1. BY Dr Rosy Walia

2.  Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent.  This definition is similar to Northouse's definition — Leadership is a process whereby an individual influences a group of individuals to achieve a common goal.

4.  Know yourself and seek self-improvement  Be technically proficient -  Seek responsibility and take responsibility for your actions -  Make sound and timely decisions -  Set the example -  Know your people and look out for their well-being -  Keep your workers informed -  Develop a sense of responsibility in your workers -.  Ensure that tasks are understood, supervised, and accomplished  Train as a team Train  Use the full capabilities of your organization

5.  BE a professional. Examples: Be loyal to the organization, perform selfless service, take personal responsibility.  BE a professional who possess good character traits. Examples: Honesty, competence, candor, commitment, integrity, courage, straightforwardness, imagination.character  KNOW the four factors of leadership — follower, leader, communication, situation.  KNOW yourself. Examples: strengths and weakness of your character, knowledge, and skills.  KNOW human nature. Examples: Human needs, emotions, and how people respond to stress.  KNOW your job. Examples: be proficient and be able to train others in their tasks.  KNOW your organization. Examples: where to go for help, its climate and culture, who the unofficial leaders are.  DO provide direction. Examples: goal setting, problem solving, decision making, planning.direction  DO implement. Examples: communicating, coordinating, supervising, evaluating.communicating  DO motivate. Examples: develop morale and esprit de corps in the organization, train, coach, counsel.

6.  The Blake and Mouton Managerial Grid, also known as the Leadership Grid (1985) uses two axis:  "Concern for people" is plotted using the vertical axis  "Concern for task or results" is plotted along the horizontal axis.  They both have a range of 0 to 9. The notion that just two dimensions can describe a managerial behavior has the attraction of simplicity. These two dimensions can be drawn as a graph or grid:

8.  Authoritarian — strong on tasks, weak on people skills  Country Club — strong on people skills, weak on tasks  Impoverished — weak on tasks, weak on people skills  Team Leader — strong on tasks, strong on people skills

9.  THEORIES OF LEADERSHIP

27.  TRANSACTIONAL LEADERSHIP  The approach emphasizes getting things done within the umbrella of the status quo; almost in opposition to the goals of the transformational leadership. It's considered to be a "by the book" approach in which the person works within the rules. As such, it's commonly seen in large, bureaucratic organizations.  TRANSFORMATIONAL LEADERSHIP  The primary focus of the transformational leadership style is to make change happen in:transformational leadership style  Our Self,  Others,  Groups, and  Organizations  The transformational style requires a number of different skills and is closely associated with two other leadership styles: charismatic and visionary leadership

28. CHRISMATIC LEADERSHIP CHARISMAs a special leadership style commonly associated with transformational leadership. While extremely powerful, it is extremely hard to teach. VISIONARY LEADERSHIP The leadership style focuses on how the leader defines the future for followers and moves them toward it. STRATEGIC LEADERSHIP This is practiced by the military services such as the US Army, US Air Force, and many large corporations. It stresses the competitive nature of running an organization and being able to out fox and out wit the competitionUS Air Force

29. TEAM LEADERSHIP A few years ago, a large corporation decided that supervisors were no longer needed and those in charge were suddenly made "team leaders." Today, companies have gotten smarter about how to exert effective team leadership, but it still takes leadership to transition a group into a team.effective team leadership FACILITATIVE LEADERSHIP This is a special style that anyone who runs a meeting can employ. Rather than being directive, one uses a number of indirect communication patterns to help the group reach consensus. Cross-Cultural Leadership Not all individuals can adapt to the leadership styles expected in a different culture whether that culture is organizational or national. In fact, there is some evidence that American and Asian Leadership Styles are very different, primarily due to cultural factors.American and Asian Leadership Stylescultural factors