Vivek Vinayak Purekar...’s Post

What Makes a Great Leader: The Psychology of Leadership #tanztraining #leadership Important Leadership Qualities: Awareness of Consequences: The ability to anticipate how actions impact the team, organization, and community. Leaders with this awareness make responsible, thoughtful choices that benefit all involved. Emotional Intelligence and Maturity: Recognizing and managing one’s own emotions and understanding those of others. Emotional maturity means handling situations with composure and empathy and building a positive team atmosphere. Open-mindedness: A readiness to consider new perspectives and ideas without immediate judgment. Open-minded leaders embrace diversity of thought, making them adaptable and effective problem-solvers. Humility: Staying modest about one’s accomplishments and open to feedback. Humble leaders recognize their limits, give credit to others, and earn respect and trust. Love of Learning: An ongoing drive to gain new knowledge and skills. Leaders with a love of learning remain up-to-date and inspire their teams to grow and adapt. Care: Genuine interest in the well-being and success of the team. Leaders who care build trust and loyalty, making team members feel valued and supported. Virtue: Leading with integrity, honesty, and strong ethics. Virtuous leaders make principled decisions, serving as a credible moral example. Accountability: Taking ownership of actions and decisions. Accountable leaders build trust by acknowledging mistakes and encouraging responsibility across the team. Nonjudgmental Mentoring: Guiding without bias or criticism. Leaders who mentor with openness create a supportive space for personal and professional growth. Reflection: Regularly assessing one’s actions and learning from experience. Reflective leaders continuously improve, refining their approach over time. Humour: Bringing lightness and positive energy to the workplace. Leaders who use humour well relieve stress, foster connection, and maintain high morale. Self-knowledge: Understanding one’s strengths, weaknesses, and values. Self-aware leaders lead authentically, setting an example of integrity. Collaboration: Engaging others in working toward common goals. Collaborative leaders value input from the team and encourage a cooperative, inclusive environment. Balance: Setting a healthy example of work-life integration. Leaders who prioritize balance encourage sustainable productivity and well-being in the team. Prudence: Making cautious, well-thought-out decisions. Prudent leaders assess risks carefully, avoiding impulsive choices that may impact the team. Inspiration: Motivating others toward shared goals and visions. Inspirational leaders bring purpose to the team, encouraging them to strive for excellence. Ref: https://lnkd.in/dJDUbaTv

𝗨𝗻𝗹𝗼𝗰𝗸𝗶𝗻𝗴 𝘁𝗵𝗲 𝗣𝗼𝘄𝗲𝗿 𝗼𝗳 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽: 𝗞𝗲𝘆 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗦𝘁𝘆𝗹𝗲𝘀 (𝘊𝘰𝘯𝘵𝘪𝘯𝘶𝘦𝘥...) 6. 𝗦𝗶𝘁𝘂𝗮𝘁𝗶𝗼𝗻𝗮𝗹 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽: A situational leader adapts their leadership style based on the needs of their team and the current situation. They assess factors like the team’s competency, confidence, and motivation and choose an approach that best suits the circumstances. This flexibility makes situational leaders highly effective across different types of teams and environments, as they adjust their style based on individual team members and varying contexts. 7. 𝗖𝗵𝗮𝗿𝗶𝘀𝗺𝗮𝘁𝗶𝗰 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽: Charismatic leaders inspire and energize their teams through their personal charm, enthusiasm, and persuasiveness. They are often seen as highly influential, using their strong emotional appeal to inspire loyalty and motivate their team toward ambitious goals. However, while charismatic leaders can inspire great passion and commitment, they must balance their influence with humility and ensure their leadership is aligned with the team’s best interests. 8. 𝗧𝗿𝗮𝗻𝘀𝗮𝗰𝘁𝗶𝗼𝗻𝗮𝗹 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽: Transactional leaders focus on maintaining the status quo and achieving specific goals through a system of rewards and penalties. They are task-oriented, emphasizing structure, short-term goals, and clear instructions. This leadership style is effective in highly structured environments where specific outcomes are required. While this approach may not inspire innovation, it can provide stability and consistency in operations. 9. 𝗟𝗮𝗶𝘀𝘀𝗲𝘇-𝗙𝗮𝗶𝗿𝗲 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽: Laissez-faire leaders take a hands-off approach, giving their team a high degree of autonomy. They trust that their team members are capable of self-managing and prefer to act as facilitators rather than direct supervisors. While this style can empower highly skilled teams, it can also lead to a lack of direction or accountability if team members don’t have the right level of motivation or competence. 10. 𝗘𝘁𝗵𝗶𝗰𝗮𝗹 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽: Ethical leaders prioritize doing what’s right, both for their team and the organization. They emphasize integrity, transparency, and fairness in their leadership approach. Ethical leaders serve as role models by demonstrating strong moral principles, which they expect their team to follow. They build trust and respect by treating everyone fairly and creating an environment where honesty and accountability are valued.

