Indra used the five C’s model of leadership, which are competency, courage, confidence, communication skills and compass. I believe that she is high in competency because she does achieve targets for the organization efficiently. She is confident as a CEO and she encourage herself and her employees to do the best job. She is also a great communicator with her
Great leaders understand that they don’t have all the answers, they understand that collaboration is the key to success, and they understand that a more equitable power dynamic is necessary to have continuous movement forward. The next attribute in a great leader is integrity. Integrity is of course a trait that needs to be demonstrated by everyone including managers, and as it is ranked third in the study, it is very important in the eyes of respondents. Having integrity is doing what you say, and saying what you do. It’s doing what’s right not just what’s right for the company, and means admitting
But as the world moved to 21st century its working demands are changed. One key to be successful in 21st century is combining people together in a team (vivovere, kooskora & valler, 2014). To obtain its real potential, a team needs its member to be emotionally intelligent about their own emotions, their team member’s emotions and emotions of other persons in the organization outside the team. (Virovere, A. ,et.al 2014).This paper purpose to investigate the effects of emotional intelligence employees in team work management to enhance organizational
Authentic leaders adapt their style to the situation. Authentic leaders have a positive impact on followers, groups, and organization (Yaacoub, 2016). These leaders can be motivating on one hand and change to another style depending on the condition. Both leadership styles look for ways to partner with people, groups or organization. Servant uses measures to a leaders effectiveness (Reed, Vidaver-Cohet & Colwell, 2011).
The study discusses the impact of persuading, awareness, humility, authenticity, along other significant traits of servant leadership that correlate with employee empowerment. The authors conclude that stewardship, persuading, and conceptualizing are key characteristics of servant leadership that lead to higher employee and organizational performance. Krishna Murari is the Chief Manager of Quality at Hindustan Aeronautics Limited in Bangalore, India. Kripa Shankar Gupta is the Director-Academics for the Academy of Excellence in Management Education, Bangalore, India. This article contributes to the topic of research by discussing the key characteristics of servant leadership that propels the organization to higher levels of employee commitment and organizational
His charisma affects him to move towards his employees and persuades them to build up IKEA’s culture. Kamprad is a leader who has an effluent influence on his work force. In fact, years after formally resigning as CEO of IKEA, one can find that the organization still follows the same work ethic as it did under his direct leadership. Kamprad has shown that he is an outstanding motivator. He has a clear understanding of goals in operations and successfully conveys that understanding to his work force.
However, the need of strong emotional intelligence is require for the people who lead others. Ermer (2012) stated that the terms strong emotional intelligence and leadership have deep link as it helps the leaders to recognise the needs of their employees, there satisfaction level, retention and their performance. It is important for leaders to observe the level of satisfaction among its employees in order to motivate them and to help them in performing according to the high working standard so that they can benefit the organisation. Here are some of the factors that are important for an emotionally intelligent leader who possess the responsibility and proficient to lead people especially in an organisation (Houghton, et al.,
Leadership style is a combination of trait, skill and behavior of leaders as they interact with their followers. Li Ka-Shing is a democratic and transformational leader. His method of conducting business is based on his values and beliefs. He said that each individual should do his or her job, and there should be fairness between the leader and the employees. He appreciates his workers by setting up grants for employees’ bonuses and higher salaries.
As Goleman (2009) explains, managers who lack the aspect of self-motivation in most instances may have forgotten what they really loved about their careers and thus a reason enough for losing emotions. It is therefore sufficiently evident that self- motivation is a key factor that influences a manager's emotional intelligence. (1) -Poor social skills Managers who exhibit poor social skills in accordance to emotional intelligence, are often poor communicators. Managers with poor social skills will be less open to hearing bad news than good news. Some of the various causes of poor social skills among managers is feeling unconfident and insecure about their self-worth, managers feeling worried and anxious in social situations.