Synopsis
Leadership is the process of directing the behavior of others towards
the accomplishment of some
objective. Directing, in the sense, means causing individuals to act
in a certain way or to follow a
particular course. The central theme of leadership is getting things
accomplished through people. (1)
Excellent leadership is a combination of something you are (your character)
and something you do (your
skills and competencies). (2) In this article, I will focus on leadership’s
skills. Ten essential leadership skills
are 1. Leaders have a passion for excellence and a visionary mission
statement. 2. Leaders practice
patience. 3. Leaders compromise creatively. 4. Leaders deal constructively
with conflict. 5. Leaders are
willing to listen. 6. Leaders are persistent. 7. Leaders do fall but
they get up and continue on. 8. Leaders
respond positively to negative situations. 9. Leaders maximize their
strengths and minimize their
weakness. 10. Leaders value and protect their reputation to enrich
their emotional bank.
The role of leader is 1. to create a clear understanding of the current
reality and a healthy dissatisfaction
with the current situation, 2. to help develop a shared vision of a
more desirable future situation, 3. to
create the belief that there is a viable path to continuously develop,
4. to create an environment in which
people are motivated to embark on the journey to that future. The responsibilities
of a leader are also
included.(3)
As times passed, the global market constituted. Organizations need global
leader not expatriate leaders. (4)
Only leaders have adapted to the changing global market, environment,
employees and assignment, can
they lead the organizations to thrive. In fact, to be a successful
leader, he or she must avoid making such
mistakes as putting his or her career before business result.(5)
Sometimes, we may be confused with the difference between leadership
and management. Leadership is
a responsibility that must be practiced full time, and it is a broader
process. It is about people, context,
and culture. Management is a special kind of leadership in which the
achievement of organization is of
most importance. It is about the system, process, and technology.
Introduction
Overview
Leadership, an ongoing topic in modern business world, is the ability
to convince people to follow a path
they have never taken to a place they have been and, upon finding it
to be successful, to do it over and
over again. In modern business world, it is more important than ever,
because more frequently changing
market and more intensified competitive environment need high-qualified
leaders.
Purpose for study
Leadership is one of the most important factors that influence a company’s
success. It directs the
company to do things right, do right things and do the right things
right.(6) Without a good leader, the
company can do nothing but failure. Conversely, with an effective leader’s
directing an organization will
grow continuously.
In this article, I will talk about the leadership’s skills, leader’s
roles and responsibilities, leader’s challenges
and mistakes. From these, I hope everybody of us will understand how
to become a successful leader in
the 21st century.
Findings
Leader is the man who decide where the company to go. He directs the
company’s development. In
China, we have an idiom: we can’t sail on the sea without steersman.
Here, steersman has same meaning
as leader, who directs the right way ahead. As we have known that leader
is very important for a
company’s running. Just as the boat can’t reach the harbor without
a skillful steersman, the company
can’t survive without a good leader. Leadership’s skills are a prerequisite
to a good leader.
Leadership’s skills
(1) A passion for excellence, a visionary mission statement
Leaders have a passion for excellence and a visionary mission statement.
Too many people are content to
settle for mediocrity in effectiveness and results. Leaders are passionate
and intense about their tasks and
have a visional mission statement, which attempts to encompass the
core values of the organization and
creates a context that gives meaning, direction, and coherence to everything
else. (7)
While researching for a book, Michael Levine interviewed more than 300
of America's most prominent
and successful people asking them to share their advice for career
success. "The people I interviewed
didn't simply show up at their jobs everyday," he notes. "They worked
with intensity- as if their lives
depended on it. Successful people aren't satisfied with good enough.
They prize excellence the way most
of us value survival. Everyone one of them found some say of saying
passion is basic to success."
In fact, as a leader, if he has a visionary mission statement and passion
for excellence, he will have an
internal drive to constantly set new goals and higher standards. Consequently,
the leader should strive for
excellence and achievement, judge clearly what to strive for and how
much to raise the standard. (8) At
the mean time, a leader will set high standards for himself. If he
sets a good example by the amount of
energy, which he puts into their work and his determination to reach
objectives, he will challenge the
organization to match his performance. The only way the leaders can
expect high standards of
performance from subordinates is to set even higher standards for himself.
Under the new goal and higher
standard, the organization can be able to keep on going forward; otherwise
it will be declining.
(2) Leaders practice patience.