Which is More Important in a Leader: Personality, Skill Set, or Both?  I've been contemplating the critical components of effective leadership, especially after encountering a leader who behaves like a 'mean girl.' This leader's discouragement of questioning, her view of it as a challenge to her authority, and the toxic work environment she has created filled with gossip and high turnover, all serve as a stark reminder of the negative impact a toxic personality can have on leadership. In contrast, another leader I know started as a novice but grew into the role by fostering opportunities for growth and development for her team. This juxtaposition raises the question: What drives successful leadership—personality, skill set, or a combination of both?  The Influence of Personality  Personality profoundly impacts leadership effectiveness. A leader's demeanor shapes their interactions, decision-making, and the overall workplace climate. Leaders who are approachable and supportive tend to cultivate a collaborative and positive environment. On the other hand, those who are unapproachable and engage in gossip or punitive measures can create a toxic culture that drives employees away.  Research highlights the importance of personality in leadership, particularly ethical behavior. For example, studies in the Journal of Business Ethics indicate that leaders with high emotional intelligence and ethical behavior build trust and commitment within their teams. This underscores the necessity of upholding ethical standards in leadership, as leaders with narcissistic tendencies or manipulative behaviors contribute to high turnover and low morale.  The Necessity of a Strong Skill Set  While personality is vital, a leader's skill set is equally critical. Effective leaders need skills in strategic thinking, communication, problem-solving, and the ability to inspire and motivate. Leaders who lack these skills might need help to steer their teams towards achieving organizational goals.  However, skills can be developed. I recall a leader who, despite her initial inexperience, excelled by prioritizing her and her team's professional development. She turned challenges into learning opportunities, enhancing her own and her employees' understanding of the organization's vision and mission. This approach not only improved her leadership skills but also empowered her team, fostering a more engaged and capable workforce.  The Harvard Business Review supports this view, emphasizing that continuous learning and development are crucial for sustaining leadership effectiveness and organizational success.  CONTINUED IN COMMENTS

Just saw a post from another platform that was worth reading and sharing, it is expounding on the importance of attitude in order to influence others, being able to lead others without a title. a very relatable content for many. *credits to the owner* 8 lessons from the book "How to Lead When You're Not in Charge: Leveraging Influence When You Lack Authority" by Clay Scroggins offers practical advice for individuals who want to lead effectively even when they don't hold formal positions of authority. 1. Lead Yourself First: Effective leadership begins with self-leadership. Scroggins emphasizes the importance of self-awareness, self-discipline, and personal growth as the foundation for leading others. 2. Focus on Influence, Not Control: Leadership is not about controlling others but about influencing them positively. Scroggins encourages readers to focus on building influence through relationships, trust, and credibility. 3. Embrace Responsibility: Take ownership of your work, actions, and decisions, even if you're not in a position of authority. Demonstrating responsibility and accountability earns respect and builds trust with others. 4. Earn Trust: Trust is essential for effective leadership. Scroggins provides strategies for building trust, such as being consistent, reliable, and honest in your interactions with others. 5. Cultivate Humility: Humility is a key trait of effective leaders. Scroggins encourages readers to approach leadership with humility, recognizing that they don't have all the answers and are willing to learn from others. 6. Lead from Where You Are: You don't need a formal title to lead. Scroggins encourages readers to lead from their current positions by taking initiative, demonstrating competence, and adding value to their teams and organizations. 7. Develop Influence Skills: Influence is the currency of leadership. Scroggins provides practical strategies for developing influence, such as active listening, empathy, persuasion, and collaboration. 8. Navigate Organizational Politics: Learn to navigate organizational politics effectively.

