Impact Of credibility in Leadership.

Introduction: This entry aims to analyse the impact of credibility in leadership, in different organisational environments. Analysis: Yuki argues that lack of trust, is the basic reason for resistance to change(2010:297). Kouzes & Posner say that credibility is the foundation of leadership. They argue that followers want their leaders to be honest,forward looking, inspiring and competent .By sharing values and getting feedbacks,a leader can build a relationship between his followers(2009). Is credibility so important in leadership? How it affects leadership in an organisational culture? The two cultures mechanistic and organic (Burnes 209) speaks more about the need of credibility. Credibility is suitable for organic /least stable environment, & not suitable, but an essential need for a stable/ mechanistic . Why? In a mechanistic environment with models , levels and tools to manage change, especially Strokes and Marches objective, timescale & involvement to change organisational culture (Burnes),we find a complete contrast to apply Kouzes & Posner models and ensure credibility that can change the organisational culture. As they do not explain in a mechanistic environment and dont answer the question ,what happens if a leader is money minded and not visionary? Here we find the difference between traditional and modern theories which contrast in post modernism. XYZ construction ( case study in Burnes 2009:160) found a cultural change only after the new managing directors effort to built strong relationship. Here followers built trust on their leader, after the informal cultural change in the organisation. Davenport says that Googles culture is hierarchical but informal where relationships are strong and that was the result of intellectual and innovative environment (2010). So behaviour of a leader, leads to change. Simon Calver says, a leader can build a network and identify the problems in the organisation only by directly taking part in the organisation(2010). This leads to an organic structure, where everyone believes the leader. So relationship judges credibility. Burns and Stalkers theory (Mullins 2010) implies that organic structure is interactive, but it also says that , individuals decide their own methods .This lead to chaos and confusion in

management and thus rising conflicts, leading to lack of credibility and change. Here comes the need of Jungs theory (Mullins 2010) which gives the psycho analytic approach for leaders to take decisions .All the motivational theories focus on psychological needs as an important factor in motivation. Cabrera discusses that a leader should build trust on his followers decisions (2010). So credibility is essential for both leaders and followers, & for an effective organisation. Conclusion: When credibility becomes important in an organisation, it leads to organic and dynamic culture, which leads to change.

Need for emotional intelligence in leadership.

Introduction: This blog entry aims to analyse the need for emotional intelligence in leadership. Analysis: Goleman says that self awareness, self management ,social awareness and social management are the key factors for emotional intelligence(Chopra & Kanji 2010). Maslows theorys (Mullins 2010) states the importance of psychological needs and self actualization, which make employees to work well. Emotional intelligence is the key factor for a leader to build relationships and act in situations .It reflects in relational, democratic and participative leadership styles(Yuki 2010). Usage of emotional intelligence of leaders is a direct reflection of rewarding power in an organisation. Emotional intelligence leads to both ethical and unethical behavior . JC PENNEYs leader Ullman used his emotional intelligence ethically in building relationships, trust towards the profit of JCP. Anderson of Enron company , used investors 2010). emotions,and behaved unethically (YUKI

Kouzes & Posners encouraging the heart ,theoretical model, reveals the emotions of employee and the potential advantages of respecting others emotions (2010).It provides an ethical climate in an organisation.

But it limits to explain the application in formal organisation, where rules and boundaries limit the organisation , in terms of virtual teams where they are separated by geographies ,in diversified culture where adaptability is difficult. It contrasts in traditional motivational theories as it doesnt explain the needs of employee monetary rewarding system as employees driven by four factors to aquire,to bond, to comprehend and to defend. Emotion is subjective and intelligence is objective(Chopra and Kanji 2010).Positive emotion boosts knowledge while negative emotions will interfere in decision making (Barbara 2002). Self report Emotional Intelligence scale(Qualter 2010)says that a leaders decision is good in positive emotions. Theory of Multiple Intelligence says that emotional intelligence is an interpersonal skill(Armstrong 2009). Thus it builds a strong relationship in the organisational climate which leads to change.Use of emotional intelligence determines if he is democratic or autocratic leader. Zelleke says that devotion to others is a crucial leadership skill(2010).Employees try to imitate the behaviour of their managers. So the rewarding power and the legitimate power of the managers should be the key factors for emotional intelligence and not the coercive power.

Conclusion: Emotional intelligence is important l for current leadership style, which helps to make decisions and to develop a strong and an ethical climate in an organisation.