Patience is the willingness to wait long enough for a process to produce
desired results. Good leaders can
forecast, plan and action for a long-term goal. They know that after
they have done everything possible to
set events in motion.
On one hand the must keep on challenging. For example, when Johnson
& Johnson decided to invest in
china in 1990, they were ever persuaded to give up this plan, because
China lacked a stable political
environment. After "Tian Anmen Square Massacre" in 1989, most of the
international companies stop
investing in China. Having taken a detailed considering, Johnson &
Johnson decided to implement their
plan. They believed they were doing the right things right, at the
same time, they had patience to wait for
the future success for a long time. In fact Johnson & Johnson China
had lost during the first three years.
But they just kept on improving the marketing strategy, and they won
in the end. By now Johnson &
Johnson China is the No.1 Pharmaceutical Company in China.
On the other hand, the leaders must wait for them to happen and cannot
force them along. Here is
another example from the life of Mao Zedong, founder of modern-day
China. His reputation as a skilled
military commander came not by winning horrific, bloody battles but
by closing in on his objectives and
waiting patiently until they fell into his hand. For example, Mao did
not send massive armies to conquer
China's great cities. He simply surrounded them and then waited. Soon
city inhabitants realized to
surrender was their best and only option. Mao Zedong captured the great
cities of Beijing and Shanghai in
1949 without much of a battle.
(3) Leaders compromise creatively.
As soon as a vision is articulated and plans are established, obstacles
and roadblocks will emerge. New
information and critical comments will come prompting leaders to review
plans and find ways to
compromise creatively so that the end goal will still be accomplished.
Robert Schuller, founding minister
of the Crystal Cathedral, Garden Grove, California, advises: "Consider
all constructive compromises. It
may even require retreat in order to advance later on. Rework, revise,
rewrite, reorganize, reschedule, or
refinance, and thereby creatively negotiate your way to ultimate victory."
To lead effectively and
dynamically, you must possess three competencies: 1. The skill of diagnosing
being able to understand the
situation you are trying to influence. 2. The skill of adapting being
able to adjust or fit your behavior and
your other resources to meet the contingencies of the situation. 3.
The skill of communicating clearly -
being able to communicate in a way people can easily understand and
accept.(9) In another word, you
must posses the creativity to diagnose and deal with many difficulties.
Actually, everything is keeping on
changing. As a leader, you are sure to meet all kinds of problems during
your directing the company.
Under this situation, you should be able to take different strategy
and tactics to different problem.
Sometimes you should challenge, other times you should avoid, or even
retrogress temporally. But you
must take flexible method to adapt to the changing situation, to consist
on going ahead, the ideal result will
be sure to come.
(4) Leaders deal constructively with conflict.
Whenever leadership is provided, conflicts will arise, because everybody
has his own value, culture and
views, which could result in misunderstanding or misperception. Especially
in the international business,
the cross-culture’s difference is easier to induce conflicts than before.
In a survey of young managers in
the US and China, support was found about cultural differences in conflict
style and the cultural values
that account for these differences: Chinese managers rely more on an
avoiding style because of their
relatively high value on conformity and tradition. US managers rely
more on a competing style because of
their relatively high value on individual achievement. (10) So for
an international leader you must be able
to adapt to different culture and different value. Often the conflicts
come from unexpected sources and
arrive in all sizes and shapes. Effective leaders learn how to deal
constructively with conflicts and
maneuver around them. First leaders must be good listeners. (I will
talk later) They should know what the
conflicts are and why the conflicts happen. Then they will discuss
with their subordinates and colleagues,
take a detailed figuration and get a reasonable decision. Sometimes
good leaders even dislike not having
conflicts. Stanley G. Schutzbank, 1998 chairman of the Regulatory Affairs
Professionals Society, believes
that serious conflicts in an association usually occur when its direction
is in dispute. "Any time we're
considering direction, intense discussion is good. It worries me if
I get total agreement at the start." That
usually means, "either the people aren't paying attention or no one
cares. I like to have a diverse
discussion. Conflict-or active discussion, however you want to word
it-is vital to making good
decisions."(11) In fact, the good leaders would agree with this observation
from philosopher Edmund
Burke: "He that wrestles with us strengthens our nerves and sharpens
our skill. Our antagonist is our
helper."
(5). Leaders are willing to listen.
