing considerable time. Developing intelligence is a lifestyle choice. To develop intelligence you need to commit to continual learning–both formally and informally. With modern advances in distance, education it is easy to take a class or two each year from well respected professors in the evening at your computer.
For the most part, people will notice if you are intelligent by observing your behaviour and attitude. Trying to display your intelligence is likely to be counterproductive. One of the greatest signs of someone who is truly intelligent is humility. The greater your education, the greater your understanding of how little we really understand.
You can demonstrate your intelligence by gently leading people toward understanding–even when you know the answer. Your focus needs to be on helping others learn–not demonstrating how smart you are. Arrogance will put you in a position where people are secretly hopeful that you’ll make a mistake and appear foolish.
55. Knowing the organization: Effective leaders know the organization’s overall purpose and goals, and the agreed-upon strategies to achieve these goals; they also know how their team fits into the big picture, and the part they play in helping the organization grow and thrive. Full knowledge of your organization – inside and out – is vital to becoming an effective leader.
56. Willingness to admit a mistake: Everyone makes mistakes. If you’re not making any, you’re not doing your job right. But Brennan emphasized the importance of admitting your missteps — otherwise people will not respect you..
57. They do not let discouragement set in. It’s not that they don’t get discouraged; it’s just that they don’t wallow in that emotion. They deal with fires of conflict before they become consuming. They do not like failure, but they know failure is seldom the end of the story. Sometimes, accountability partners have permission to challenge them when they seem emotionally down.
58 Empowering. Supporting your team is one of the best ways to encourage members to perform well. Empower each individual by making it clear that you trust his or her judgment. Give people the authority they need to do their jobs well and show them an appropriate level of respect.
59. Successful leaders Recognizes the value in other people, so continually invests in others – Good leaders see a large part of their role as developing other leaders. Leadership development takes place in an organization as good leaders begin to share their experiences, good and bad, with others.
60. Make others feel important. If your goals and decisions are self-centred, followers will lose their enthusiasm quickly. Emphasize their strengths and contributions, not your own.
61. Successful leaders continue to learn – Good leaders are always learning and implementing those leanings into the betterment of the organization. That could be through reading, conferences, web-based leanings, or through other leaders, but also through people who report to the leader.
62. Admit mistakes. If people suspect that you’re covering up your own errors, they’ll hide their mistakes, too, and you’ll lack valuable information for making decisions.
63. Criticize others only in private. Public praise encourages others to excel, but public criticism only embarrasses and alienates everyone
64. Commitment. It’s the most difficult part, but it must be done. It separates the Do-ers from the Dreamers. Connects to Character – be conscious about your Connects to Character – be conscious about your commitment.
65. Make a game of competition. The competitive drive can be a valuable tool if you use it correctly. Set team goals, and reward members who meet or exceed them. Examine your failures, and celebrate your group’s success.
66. Commitment to Growth. Leaders recognize that learning is a life-long process and never stop doing what it takes to grow professionally and personally and maintain a grip with emerging trends and tools and business realities and technologies. The best leaders realize that to remain at the vanguard of their particular function or industry requires constant learning, enquiry, exploration and innovation as well as continuous self-scrutiny and analysis.
67. Pragmatism. While leaders may have lofty visions and ideals, they do not hide their heads in the clouds and are mindful of the hard facts and figures that surround them. They are very realistic when it comes to assessing the landscape they operate in and practical about the decisions they make.
68. Hard Work and Conscientiousness. Leaders work hard and accept no short cuts. The best leaders lead by their example demonstrating a stellar work ethic by being the first in the office, the last out and the most productive, persistent and dedicated while at work. They have a strong sense of duty and very high standards of excellence and they apply these rigorous standards to themselves first always seeking better, smarter, more effective ways of doing things.
69. Character. It is who you are at your core. You create who you are, what you care about, and what you want to do. Talent is a gift you are given, Character is a choice you hav.
70. Ability to Engage Others. A key leadership trait is inspiring, motivating, engaging and bringing out the best in others. The best leaders encourage leadership in all around them and strive to develop and empower others to assume roles of leadership and responsibility. They are able to propel others to elevated levels of performance through their own energy and enthusiasm and insight and can maximize the strengths and capabilities of their team for the benefit of the whole organization.
71. Leaders care about your success. Good leaders are concerned with the success of the people in their team. They care deeply about people’s progression through their careers. They recognize that keeping other people down is no way to prop themselves up 86. Involve your people: Involve the people. The best ideas and greatest support will come when people are involved and contributing. In the end, every decision will be made by the person who can make the decision – an informed decision-maker has the people involved.
72. Always stay in servant leadership mode: Remember leaders are there to serve. The shepherd is there on behalf of the sheep – the sheep are not there on behalf of the shepherd. Note how in most of these a good quality, such as self confidence, becomes fatal when carried to excess.
73. Screening for Opportunity. Like all individuals, leaders screen incoming information to separate the useful from the useless. However, successful entrepreneurs and business leaders screen incoming information to constantly seek new growth opportunities.
74.. Goal Orientation. Businesses come and go, but those that last always share a common characteristic with their founder—a relentless drive to accomplish goals. They understand what the priorities are and continue to work at toward that goal, day in and day out. Our goal should be to continue to perfect ourselves, something we rarely have time for.For many, leadership characteristic of staying focused on a goal is a very difficult thing to do since life in the world of business tends to distract us.
75. Successful leaders put your employees first in all circumstances: Leaders do have to make decisions all the time. Good leaders will try and consider the well-being of the company, as well as that of the employees. While this is clearly not an easy task to do—indeed, so many different factors can affect the running of a company—a responsible leader will look for decisions that will benefit both the company and the employees.
