“The successful organisation has one major attribute that sets it apart from unsuccessful organisations: dynamic and effective leadership.”
What is leadership? A simple definition of leadership is that leadership is the art of motivating a group of people to act towards achieving a common goal. It’s one of the important factors in an organisation. Few things are more important to human activity than leadership. Effective leadership helps an organisation through times of peril. It makes a business organization successful. It enables a not-for-profit organization to full fill its mission. The absence of leadership is equally dramatic in its effects. Without leadership, organizations move too slowly, stagnate and lose their way. When we speak about leaders in organisations first thing that comes to our mind is decision making, but that’s not all. Leadership in an organisation goes beyond this, after making the decision the main thing is to execute it and that’s where an organisation faces a lot of problem and this is the place where effective leadership is required. A leader in an organisation plays an important role in influencing their follower’s behaviour. Investors recognize the importance of business leadership when they say that a good leader can make a success of a weak business plan, but that a poor leader can ruin even the best plan. (example of a corporate leader). Investors recognize the importance of business leadership when they say that a good leader can make a success of a weak business plan, but that a poor leader can ruin even the best plan (D. Quinn Mills in his book “How to Lead, How to live”). I agree to the statement said by Hersey and Blancard and support this thought of mine with the following literature.
As rightly said by Hersey and Blanchard’s (1977) “The successful organisation has one major attribute that sets it apart from unsuccessful organisations: dynamic and effective leadership.” In an organisation it’s important that they have an effective leader. Because it’s the leader who influences the thoughts, attitudes and behaviour of his followers or in other words of the employees working under him in an organisation. He is the person who sets the direction for the people under him; he helps us see what lies ahead; he helps us visualize what we might achieve; he encourages us and inspires us. Without leadership a group of human beings quickly degenerates into argument and conflict, because we see things in different ways and lean toward different solutions. Leadership helps to point us in the same direction and harness our efforts jointly. A leader in a successful organisation has the ability to get other people to do something significant that they might not otherwise do. They energise people towards a goal. Without followers, however, a leader isn’t a leader, although followers may only come after a long wait. For example, during the 1930s Winston Churchill urged his fellow Englishmen to face the coming threat from Hitler’s Germany. But most Englishmen preferred to believe that Hitler could be appeased—so that a war could be avoided. They were engaged in wishful thinking about the future and denial that the future would be dangerous. They resented Churchill for insisting that they must face the danger. They rejected his leadership. He had very few followers. But finally reality intruded—Germany went too far and war began. At this point Churchill was acclaimed for his foresight, and became prime minister of the United Kingdom during the Second World War. During this period almost all Englishmen accepted his leadership willingly. There’s an old saying that the way to become a leader is to find a parade and run to the front of it. We refer to a person “leading” a parade, but walking at the front isn’t really leadership unless the person in front is actually choosing the direction! If the person isn’t choosing the direction, then being at the front of the line is merely a way to pretend to be a...
1. John P. Kotter, “Leading Change” USA Harvard Business School Press, 1996
2. Michael Useem, “The Leadership Moment: Nine true stories of TRIUMPH and DISASTER and their lessons for all of us” Three Rivers Press, 1999
1. Jim Collins article, “Level 5 Leadership: The Triumph of Humility and Fierce Resolve”, in Best Of HBR, HBR, July-August, 2005, pages.136-146
2. Katz, R.L. (1955). Skills of an Effective Administrator. Harvard Business Review, 33(1) pages 33-42.
1. Angelia Arrington, “A Leader is as a Leader Does” Leader lab vol:1 Issue-1 www.theleaderlab.org
2. D. Quinn Mills, “Leadership: How to lead, How to live” 2005 http://www.mindedgepress.com
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