Regardless of which side of the debate a person is on, the truth is that transformational leaders far outdistance those that are authoritarian or transactional in mindset and approach (Eisenbeiss, Boerner, 2010). There are many factors for this but the traits that relate to excellence in leadership are as follows. First, transformational leaders have gained the trust and respect of their peers and subordinates by being transparent, or doing what they say they will do on a consistent bases. This is why trust is so difficult to earn, it takes consistency over sometimes years of relationships. For the true leaders in any company, they are transparent, consistent, and above all, real. They don't fake it or tell it like it isn't, they tell the truth and are straight with their subordinates, even if the news is bad. This is why some leaders can make entire strategies come together so quickly while others struggle to just get the most fundamental tasks done. Managerial Control

This last aspect of management requires a skill set of analytical insight and intelligence and the ability to troubleshoot why goals are not being met (Dixon, 2008). An excellent manager will be able to determine why a given set of objectives defies accomplishment and why a series of goals are not progressing. Truly exceptional managers have a transformational skill sets of rallying their teams around a problem and attacking the issues, not each other (Eisenbeiss, Boerner, 2010). Control is about staying on track towards the accomplishment of goals; it is about focus and keeping on top...

The best managers in companies have an innate ability to do this while keeping their teams motivated to continually excel in their jobs. The aspect of leadership also requires the set of skills that are also transformational in scope.
Conclusion

Rarely are the roles of managers so distinctly differentiated by planning, organizing, leading and controlling; they in reality often blend together as a series of decisions to be made and coaching sessions with subordinates that must be handled with tact and focus. Ultimately exceptionally talented managers move through these roles very quickly and as appropriate for the situations they are facing. They rely on the four functions of management and their unique traits to support them and accomplish challenging goals with their teams and others.

References

Donald Chrusciel. 2008. What motivates the significant/strategic change champion(s)? Journal of Organizational Change Management 21, no. 2, (March 1): 148-160.

Dixon, G.. 2008. Followers: the Rest of the Leadership Process. IIE Annual Conference. Proceedings January 1, 1385-1390.

Eisenbeiss, S., and S. Boerner. 2010. Transformational Leadership and R&D Innovation: Taking a Curvilinear Approach. Creativity and Innovation Management 19, no. 4, (December 1): 364-372.

McCrimmon, M.. 2010. Reinventing Leadership and Management. Ivey Business Journal Online (May 1):

Underdown, R.. 2010. Management vs. Leadership (Presentation). IIE Annual Conference. Proceedings…