. 76. Patience and Tolerance. Patience: Patience is the capacity to face difficult situations, hardships or inconvenience without making a single complaint. It is the ability to wait calmly for something to happen without complaining or giving up or getting angry. Patience requires Calmness, Self-Control, Willingness or Ability to tolerate delay.
A good leader must show patience while waiting for expected results, facing difficult situations and taking important decisions. He must avoid taking hasty decisions and actions.
Tolerance: Tolerance means to have a fair, objective and permissive attitude towards those, whose thinking, opinions, and practices differ from one’s own. A good leader must show tolerance while dealing with various types of followers who have different opinions and practices. If not, his followers will stop respecting
77. Strong Internal Motivation—the “Fire Inside”. The motivation that drives our behaviour comes from two sources: internal (intrinsic) and external (extrinsic). Intrinsic factors include constructs like needs, desires, motives, and will power. Extrinsic factors include any type of motivational influence from the environment such as rewards and punishments.
78. Trustworthy. Trust is not built in a day, but is built daily by our actions and choices. To be a trusted leader, you need to be ready and willing to admit your mistakes and accept responsibility for all results. A good leader also can develop trust by following through on the rules and goals they have set for their subordinates. If your employees trust you, that faith provides the foundation of confidence in the tasks and objectives set for success
. 79. Evaluation skills. Great leaders constantly evaluate everything they do and everything that is happening in the workplace, the market and the society. They seek constant improvement, and change whatever is not working.
80. Effective delegation. They realize that they cannot do everything alone so they develop promising individuals on the staff through the process of training and delegation.This also ensures the future of the organization n effective leader never loses hope
81. Successful leaders uses their influence for the good of others – Good leaders are as interested in making a positive difference in people’s lives as they are in creating a healthy profit margin. This doesn’t mean that balance sheets and income statements aren’t important, in fact they are vital for the success of an organization (even non-profits), but a good leader doesn’t separating a desire for helping others from the desire for financial success. Good leaders find ways to leverage financial health to strengthen the well-being of others.
82. Successful leaders remain accessible, approachable, and accountable to others – Good leaders don’t isolate themselves from people regardless of the amount of responsibility or power he or she attains. Good leaders willingly seek the input of other people into their professional and personal lives.
83. Successful leaders shares information with those in the organization – There is a tendency of some leaders to hold information, because information is power, but a good leader knows that the more information the team has that collectively the team is better, which directly benefits the leader.
84. Risk taking – You can learn how to assess risk and run scenarios that will help you make better decisions. Great leaders take the right risks at the right time
85. Successful leaders should be able to focus and follow through. This involves setting priorities and doing what you say you will. Woody Allen, role model or not, once said, “Eighty percent of success in life is just showing up.” This is absolutely true. Knowing what to do and then doing it (or delegating it to someone who will make it happen) is a critical leadership.
86. Pro-active and results-oriented.
87. Open to discussion, to varied perspectives, and committed to engagement
88. Focused on the future (not the past and sometimes not even focused on the present).
89. Leaders can be so far ‘ahead of the pack’ that they are challenged in working with others who don’t share their vision or passion.
90. Enjoy change: seeing change as a way of moving forward.
91. Can be self-cantered: they see the world around them from their own perspective, not the perspective of others. This can sound like a negative but we need some people with this perspective.
93. Effective leaders know their limitations. Most leaders have specific gifts and skills. They can’t be good at everything. An effective leader recognizes limitations and attracts other people to compliment his/her skills.
94. Leaders do what needs to be done. An effective leader is willing to do what needs to be done to move the organization forward. Whether this requires having difficult conversations with a staff member, covering for a colleague who is ill, or making the right decision rather than the easy decision, a leader who does what needs to be done is a leader worth following.
95. Leadership is a service and not a destination. Sometimes people seek a position of leadership for the position itself. They may desire the power or the acclaim that goes with the position. However, a leader that seeks to serve rather than to be served will always be more effective
96. Inclusiveness. A good leader not only listens, but listens to lots of different people and takes their advice and their views into account when making decisions.
97. Educate yourself. How often do you work on yourself? Do you spend time sharpening your saw and making yourself better? If you are not growing then you are dying. Spend time daily making yourself better. You cannot ask your Team to expand if you are unwilling to do so yourself. Even the most effective people make mistakes. What separates great leaders from good leaders is the ability to learn quickly from mistakes. Don’t pay for the same real estate twice, every mistake is an opportunity to learn. 98. Strategic Planning. Our strategic planning experts have developed world class online content that will help guide you through the process of developing your own strategic plan.
.99. Compassion.Good leaders have compassion for their supporters or employees. They have great coaching and development skills. While these leaders have goals to accomplish, they consistently care for the individuals that support them. They’re not selfish individuals only thinking about their own wants and needs. Most have a heart for the people that follow them.
100. Effective Leader is balanced. A good leader does not ignore any area of their personal life. They understand that to do well they must keep up good health, physically, spiritually, emotionally and mentally.
With regard another subject presently concern in Somali-land is, who is the man of the man of the year in 12013 in our country in view of his contribution in nation building. A nomination for the award or man of the year may be submitted by any person who meets the nomination criteria.With respect to the candidacy Criteria, the candidates eligible for the awards or man of the year are those persons or organizations nominated by qualified individuals.
Taken into consideration his paramount, overriding performance and unchallenged work style, which lead successive achievement, we a group of UK based diasporas nominated Hersi Haji Ali as the man of the year in 1213.In conclusion, Hersi meets all Criteria owned by effective leader, who 100 of the qualities are listed above.
Ismail Lugweyne. Rabaso55@hotmail.co.uk
