Leadership attributes, drive, self-confidence
Leadership traits study has quite a long and questionable record. Research may show that having some traits on their own will not always constitute success in leadership. However, there is proof that efficient leaders exhibit some key aspects that are diverse from those in other people. Essential leadership characteristics include: leadership inspiration (feeling the need to lead but not by searching for power/leadership forcefully), drive, self-confidence (this accounts for emotional stability as a leader), integrity and honesty, knowledge, and intellectual ability.
There is little proof that versatility, creativeness and charisma are traits that should be exhibited by leaders. Our belief is that the important leadership traits always come in handy in enabling a leader to acquire skills necessary for coming up with a desired achievable vision and taking the necessary measures in the implementation of the vision.
[...] This promotes the increased development in the leadership traits a leader portrays. A great leader should also follow the guidelines set by the organisation when making decisions aimed at achieving a vision. The last evident trait in leaders is that of accountability. A leader should not be afraid to be held accountable for performance of the business and neither should he be afraid of holding another person accountable for their actions (Hopster, 2010). The previous paragraph bears all the similarities in the traits that are found in a leader in a domestic leadership environment and a leader in a global/international leadership setting. [...]
[...] New York: McGraw-Hill. Hofstede, G., & Hofstede, G. J. 1967-2009. itim international. Available at: [Accessed 2 November 2013] Hopster, D Attributes of a Great Leader. Available at: [Accessed 2 November 2013] Johnson, J. et al Cross-Cultural Competence in International Business: Toward a Definition and a Model. Journal of International Business Studies 525-543. Inglehart, R Modernization and Post-Modernization: Cultural, Economic, and Political Change in 43 Societies. Princeton, N.J.: Princeton University Press Chhokar, J.S. [...]
[...] The economic structure is also variant from one state to another. By this I want to mean that each state will have different number of domestic enterprises offering the substitute goods to what the global enterprise is offering. Hence there are variant levels /degrees of competition. There is also varying tastes and preferences among people of different cultures (Ronen et al, 1985). The strategy that global leadership should come up with should hence put into consideration the market structures and the cultural differences (Schwartz, 1999). [...]
[...] and Shenkar, O Clustering Countries on Attitudinal Dimensions: A Review and Synthesis. Academy of Management Review, Vol: 435-454. Schwartz, S.H A Theory of Cultural Values and Some Implications for Work. Applied Psychology, Vol: 23-47. Schwartz, S. H Beyond Individualism/Collectivism: New Cultural Dimensions of Values. In U. Yukl, G.A Leadership in Organizations. Englewood Cliffs, NJ: Prentice Hall. Chapter 9. [...]
[...] The approach depicted in the first two describes the leadership growth for some individuals. One of the concepts of leadership is that a person may rise to the occasion when an important event or a looming crisis occurs making the individual to behave like a leader and exhibit some of the important traits necessary for leadership. An example of such a leader is Nelson Mandela. He grew up in South Africa a normal person like any other but due to the invasion of South Africa by colonialist he rose to the occasion to fight for the independence of his people and this made him recognised as a hero. [...]
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