Young Leaders
Introduction : This blog entry aims to analyse about global young leaders and their leadership. Analysis: Young leaders dont communicate but act in passion and give value to their innovation(Beck 2010).But today the major challenges they face is on their first move, is to innovate or to imitate? They dont want to underestimate it .Watkins says that first 90 days should be used to create relationships and to establish goals (2010). But a distinctive and compelling voice is necessary for young leaders in their first move. It is a battle between wisdom and creativity. Oppositions leads to creativity in young business environment (Winschuh, 2009).

Young leaders innovate but lack self awareness. The biggest mistake of a leader is acting by their self interest and not by the best interest (George 2010).Young leaders long for opportunities but step back to take risks. Kouzes & Posner say that the act of challenging the process leads to change. But challenging the process is complex. They say that past achievements will lead to future vision, & experiments and risks are the two factors for challenging the process(2010), but how this supports when students become leaders? This would end in distrust and lack of confidence in the organisational culture if experiments fail and a leader fails to achieve his goal. This model is a complete contrast to Lockes theory and OBMOD(Mullins 2007) which determines that goals are identified ,measured and then achieved. Google is global search engine which contains two young leaders who had innovation as their key success. But do innovations always lead to success? Though Tesco is innovative and tops the UK retailing sector ,its staff turnover ratio is high revealing weak relationships in the organisational culture. Wittenberg says that curiosity is essential for leaders (2010).But curiosity leads to lack of awareness in organisational culture. Implementation of innovations should not lead to coercive power and de motivate employees. So culture awareness and social intelligence is so important for young leaders(Goleman 2010). Young leaders need transformational leadership. They should have idealized influence, intellectual simulation and individual consideration and that will lead to inspirational motivation(Yuki 2010).They should recognize the needs of their employee and listen to them which is the main theme of all content theories. Innovations can be a part of inspirational leadership but a level of analysis is needed to build relationship and to focus on organisational culture for young leaders. This is possible by the regular feedbacks from their employee. Conclusion: Global young leaders need effective leadership with social and cultural awareness.

When students become leaders

Introduction: This entry aims to analyse the essential leadership qualities, a students should have . Analysis: Kouzes and Posner say that experiments and learning from mistakes are essential for a leader (2009).When students become leaders the real challenge they face is the fear of experiments. In my group activities I experienced the same,in taking initiative in my group but my persuasiveness forced me to take leadership in my group. What a management student should keep in his mind while leading a team? I should strictly adhere to Management by Objectives which is important for any management student( Mullins 2010). I should have known the importance of motivational theories which is so important to identify the needs of a team and to satisfy them( Mullins 2010). Lockes theory and Vrooms expectations theory helps a leader to achieve his target( Mullins 2010).. Inspirational leadership is essential for a leader to inspire his team and to challenge the situation(Yuki 2010). Ethical leadership( Yuki 2010) ,emotional and social intelligence(Goleman 2010) are important for maintaining strong relationships in the organisation. A leader should have cultural awareness and listen to his followers to build a network in his organisation(Calver 2010). Bennis argues the importance of ability to identify the crisis and challenges in each stage of leaders challenge (2004). Belbins team roles suggests the importance of a member in a team , as plant to give innovative ideas as a co-ordinator to co-ordinate the team(Mullins 2010). So al leader should identify and recognise his team members skills and enable others to act .which is a model stated by Kouzes & Posner (2009). At last I should be an appreciative leader to identify the possible positive potentials and ensure for the positive outcomes(Shah & Joshi 2010) . These are some of the leadership styles and theoretical concepts as a management student , I should take into account to become a leader. Conclusion:

We even have examples of Leaders who hadnt had their education ,but leading the world. But Leadership qualities can be developed only by essential theories and models which help a management student to become an effective leader, to lead in this changing world.

List Of References: Bennis, Warren G..(2004), Seven Ages Of Leader,Harvard Business Review, 82(1), p46-53. Gary Yuki (2010), Leadership in Organisation 7th edition .Pearson. Goleman,Daniel(2010),Social Intelligence and Leadership, Harvard Business Publishing [online ] available from] www.youtube.hbr.org [5/Dec/2010] Kouzes & Posner, (2007) The Leadership Change. 4t h edition.London: Jossy Bass. Laurie J. Mullins, (2010) Management and Organisational Behaviour.9th edition. London: FT Prentice hall. R. Sankarasubramanyan; Hardik Shah; Wasundhara Joshi, 2010, Possibilities AI Practitioner, 12(3), p20-24. Generating Leadership

Simon Calver,(2010) As a CEO Communicate Informally [online]available from http://bvo.com/topics/communication-skills-for-leaders/programmes/simon-calver%C3%83%C2%A2%C3%A2%E2%80%9A%C2%AC%C3%A2%E2%82%AC%C5%93-asa-ceo-communicate-informally-with-the-front-line-all-the-time [10/Dec/2010]