Research has identified a variety of leadership styles based on the number of followers. The most appropriate leadership style depends on the function of the leader, the followers and the situation.
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We look first for intellectual honesty. It drives me crazy when you meet with management and there are real issues and they act like they aren't there.
Also important is a contrarian bent, a confidence to go against the prevailing trend. You generally don't want people who are saying this is what we should do because this is what others are doing. You want people who are spending when others are not, and taking chips off the table when everybody else is putting them on.
Watch out for those with situational value systems -- people who turn the charm on and off depending on the status of the person with whom they're interacting. Those people may be good actors, but they don't become good leaders.
As a leader of a large group you have to keep in mind that people need to believe in you and know that you're behind any given message.
It's not only what you say but truly what you feel and believe. This rule reminds all of us, and leaders in particular, that emotions are a powerful motivator -- or, in some cases, a de-motivator. We're social creatures who need interaction, and you use that to make points when they're important enough.
When you deliver a message face-to-face, it's strikingly different than when you do some kind of mass communication.
If we're going to have impact as leaders, we have a responsibility to communicate directly, eyeball-to-eyeball, and with authenticity.Sydney Finkelstein is the Steven Roth Professor of Management at the Tuck School at Dartmouth College, where he teaches courses on Leadership, Top Management Teams, and Managing Mergers and Acquisitions.
He is also Faculty Director of the flagship Tuck Executive Program, as well as a consultant for companies around the world. Professor Finkelstein has conducted extensive research on strategic.
Leadership Styles - Important Leadership Styles. All leaders do not possess same attitude or same perspective.
As discussed earlier, few leaders adopt the carrot .
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