I have summarised the book's main points, which outline many essential leadership traits and behaviours, in just a few words here. A Strong leader is multi-talented; they are good at communicating with others, giving them tools, being honest in their dealings, being open to change, setting a good example, and fostering an ethical work environment. They are cognizant of the fact that being a leader is an honour that entails a duty to help others achieve their full potential. Open dialogue and personal agency: To make sure everyone is on the same page and contributing, leaders must communicate clearly. Listening attentively: The best leaders are attentive listeners who put their team members' opinions first. Taking charge: Making sure people have the power and responsibility to accomplish things is of utmost importance. Method of Leadership: Facilitator and Enabler: Good leaders make it possible for their followers to thrive and make meaningful contributions. Active Participation: Leaders should not only delegate authority but also get in physically when things get tough. Submitting oneself: Recognising their own limitations and avoiding arrogance are hallmarks of great leaders. Principles and Conduct: Being honest: A leader must always act with the utmost integrity. Leaders should treat their team members with dignity and respect in order to create an atmosphere where everyone feels valued. Leadership decisions that are based on strong principles are the bedrock of effective leadership. Flexibility and Development: Planning Ahead: Keep an open mind and often assess your strategy instead of outsourcing it. Leaders in today's dynamic and unpredictable environment must be nimble and open to new ideas and approaches. The key to a lifetime of learning is self-awareness, which comes from knowing your own limitations and then surrounding yourself with people who can help you overcome them. Setting the Standard: A leader's job is to help and encourage their team members. A leader's deeds speak louder than words and serve as an inspiration to those around them. Great leaders aren't afraid to shake things up and try new things; they just dare to be different. Having the Opportunity to Lead: Leadership is more than just barking out commands; it's also about pointing the way and giving people the tools they need to succeed. Assuming Accountability: Leaders are answerable to those they've appointed, as well as to the organisation and, by extension, to society at large. Cohesive Team Building: Having trustworthy and moral individuals in your life Showing respect to staff Concentrating on tasks at hand and accomplishing objectives

Article 2- Leadership The idea that not all individuals can become leaders is well-supported by research and journal articles across various disciplines, including psychology, organizational behavior, and management. Here are several key reasons based on research data and scholarly articles: 1. Individual Differences in Traits and Characteristics Research indicates that certain personality traits are strongly associated with leadership. For instance, studies have found that traits such as extraversion, conscientiousness, openness to experience, emotional stability, and agreeableness are positively correlated with leadership effectiveness and emergence. Not everyone possesses these traits to the extent required to become effective leaders. For example: Extraversion: Leaders often need to be outgoing, assertive, and comfortable in social settings. Those who are more introverted may find it challenging to take on leadership roles that require frequent interpersonal interactions and public speaking. Emotional Stability: Effective leaders typically manage stress and maintain composure under pressure. Individuals with low emotional stability may struggle with the emotional demands of leadership roles. 2. Cognitive and Emotional Intelligence Leadership requires a combination of cognitive abilities (such as problem-solving and decision-making) and emotional intelligence (the ability to perceive, understand, and manage emotions in oneself and others). Studies suggest that higher cognitive intelligence is linked to better decision-making and strategic thinking in leadership contexts. Emotional intelligence, on the other hand, is crucial for managing team dynamics, conflict resolution, and maintaining morale. Individuals who lack these forms of intelligence might find leadership roles more challenging. 3. Motivation and Desire to Lead Not all individuals have the same level of motivation or desire to lead. Theories like McClelland's Theory of Needs suggest that people have different motivational drivers, such as the need for achievement, affiliation, or power. Those who are primarily motivated by a need for affiliation may prefer to avoid leadership positions that require them to make unpopular decisions or enforce discipline. Similarly, some individuals might not have a strong desire for the power and responsibility that come with leadership roles. 4. Skills and Competencies Leadership requires a specific set of skills, including communication, conflict resolution, strategic planning, and team management. These skills are not inherently present in all individuals and often require deliberate development. According to the Skills Approach to leadership, effective leaders must possess technical, human, and conceptual skills. Individuals who lack these skills, either due to insufficient training or a lack of opportunity to develop them, may not be effective in leadership roles.