Strong leaders know listening carefully to others helps them in two
ways. In his book, The Seven Habits
of High Effective People, Stephen R. Covey said:"Seek first to understand,
then to be understood."(12)
First, by hearing what others say, their own vision for the future
can be clarified, modified, intensified by
what they hear. Secondly, when leaders listen carefully and respectfully,
even to criticisms, they not only
gain additional insight, but also often receive the support of the
speaker. For these two reasons, leaders
can be able to understand their followers, and their plans can be easily
understood and accepted by their
followers.
As a matter of fact, when leaders listen, people rally around. An exceptional
example is that of Abraham
Lincoln. One of the reasons for his effectiveness as America's leader
during the Civil War was his ability
to listen. In his day there were no public opinion polls. "Yet he kept
in touch with common people and
was able to perceive what they were thinking better than any other
American politician at that time,"
observes David Herbert Donald, Ph. D., Professor of American History
at Harvard University. "With no
way to measure public opinion, Lincoln invented one. The doors of the
White House were thrown open
almost every day for what Lincoln called his 'public opinion baths.'
Dozens of people dropped in and
voiced their opinions. Sometimes Lincoln shaped policy to follow public
opinion. More often than not,
however, he used his ability to read people's sentiments to determine
how to sell them the policies he
favored."
(6) Leaders are persistent.
In his book, Think and Grow Rich, Napoleon Hill offers this personal
insight into the lives of Henry Ford
and Thomas Edison, men whose lives Hill studied carefully. "I had the
happy privilege of analyzing both
Mr. Edison and Mr. Ford, year by year, over a long period of years,
and therefore the opportunity to
study them at close range. I speak from actual knowledge when I say
that I found no quality save
persistence, in either one of them that even remotely suggested the
major source of their stupendous
achievements."
Chinese great poet Bai Li Said: "The steel rod can be changed into a
needle if you kept on sharpening for
long time enough." For a great leader, persistence is especially necessary.
Usually, persistence includes
two points. One is you must continue on after having met difficulties
and failure, the other is you must
consist on pursuing your target. The first one I will talk in the next
paragraph. For the consistent target,
the leaders should stick to, because he is leader, who directs the
followers to go ahead. If he often
changes his mind, his subordinates won’t know what to do. This not
only wastes human resource, time
and money, but also let the whole company take a bad habit of lacking
long-term target. The only
consequence is the company’s loss.
(7). Leaders do fall but they get up and continue on.
A close look at any effective leader will quickly reveal there were
many disappointments on the road to
success. Yet, they rise up and move ahead. In his book, Leadership
Is The Key, Herb Miller writes:
"Effective leaders are so completely committed to their personal visions
and projects that they see
setbacks as stepping stones rather than dead ends. When they fail,
they forgive themselves and move on.
When they fall down, they pick themselves up, figure out why, and give
the game another shot with the
added advantage of having learned from a mistake. An inner Teflon coating
gives them higher than
average tolerance levels for frustration. They keep rowing toward their
goal against waves of ambiguity
and new problems."
Also in China, there is an ancient idiom that failure is the mother
of success. Because leaders usually are
innovators, who emanate from the managers’ creative initiatives, intellectual
preeminence, and technical
or unique expertise that is of value to each individual in the group,
(13) they will do the meaningful things
which nobody ever have done.
As we have talked before, leaders have a good vision; they can forecast
what happens in the future and
challenge it. Herman Gain said:" When I lost that 7th grade election
for president of the student body, I
didn’t feel very successful. Fortunately, I got over it and learned
that success is not measured by a single
event, nor is something which can be achieved in the ‘twinkling of
an eye’. I also learned that success is
determined more by what’s inside of you than what’s around you."(14)
To somewhat extent, leader is a risk taker, who thinks the success as
a journey and constantly challenge.
Being internally motivated by the innovation, leader is faced with
the decision to take a risk of a new
opportunity or stay comfortably. It is like standing at the bus stop.
If you get on bus when a new
opportunity comes along you, you don’t know exactly where it will end
up; maybe it is a dead way. But
leader is sure to get on the bus after a detailed thinking. He doesn’t
dares to loss and just think that
success is a journey a determination. Most importantly, persistent
leaders understand that once they
succeed, their achievements will benefit for all the company, so they
overcome the difficulties and barriers
one after one. The persistent leaders’ power will lie in the leaders’
ability to assist organization members
to performing a consistent, challenged target at higher levels.
(8). Leaders respond positively to negative situations.
In 1990, author and journalist Roy Rowan spent two weeks on the streets
of New York disguised as a
homeless person for an article he was writing for People magazine.
