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Many of these modern characteristic of a leader have been passed down to us in the form of the business and political leaders. For example, a company leader or business manager nowadays will certainly be required to have charisma, to be able to organize his personnel so as to obtain the desired strategic and tactical results. It is by being a respected personality and by a certain charisma that the leader is able to impose his will over the rest of the employees. This is perhaps the best reflection of a meritocracy at work, as well as that of its most important benefits.
The meritocracy-based leadership view is certainly the most inspiring. There are several...
First of all, this type of view guarantees that the best leaders make it to the top rather than that they are selected based on birth and rank criteria. This will guarantee that the organization receives the best prepared individuals to face the challenges of the environment.
On the other hand, it also ensures that the relationship between individuals, as a basis for the progress of the led entity (country, company, organization), is stressed as an important element on the recipe for success. A good leader will always be able to properly communicate with the individuals working for him and will be able to find the proper ways by which to motivate them.
2. Leadership analysis of the two former Arab leaders Sheikh Zayed bin Sultan Alnahyan and Saddam Hussein were two great Arab leaders that significantly influenced the Arab world, but there is very little resemblance in their leadership styles. As a manner of manifestation, the two had very distinct leadership styles, although their objective was somewhat common: the prosperity and unity of the Arab world. 2.1. General leadership analysis The two Arab leaders had
E. leadership (Pruyne, 2001, p. 6), but also that "determining how to abstract a set of leadership concepts that apply across contexts without sacrificing an understanding of how the conditions and qualities involved in leadership vary among those same contexts" remained elusive (Pruyne, 2001, p. 7). Experts provided extended series of examples, mostly from the 20th century, demonstrating how leadership characteristics change over time and vary with context. Therefore future,
Leadership Defining an Ethical Leader Jeffrey Immelt, General Electric The nature of leadership is multifaceted and often requires the continual mastery of new skills, insights, intelligence and perspectives to stay effective over the long-term. Such is the nature of ethical leadership, which requires a steadfast focus on a core set of ethical principles and values that guide a leader's judgment, ensuring consistency over the long-term. These are also the fundamental aspects of any
Most conclusions on this approach were vague or indecisive in terms of social, psychological or mental significance (Rice, 1978, 1981; Graen et al., 1972; Ashour, 1973). Furthermore, over the years, many scholars have come to the realization that leadership is situational and hence there are many realistic settings like the environment, the employees, the resources, etc. that determine the characteristics needed in a leader as well as his/her business approach
Leadership Theory in a Changing and Globalizing Marketplace Modern business practice is permeated by the complexities of a changing world. The impact of globalization on the cultural makeup of companies, the effects of the global recession on the conventions of daily business and the evolutionary shifts brought on by emergent technology all call for an orientation toward simultaneous stability and adaptability. Only under the stewardship of a qualified, communicative, flexible and
Leadership Style of Boehner John Boehner, the speaker of the House, is one of the most reputed men among the Gang of Six. Boehner has always raised his voice when matters of taxation were discussed in the Congress or the House. At the same time, he has adopted a leadership style that has set him apart from other politicians and has made him popular among the Republicans as well as the