has nothing to do with seniority or one's position in the hierarchy of a company

has nothing to do with (naturally acquired) personal attributes

management - not about control or being condescending / micromanaging

Blames others
never personally acknowledges their role or contribution to any mistake/failure

Selfish and Self-serving
regularly acts out of self-interest and brings a sense of entitlement to their role

Uncivil and Mean
routinely mistreats, demeans and insults others, usually in public

Inept and Incompetent
makes bad decisions, resulting in a trail of disaster behind them. i guess them also not taking responsibility after

Lack of Initiative
lazy and unwilling to work hard, look for easy way out by deflecting responsibility. team loses direction as team members mirror the leader's attitude. the leader sets the 'lazy' tone, so things don't get done

a process of social influence, which maximizes the efforts of others, towards the achievement of a goal

stems from social influence, being a guide, convincing teammates. NOT authority/power, being possessive or forceful. Being more intentional with the position, more than just "following given instructions"

requires others - about bringing the team together to improve and grow and reach that goal

has purpose and intention, includes a goal (not influence with no intended outcome)

A leader can:

• assume responsibility
• take initiative

A leader is:

• achievement orientated
• adaptable to situations
• alert to social environments
• assertive - competent
• cooperative
• courageous (risk-taker)
• decisive (good judgement)
• dedicated (committed)
• dependable
• energetic
• enthusiastic
• honest (high integrity)
• optimistic
• persistent
• confident
• resilient (handles stress and anxiety well)

A leader can:

• communicate well
• listen openly to others
• resolve conflict

A leader is:

• broad-minded (seeks diversity)
• clever/intelligent
• conceptually skilled (have holistic views)
• creative/imaginative
• diplomatic and tactful (skill and sensitivity in dealing with others/ with difficult issues)
• extroverted/outgoing
• fair-minded/just
• forward-looking
• knowledgeable about team tasks
• motivational/inspirational
• organized
• persuasive/influential
• socially skilled
• technically skilled
• well-spoken

leaders a exceptional people, born with innate qualities, destined to lead

the term "Man" was intentional - the concept of a leader was primarily male, military and Western

based on research on traits and qualities associated with leadership

traits are hard to measure: how do we measure one's honesty or integrity? (not quantitative, therefore difficult to asses/compare abilities)

identify with particular personality or behavioral characteristics common to leaders

Leader is concerned with the interaction of task, team, and individual
(Adair, 1970) - Action Centered Leadership

TASK

• goal setting, methods and process
  
  

TEAM

• effective interaction/communication, clarify roles, team morale
  
  

INDIVIDUAL

• attention to behaviour, feelings, coaching, CPD (continual professional dev)

focuses more on leaders' behaviour and actions (more within their range of control and is changeable), rather than their traits and skills
[e.g. production orientated or people orientated]

different leadership behaviors categorized as 'leadership styles':

autocratic

• controls every decision according to their own beliefs, with minimal team input/suggestions/advice
  
  

persuasive

• sim. to autocratic but invites questions/opinions/suggestions rather than adopting the 'do this or else' attitude
  
  

consultative

• team player, consulting all members and guide them to make strategic decisions, team building, in this together
  
  

democratic

• asks for input and feedback before making decisions

doesn't provide guide to effective leadership in different situations

Hersey-Blanchard, 1982
Leadership style changes according to the situation and in response to the individuals being managed (competency and motivation)

DIRECTIVE (telling) ---> low competence + low commitment, unwilling, unable, insecure

COACHING (selling) ---> some competence + variable commitment, unable but willing/motivated

SUPPORTIVE (participating) ---> high competence + variable commitment, able but unwilling or insecure

based on a system of rewards and punishment, strong focus on results

performance is rewarded - employees who deliver results are rewarded, good behaviour is promoted and encouraged

productive - short-term goals can be achieved quickly, high productivity in repetitive processes

order and structure - instructions, expectations, roles, measurements and rewards are clear

limited creativity - strict and rigid system discourages creativity and innovation, maybe the desire of just obtaining the reward discourages people to make mistakes and try new things.

punishment - e.g. lack of bonuses, demotions, blame, negative criticism ... results in low engagement (as a reward is on the line, everything just becomes serious and people stray away from the original goal.

motivation problems - some need other motivation than performance related rewards

inspire individuals, develop trust, encourage individual creativity and personal growth

individuals develop a sense of purpose to benefit the group, organisation or society.

intention and purpose goes beyond their self-interests and an exchange for rewards or recognition for effort / loyalty