"What shocked me most was the large
numbers of drifters who had once tasted success," he recalls. "There
was a once-popular TV actor, an
opera singer, even a fashion model whose picture had appeared on the
covers of many magazines. All had
suffered setbacks and had let those setbacks destroy them," Rowan says.
The lesson for leadership: there will be delays and detours but true
leaders will not be denied. They
respond positively, creatively and energetically to negative situations.
They have proactivity, which means
more than merely taking initiative. They know as leaders that they
are responsible for their own lives.
Their behavior is a function of their decisions. They have the initiative
and the responsibility to make
things happen. They know what responsibility means. They don’t blame
circumstance and conditions.
Their behavior is a product of their own conscious choice, based on
values, rather than a product of their
conditions, based on feeling. No matter what negative situation they
are in, effective leaders will keep
positive attitude to the target.
(9). Leaders maximize their strengths and minimize their weaknesses.
Effective leaders are aware of their strengths and alert to their weaknesses.
They strive constantly to
become even more effective. "Each of us brings together a unique combination
of strengths and
weaknesses," says James E. Harvey in his book, Who's In Charge. "Effective
leaders identify their
weaknesses, and when possible, seek improvement ... It may be a matter
of health, interpersonal
relations, or some elements of your job performance. But the desire
to always improve underlies good
leadership."
(10). Leaders value and protect their reputations to enrich the emotional bank.
Effective leaders are honest, keep their word and faithfully fulfill
their obligations. Leaders know the value
of having and maintaining a good reputation. Through these, they make
deposits into an emotional bank
account, which can help build a long-term relationship with the people
around him. At the same time, they
set up their own respectful personality.
Finally, those seeking to deepen their leadership skills should think
about these. First, they should control
circumstances instead of being mastered by them. Second, they should
meet all occasions manfully and
act in accordance with intelligent thinking. Third, they should be
honorable in all dealings and treat
good-naturedly persons and things that are disagreeable. Fourth, they
should hold their pleasures under
control and be not overcome by misfortune. Finally, they should not
be spoiled by success.
Leader’s role
(1) To create a clear understanding of the current reality and a healthy
dissatisfaction with the
current situation
As a modern business leader you must be prepared to create a productive
work condition to innovate in a
active group, because market is becoming more globalized and diversified,
and competition is more
intensified. (15) To maintain a competitive advantage, leaders have
to keep learning and adapting the
constantly changed market. At the same time, leaders should let the
whole company to understand and
keep apace with the changing situation. Furthermore, leaders should
establish a healthy dissatisfaction
with the current situation in the company to direct the right way ahead,
so they can motivate the followers
to continuously improve the company’s competence.
(2) To help develop a shared vision of a more desirable future situation
Leaders usually posses transcendent visions because they stand at a
higher level. The challenge the
leaders face, then, is sharing that vision and gaining deep buy-in
to make it happen. (16) There are three
keys to gain a sense of shared vision. First, leaders should involve
people in the creation of a vision that is
transcendent. In fact, having a transcendent, superordinate vision
is the best way to survive and thrive in
today’s chaotic corporate camps. Without that shared vision, many people
will die on the job. Second,
leaders should give peoples a chance to gain their own vision, which
is consistent with the overall vision,
and find connections between the personal and organizational. To buy
into a vision that starts at the top,
leaders may need the chance to ask questions, raise concerns, present
alternatives, or relate their personal
mission to that of the organization. Employees may live for decades
with an adopted or adapted vision
and mission, living out scripts that are handed them, adopting the
vision or agenda of others. Finally,
leaders should encourage those at the top to model the mission and
allow people to identify with
principle-centered leaders. To gain buy-in, show the way. Be able to
say, "Do as I do." Share information
on what's happening, and share what you are personally doing to promote
the mission of the organization.
Through these everybody in the organization will look forward to and
struggle for the company’s
desirable future.
(3) To create the belief that there is a viable path to continuously develop
To be a leader, he must first to be believed that he can direct a viable
way to develop the company
continuously. Only every employee around him believes it, can they
focus their energy and stamina on the
organization’s goal, so the company can take a healthy growing.
Walt D. Wintle ever said: " If you think you will lose, you are lost.
For out of the world we find, success
begins with a fellow’s will—it is all in the state of mind ". We can
see if somebody have no confidence to
do job, he or she is sure to lose. So it is very important to give
the employee a confidence, a belief.
