Read the article below and answer the questions given:
Feb 8, 2018.
8 Essential Qualities That Define Great Leadership
Kimberley Fries @ https://www.forbes.com/sites/kimberlyfries/2018/02/08/8-essential-qualities-that-define-great-leadership/#5d2036dd3b63
Company leaders are facing a crisis. Nearly one-third of employees don’t trust management. In addition to this, employers now have to cater to the needs of the millennial generation. On average, after graduating from college, a millennial will change jobs four times before they are 32. Most of them also don’t feel empowered in their current jobs.
It’s clear that many leaders are failing to foster a sense of trust and loyalty in their employees. Fortunately, that doesn’t have to be the case. Managers who show great leadership qualities can inspire their teams to accomplish amazing things, according to Daniel Wang, the creator of Looping Protocol and founder of the Looping Foundation. Looping is a decentralized automated execution system that trades across the crypto-token exchanges. The platform reduces the cost of trading and shields users from counterparty risk. I’ve distilled my conversation with Wang to eight of the most essential qualities that make a great leader.
1. Sincere enthusiasm
True enthusiasm for a business, its products, and its mission cannot be faked. Employees can recognize insincere cheerleading from a mile away. However, when leaders are sincerely enthusiastic and passionate,
that’s contagious. For instance, someone who worked with Elon Musk on the early stages of his SpaceX project said that the true driver behind the success of the project was Musk’s enthusiasm for space travel.
Wang says being enthusiastic helps a leader identify existing key problems in his industry. “Any innovation starts from these problems and ends with products and services, with some of the key issues resolved,”
Whether it’s giving proper credit for accomplishments, acknowledging mistakes, or putting safety and quality first, great leaders exhibit integrity at all times. They do what’s right, even if that isn’t the best thing for the current project or even the bottom line. “When people see evidence that leaders lack integrity, that can be nearly impossible to recover from,” Wang said. “Trust lost is difficult to get back.”
3. Great communication skills
Leaders must motivate, instruct and discipline the people they are in charge of. They can accomplish none of these things if they aren’t very skilled communicators. Not only that, poor communication can lead to poor outcomes. Leaders who fail to develop these skills are often perceived as being weak and mealy-mouthed, according to Wang. It’s also important to remember that listening is an integral part of communication
The best leaders understand that true loyalty is reciprocal. Because of this, they express that loyalty in tangible ways that benefit the member of their teams. True loyalty is ensuring that all team members have the
training and resources to do their jobs. It’s standing up for team members in crisis and conflict.
“Great leaders see themselves as being in a position of service to their team members,” Wang said. “Employees who believe leadership is loyal to them are much more likely to show their own loyalty when it
A good leader isn’t simply empowered to make decisions due to their position. They are willing to take on the risk of decision making. They make these decisions and take risks knowing that if things don’t work
out, they’ll need to hold themselves accountable first and foremost.
Further, bosses who aren’t decisive are often ineffective. Too much effort working on consensus building can have a negative effect. Rather than simply making a decision, many leaders allow debate to continue then create a piecemeal decision that satisfies no one.
6. Managerial competence
Too many organizations try to create leaders from people who are simply good at their jobs. To be clear, those who emerge as being very good workers often have important qualities. They are the ones who have a
strong understanding of the company’s products and services. They understand company goals, processes, and procedures. All of these are important.
On the other hand, being good at one’s job doesn’t prove that someone possesses the other competencies they need. For example, can they inspire, motivate, mentor and direct? Wang illustrates with major league
baseball. While nearly all coaches have backgrounds as major league players, the most winning players aren’t necessarily the most successful coaches.
A good leader has faith in their ability to train and develop the employees under them. Because of this, they have the willingness to empower those they lead to act autonomously. Wang says this comes from
trusting that their team members are fully up to any challenges they face. When employees are empowered, they are more likely to make decisions that are in the best interest of the company and the customer as
well. This is true, even if it means allowing workers to go a bit off script.
Simply put, people are more likely to follow the lead of those they like. The best leaders are well-spoken, approachable and friendly. They show sincere care for others.
“People at all levels of an organization find it easy to relate to them and follow their lead,” Wang concluded.
