LEADERSHIP

Makes his/her performance expectations clear, and holds others accountable for meeting challenging work standards for production, accuracy and completion. Creates a positive environment that fosters acceptance and tolerance, and in which all employees work hard, contribute ideas and feel free to ask for help. Creates a positive environment that fosters acceptance and tolerance, and in which all employees work hard, contribute ideas and feel free to ask for help. Provides for employee training to upgrade skills and increase banking, service and product knowledge. Fosters an environment focused on problem-solving and truth, rather than blaming and secrecy.

Has comprehensive knowledge of the branchs operations and performance and uses this knowledge to ensure that processes are in place to measure and monitor operational and financial effectiveness. Demonstrates a thorough knowledge of how his/her branch performance impacts overall company results. Knows what it takes to be successful in the industry and has thorough knowledge of the industrys history and growing patterns. Relies on staff to fill-in and help with some functional knowledge; is willing to admit that he/she doesnt know it all and asks for help and information, as needed.

Acts quickly and decisively, when needed. Makes day-to-day decisions to support long-term organizational goals. Considers new business opportunities and how to capitalize on them Considers others input and feedback in making important decisions. Assumes full responsibility for his/her decisions, even when unpopular; has the backbone to work through negativity from others. Takes accountability for branch performance; corrects problems without blaming others. Makes high-quality decisions based on a mixture of analysis, wisdom, experience and judgment; takes the time needed to build a solid business case for important decisions. Empowers employees to make appropriate on-the-spot decisions; delegates effectively.

Trait theories Transformational leadership Situational leadership

The oldest leadership theories are based on trait theory. Trait theory attempts to identify what personal characteristics leaders exhibit. Fortunately physical characteristics are not predictors of good or bad leaders. Height, weight, age, personal appearance, or physique have not been found to be systematically related to leadership performance.

1. Supervisory ability 2. Occupational achievement 3. Intelligence 4. Self-actualization 5. Self-assurance 6. Decisiveness 7. Lack of the need for security 8. Working class affinity 9. Initiative 10. Lack of the need for financial reward 11. Need for power 12. Maturity

More recently there has been much academic and business attention on the collected leadership theories of transformational leadership. When people talk about bold and charismatic leaders they are probably talking about transformational leaders. Much of business literature has been preoccupied with the challenges of change and the need for transformational leaders.ory.

Vision Excellent communication skills Ability to inspire trust Ability to make group members feel capable Energy and action orientation Emotional expressiveness and warmth Willingness to take personal risks Use of unconventional strategies Self promoting personality Propensity to emerge during crises Minimum internal conflict

Inspire a shared vision People are motivated most not by fear or reward, but by ideas that capture their imagination. Note that this is not so much about having a vision, but communicating it so effectively that others take it as their own. Model the way Modeling means going first, living the behaviors you want others to adopt. This is leading from the front. People will believe not what they hear leaders say but what they see leader consistently do. Encourage the heart People act best of all when they are passionate about what they are doing. Leaders unleash the enthusiasm of their followers this with stories and passions of their own. Challenge the process Leaders thrive on and learn from adversity and difficult situations. They are early adopters of innovation. Enable others to act Encouragement is not enough. People must feel able to act and then they must have the ability to put their ideas into action.

It suggests that a leader should be flexible enough with his or her behaviours to generate a range of leadership styles to suit the particular situation and peson. Hersey and Blanchard were the proponents of a Situational Leadership theory that has been very popular with businesses for a number of years. The difference between situational (transactional) and transformational leadership may primarily be the mechanism used to motivate followers. Situational leadership attempts to motivate by playing on the followers immediate self-interests whereas transformational leadership involves an appeal to the followers to transcend immediate self-interest for the sake of some greater cause and thus satisfy higher level needs.

Style 1: Directing The leader provides specific instructions and closely supervises task accomplishment. Style 2: Coaching The leader continues to direct and closely supervise task accomplishment, but also explains decisions, solicits suggestions, and supports progress. Style 3: Supporting The leader facilitates and supports subordinates' efforts toward task accomplishment and shares responsibility for decision-making with them. Style 4: Delegating The leader turns over responsibility for decisionmaking and problem-solving to subordinates.

The backbone of the theory is that there is no "best" leadership style as it depends on a given situation. (Hence being titled situational leadership). This means that a participative management style might not be the best style given a certain situation. Flexibility in selecting and applying the correct style is therefore a key skill.

The function of leadership is to produce more leaders, not more followers - Ralph Nader

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