(4) To create an environment in which people are motivated to embark
on the journey to that
future
Everybody lives in a specific interactive environment, so the environment
can influence him. A positive
environment will motivate people to embark on the journey, and vice
versa. For a leader, he must create a
proactive environment, which will improve the employee’s work effectiveness
and efficiency. Sometimes
this environment will create great value for the company.
3M is a good example. In the company, leaders advocate all employees
to create and innovate. This is a
very positive working environment in which everybody is encouraged
to contribute his own idea to the
company. One of is most excellent product—Post it is created by one
employee’s instant creative idea.
Gradually this kind of environment constitutes a habit and a culture,
which will benefit the company
definitely.
3.Leader’s responsibility
As a leader, he should help the organization remove or overcome obstacles
on the journey, assure that the
resources needed for the journey is available or can be obtained, provide
encouragement, honest feedback
(positive or negative), and continued support during the journey, and
take part in the journey. Former
chairman of Motorola Inc., Robert Galvin said: "Leader’s responsibility
is to take people to places they
would be afraid to go alone."
4.Leader’s challenge
As global market develops, organizations need global leaders not expatriate
leaders. In international human
resource management: The expatriate leader or the international leader
is defined, in a narrow sense, as an
executive in a leadership position that involves international assignments.
The global leader is defined, in a
broad sense, as an executive who has a hands-on understanding of international
business, has an ability to
work across cross-cultural, organizational, and functional boundaries,
and is able to balance the
simultaneous demands of short-term profitability and growth. So the
global leaders should develop global
competencies, such as adapting to cross-culture, these will be good
to reconcile the company’s conflicts
and improve leadership’s quality.
5.Leader’s Temptations
Usually leaders are likely to make the following five mistakes.1. To
put his career before business
results.2. To coddle directs reports instead of holding them accountable
for their performance. 3. To
protect himself from errors by providing vague direction instead of
making clear decisions and owning the
results. 4. To stifle innovation by promoting harmony instead of constructive
conflict. 5. To stay above
the fray-to be personally invulnerable-instead of trusting direct reports
to challenge his thinking.
Still, leaders would do well to consider it when examining their personal
performance. An orientation
toward results, accountability, clarity, open communication and vulnerability
all promote realistic thinking
and protect an organization from common traps, such as groupthink and
analysis paralysis. In fact, great
leaders need one ingredient more than anything else-great followers
do does. Those followers are also
leaders in their own right, but they lead only a few people at most.
Real leaders must help the followers
decide where they are going and how they will get there. Then they
must keep the group on course during
the journey as unexpected obstacles and pitfalls are encountered. When
leaders assume their roles
properly and take their responsibilities seriously, followers will
almost always respond-and usually
successfully.
6. Leadership and management
Leadership is a responsibility that must be practiced full-time. Each
minute must be spent wisely, and this
is not easy. Because it involves the complexities and eccentricities
of people, leadership almost defies
description and understanding. Along the same line, it is still virtually
impossible to identify with certainty,
the specific causal factors that determine leadership success at a
specific time and place. This is because
real-life situations are in a constant state of charge, with many factors
or variables in place at the same
time.
Leadership is a broader, more encompassing, process than management.
Management is a special kind of
leadership in which the achievement of organizational goals is of most
importance. The primary difference
between the two concepts originates with the word organization. Leadership
manifests itself anytime you
try to influence the behavior of an individual or group, regardless
of the reason. It may be for your own
goals or for those of others, and the goals may or may not agree with
organizational goals.
Management is about systems, processes, and technology; goals, standards,
and measurements; control;
strategic planning; a way of doing; directing; responding and reacting;
and continuous improvement of
what is. Leadership is about people, context, and culture; preferred
future, principles, and purpose
commitment, strategic opportunism; a way of being; serving; initiating
and originating; innovative
breakthroughs to what could be.
Both management and leadership skills are needed at the organizational,
team, and personal levels. It's not
a case of either/or, but and/also. Futurist Joel Barker provides a
helpful distinction: "Managers manage
within paradigms; leaders lead between paradigms." Both are needed
to be effective.(17)
For example, you and your organization can use the latest technologies
and be highly focused on
customers and those serving them (leadership), but if the methods and
approaches you're using to
structure and organize your work are weak, your performance will suffer
badly. People can be
"empowered," energized, and enlightened; but if your systems, processes,
and technologies don't enable
them to perform well, they won't. Developing the discipline and using
the most effective tools and
techniques, systems and processes is a critical element of high performance.