Do you think great leaders have all the answers? What if the secret to success is NOT knowing it all? It is empowering for all! Traditionally, top Principals were expected to have almost superhuman capabilities. They were supposed to: - Possess the intellectual capacity to understand complex issues - Have the imagination to create inspiring visions - Demonstrate operational know-how to implement strategies - Exhibit interpersonal skills to foster commitment However, this expectation must be revised and potentially harmful to leaders and organisations. The Four Capabilities of Incomplete Leadership The concept of incomplete leadership is based on a framework of distributed leadership, which consists of four key capabilities: 1. Sensemaking: Understanding and interpreting the business environment 2. Relating: Building trusting relationships with others 3. Visioning: Creating a compelling image of the future 4. Inventing: Developing new ways to achieve the vision It's rare for a single person to excel in all four areas, so embracing incompleteness is important. Benefits of Embracing Incomplete Leadership 1. Promotes Leadership Throughout the Organization: Leaders can encourage others to step up and contribute their strengths by acknowledging their limitations. 2. Enhances Self-Awareness: Incomplete leaders are more likely to recognise their strengths and weaknesses, leading to better self-management and decision-making. 3. Fosters Collaboration: Leaders who embrace incompleteness are more likely to seek out and value the input of others, creating a more collaborative work environment. 4. Improves Adaptability: Incomplete leaders are more open to new ideas and approaches by recognising that no one has all the answers, making their organisations more adaptable. 5. Reduces Stress: Accepting incompleteness can alleviate the pressure to be perfect, reducing stress and improving leaders' overall well-being. Implementing Incomplete Leadership To effectively embrace incomplete leadership: 1. Assess Your Capabilities: Evaluate your strengths and weaknesses in the four key areas of leadership. 2. Build a Complementary Team: Surround yourself with individuals with skills that complement your own. 3. Cultivate Curiosity: Approach leadership with a curious mindset, always seeking to learn and improve. 4. Encourage Distributed Leadership: Create an environment where leadership is shared and valued at all levels of the organisation. 5. Practice Vulnerability: Be open about your limitations and seek help when needed. Conclusion Embracing incomplete leadership is not a sign of weakness but rather a demonstration of wisdom and strength.

Machiavellianism in leadership, characterized by manipulation, and the belief that the ends justify the means. Machiavellianism influences leaders’ styles in following ways: 1. Manipulative Leadership Leaders with high Machiavellian traits tend to manipulate others to achieve their goals. They may use charm, deceit, and flattery to influence subordinates or stakeholders. They are focused more on personal success and power than on the well-being of their team or organization. 2. Pragmatism and Realism Machiavellian leaders often display a practical, results-oriented approach. They might adopt a realist view of human nature, assuming that people are primarily driven by self-interest. These leaders are quick to adapt to circumstances, focusing on tactics that are likely to yield the desired outcomes, regardless of moral considerations. 3. Low Empathy and Emotional Detachment Machiavellian leaders tend to exhibit lower empathy and emotional intelligence. They may maintain emotional detachment to ensure that personal feelings or ethics don’t interfere with decision-making. 4. Short-term Success vs. Long-term Sustainability While Machiavellian leadership can drive short-term success by achieving quick results and outmaneuvering competitors, it often struggles with long-term sustainability. The lack of trust and loyalty that arises from manipulative tactics can eventually lead to higher turnover, reduced organizational commitment, and potential conflicts. 5. Autocratic Decision-Making Machiavellian leaders may favor autocratic leadership, centralizing power and control in their own hands. They may bypass democratic processes or consultation with team members. 6. Impact on Organizational Culture A Machiavellian leader can create a competitive, distrustful environment where individuals are more concerned with advancing personal interests than collaborating toward common goals. This culture of self-preservation can hinder teamwork, creativity, and innovation within the organization. 7. Power-Oriented Leadership Leaders with Machiavellian tendencies are often focused on maintaining or increasing their power. They may use fear, control, or division among team members as tools to keep themselves in power and manage internal competition. 8. Resistance to Feedback and Accountability Due to their focus on personal gain and manipulation, Machiavellian leaders may resist feedback or criticism, especially if it threatens their authority or image. This lack of accountability can undermine trust within the organization and lead to poor decision-making over time. In summary, while Machiavellian leadership can be effective in high-pressure, competitive environments, its manipulative and autocratic nature often leads to ethical concerns and long-term negative impacts on organizational culture and employee morale.

