The nature of Leadership

The increasing rate of change in the business environment is a major factor in this new emphasis on leadership. To a significant extent, a manager's value to their employer is measured in terms of the performance of those who work for them. To be a truly effective manager, one must be an effective leader. Leadership is the process of influencing subordinates to accomplish specific goals and objectives by providing advice, direction, encouragement, feedback, motivation, support and training. Ronald Heifetz writes in Nieman Reports that leadership should not be confused with authority. Heifetz writes that often, great leaders go unrecognized because they delegate to others (Heifetz, 20). Some of

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lity. Lieper identifies a number of traits that allow individuals to move beyond being merely supervisors or managers and become leaders capable of implementing changes that other employees might otherwise be reluctant to accept. On such trait is communication skills involving both talking and listening to subordinates and co-workers. Transformational leaders have the ability to communicate complicated ideas clearly, and at the same time to share their vision of the future with their subordinates. Transformational leaders were better at managing conflict than managers and supervisors. Rather than using the shortcut of positional power to dictate a solution to a particular problem, transitional leaders found or suggested creative and collaborative solutions to conflicts within the organization and between the organization and its customers and suppliers. Transformational leaders recognize the need for change. Transformational leaders also understand that getting others to accept that change is both inevitable and positive is one of their most important goals. These leaders help subordinates to become involved in the change process, and ultimately to become fully committed to making the change and to its ultimate success. In
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Approximate Word count = 3504
Approximate Pages = 14 (250 words per page)

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