But as the movement to teams, "empowerment," and involvement intensifies,
more daily management
tasks are moving to the front lines. So leadership becomes even more
critical. Unfortunately, many people
in so-called leadership positions aren't leaders. They're managers,
bureaucrats, technocrats, bosses,
administrators, department heads; but they aren't leaders. On the other
hand, some people in individual
contributor roles are powerful leaders. Leadership is an action, not
a position.
A leader doesn't just react and respond, but rather takes the initiative
and generates action. A leader
doesn't say, "something should be done," but ensures something is done.
Leaders develop the skills of
supercharging logic, data, and analysis with emotion, pride, and the
will to win. Their passion and
enthusiasm for the vision and purpose are highly contagious. They fire
the imaginations, develop the
capabilities, and build the confidence of people to "go for it." Leaders
help people believe the impossible is
possible, which makes it highly probable. When I worked in Johnson
& Johnson last year, my boss told
me, that leaders do right things and managers do things right. This
is the most succinct understanding the
difference between leaders and managers, but it is the key.
To lead is to guide, influence, or persuade. You manage things-systems,
processes, and technology. You
lead people. The roots of the rampant morale, energy, and performance
problems are "technology
managers" who treat people as "human resources" to be managed. If you
want to manage someone,
manage yourself. Once you master that, you'll be a much more effective
leader of others.
Summary and Conclusions
As the business world has changed, market becomes more globalized and
diversified, and competition
becomes more intensified. Under this new situation, organizations need
high-qualified leader. They must
possess ten leader skills: a passion for excellence and a visionary
mission statement, patience,
compromising creatively, dealing constructively with conflict, listening
skill, persistency, not daring to fail,
responding positively to negative situations, maximizing their strengths
& minimizing their weakness and
building emotional bank.
After possessing the ten skills, a leader can assume his owns’ role
and responsibility. At the same time, a
leader will confront with global leader’s challenge. To be a successful
a leader, he has to take care to
avoid making mistakes.
Finally, a leader is different from a manager. A leader does right thing and a manager does things right
Recommendations
To be an effective leader, he must possess some essential skills. He
should have a passion for excellence,
a visionary mission statement, so he can direct the organization to
go ahead in the right way. At the same
time, he can set new goals and higher standards to constantly challenge.
Facing all sorts of conflicts, he
can handle constructively, sometimes he even enjoy challenging the
disagreements, because he this kind
of two-way communication should be good to the both sides, who have
argument. An effective leader will
know how important to be an empathic listener. He knows that, to be
followed, he must first be
understood, and, to be understood, he must first understand. Persistency
is another excellent skill for an
effective leader. He never gives up an objective easily, no matter
how many times ha has failed. He will
always keep a positive attitude to everything, good or bad.
An effective leader also can play his role and assume his responsibility.
He should create a clear
understanding of the current reality and a healthy dissatisfaction
with the current situation. Also he should
develop a shared vision of a more desirable future situation. Finally
he should create an environment in
which people are motivated to embark on the journey to the future.
As a matter of fact, an effective leader should triumph over some challenge
and avoid some mistakes.
Finally he should know that a leader is different from a manager. A
leader does right thing, while a
manager does things right.
Appendix
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Function and System, Third Editon,
Wm. C. Publishers, pp. 317, 1986
2.Kendrick B. Melrose, Developing your personal leadership
plan, Supervision, 59(9), pp.
18-19, Sep 1998
3.Weiss. WH., The science and art of managing, Supervision, 60(3), pp. 11-15, Mar 1999
4.Vladimir Puick and Tania Saba, Selecting and developing
the global versus the expatriate
manager: A review of the state-of-the-art, Human
Resource Planning, 21(4), pp. 40-54, 1998
5.Theodore Kinni, The five temptations of a CEO:
A leadership fable, Training, 35(12), pp.
68, Dec 1998
6.Jeff Steven, The leader’s handbook, Quality Progress, 32(2), pp. 101, Feb 1999
7.Stephen R. Covey, Principle-centered leadership,
Shelton Marketing Communications, pp.
295, 1995
8.Graham Little, People and profits: Exhibiting leadership
drive, New Zealand Manufacturing,
pp. 30-31, Dec 1998
9.Weiss WH, Leadership, Supervision, 60(1), pp. 6-9, Jan 1999
10.Michael Morris, Conflict management style: Accounting
for cross-national differences,
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