Five Examples of Leadership Quality 1. Accountability The best leaders take full responsibility for their team’s performance, whether the outcome is good or bad. As a leader, you should aim to praise your team when they perform well and provide constructive criticism to help them improve. It’s also important to take responsibility when you have made a bad decision or done something unfavorable. We are all humans and prone to mistakes, but effective leaders recognize their areas of improvement and are open with their team about them. Make a point of serving as a role model, and your team is likely to demonstrate accountability, too. 2. Adaptability Experienced leaders understand that plans, schedules, and even goals can change at any time. To become a strong leader, you should aim for a flexible approach that allows you to pivot as necessary. As you develop adaptability, you may also develop related leadership characteristics, such as resourcefulness and problem-solving abilities. To improve your sense of adaptability, practice accepting and overcoming unexpected challenges rather than resisting them. 3. Confidence A key figure in a department or company, every leader should demonstrate confidence to instill motivation. Even when obstacles impact progress, you should strive to exhibit poise and conviction. Leaders who have this quality also tend to build trust quickly with their team and colleagues. Build confidence by practicing your presentations, anticipating the questions you might receive, and preparing effective, helpful answers. 4. Creativity The best leaders rarely follow established pathways or copy the routes others have taken. Instead, they embrace new ways of thinking and strategies that others have yet to try. As a leader, you should aim to prioritize creativity so you can experiment with innovative solutions and alternative approaches to reach goals. To improve your creativity, try thinking of different resolutions for issues you encounter before moving forward with a plan. 5. Empathy Company leaders like executives, managers, and supervisors work at a higher level than other team members. In these positions, you should always try to empathize with the reality that your team experiences so you can work together more easily. To understand your team members better, try scheduling informal meetings to help you acknowledge the challenges they face and the goals they want to achieve.

As a leader, always speak the truth, take responsibility for your actions, and remain calm when faced with criticism In the realm of leadership, the principles of honesty, accountability, and composure are not just virtues but foundational elements that define effective leadership. To "always speak the truth" is to foster a culture of trust and integrity within an organization. Truthfulness ensures that a leader is seen as reliable and credible, qualities that are indispensable in inspiring confidence among team members. It establishes a standard for communication that encourages openness and transparency, essential for healthy team dynamics and for navigating the complex challenges that organizations face. Taking "responsibility for your actions" is another cornerstone of strong leadership. Accountability signifies that a leader is willing to own their decisions, both good and bad, and accept the consequences of their actions. This accountability, when practiced consistently, builds respect and trust among colleagues and subordinates alike. It demonstrates a commitment to personal growth and to the welfare of the team and organization. Furthermore, it sets a powerful example for others, encouraging a sense of personal responsibility throughout the organization. Remaining "calm when faced with criticism" is equally critical. Leadership invariably involves making tough decisions, some of which may not always be well-received. The ability to maintain composure under fire reflects a leader’s strength, resilience, and emotional intelligence. It shows a capacity to listen and consider feedback without becoming defensive or reactionary. This calm demeanor is crucial in maintaining a constructive atmosphere, even during periods of tension or disagreement. It allows for the possibility of constructive dialogue and fosters a culture where feedback is valued as a tool for improvement rather than seen as an attack. Together, these three principles not only enhance the effectiveness of a leader but also contribute to the development of a positive and productive organizational culture. Speaking the truth builds a foundation of trust, taking responsibility fosters respect and accountability, and remaining calm under criticism ensures that challenges are navigated with wisdom and emotional intelligence. These qualities are indispensable in cultivating an environment where innovation thrives, and teams are motivated to achieve their highest potential.