Every one of these qualities is absolutely essential to great leadership. Without them, leaders cannot live up to their full potential. As a result, their employees will never perform as well as they can either. Because
of this, organizations must learn the best ways to identify and also to develop these necessary traits in existing and emerging leaders.
(a)Identify the leadership issue in the article above.
(b)Summarise the eight qualities of an effective leader according to Wang using your own words. (16
(c)Which qualities do you possess? Explain 3 qualities using examples.
Picking up the learning of what persuades workers and how they were roused was the focal point of numerous scientists following the production of the Hawthorne Study results (Terpstra, 1979). The writing audit on this examination expects to find the present hypotheses and issues in relations to work inspiration all through the writing sources. It is critical to comprehend what inspiration really is, and all the more exceptionally the term ‘work inspiration’. The writing survey will take a gander at four noteworthy motivational speculations. They are:- Maslow’s need-pecking order hypothesis, Herzberg’s two-factor hypothesis, Adams’ value hypothesis and Vroom’s hope hypothesis. They are Maslow’s need-chain of command hypothesis, and Herzberg’s two-factor hypothesis are needs based motivational hypothesis, usually known as substance speculations. These hypotheses clarify that human needs change with time. Individuals have certain requirements and wants to accomplish and those necessities and wants change over some stretch of time. Adams’ value hypothesis and Vroom’s hope hypothesis are all things considered known as subjective speculations. These hypotheses will look at the representative’s conduct regarding execution and contrast their execution and prizes and others. As indicated by Maslow, representative’s needs have five levels (Maslow, 1943). It depends on the theory that human needs are fit for being modest. Agreeable accomplishment of the principal level of necessities prompts the following level. Once a specific need has been fulfilled, that need will never again be a main thrust of inspiration. Herzberg’s viewed as inspiration into two components: sparks and cleanliness (Herzberg, Mausner, and Snyderman, 1959). As indicated by this hypothesis individuals are affected by two elements. These variables are “Sparks and cleanliness”. Accomplishment, acknowledgment, the work itself, obligation, progression and development were incorporated into the inspiration factors and disappointing elements to a great extent from non-work related factors, for example, organization strategies, compensation, collaborator relations and supervisory styles (Steers and Porter 2001). These hypotheses will comprehend the different elements which impact the workers of the association. Adams value hypothesis centers around individuals’ responses to the decency of result they get in relations to their impression of the sources of info they give, particularly when contrasted with the apparent results/inputs that others get. (Watchman et al., 2001). As indicated by Adams hypothesis value is accomplished when the proportion of representative results over sources of info is equivalent to other worker results over information sources (Adams, 1965). This hypothesis will give all the more understanding towards motivational distinction among changeless and transitory staff of the association. Vroom’s hypothesis bolsters that representative exertion will prompt execution and execution will prompt prizes (Vroom, 1964). The prizes can be either positive or negative, yet the more positive reward will lead the representative to work more roused and on the other hand, the more negative the reward the more outlandish the worker will be persuaded. In M&S cash call focus (M&S), changeless and impermanent staffs are playing out similar obligations, anticipated that would meet a similar target and prepared to aroma the obligations similarly, rephrase framework is diverse as far as reward, benefits, organization markdown card and other non fiscal prizes. By mulling over this and applying the chose four hypotheses in this condition. The two gatherings representatives must demonstrate a distinction in inspiration in accordance with Adams value hypothesis and furthermore will be on various stages in relations to Maslow’s need-chain of importance hypothesis. The exploration will likewise clarify what they expect as a perpetual/brief representative working for M&S in accordance with Vroom’s hope hypothesis. Two factor hypothesis will clarify how much impact every inspiration factor have on every one of the workers. 3.3.1. References: Adair, J. (1990) Understanding Motivation. London: The Talbot Adair Press. Adams, J. S. (1965) Inequity in social trade. In L. Berkowitz. Advances in exploratory social brain research. New York: Academic Press. Arkin, A. (1997) People Management, Call Center Stress, Vol 3 Issues 6, 22-27 Arnold, J., Cooper, C., Robertson, I.T. (1998) Work Psychology, Understanding human conduct in the working environment, third version. 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