| | | | | changed him to become a good leader. |
| | | | | He is one of the few leaders who is able to |
| Leadership and Organizational Skills | | | | receive universal respect not only in Africa but |
| "Leadership skills" and "organizational skills" are in | | | | around the world. He was able to steer his nation |
| everyone's lips. It is taken as the "most studied | | | | which was passing through the crisis. His leadership |
| and least understood topic" as per Bennis and | | | | role gave the re-birth to the nation and |
| Nanus (2007). The study says that the problem | | | | international reputation as a "benevolent negotiator |
| of the organization cannot be solved without | | | | and quintessential peacemaker". |
| management and organization cannot be | | | | Although he was imprisoned for 27 years for his |
| successful if there is no leader. Leadership skill is | | | | opposition to apartheid, he didn't direct his vision. |
| the magic to the organization that gives the new | | | | His continual effort on focused vision made him |
| vision and direction to the organization and | | | | success as a result he was awarded with Nobel |
| organizational managerial skill is changing the vision | | | | Peace Prize. Because of his high degree of |
| into reality by focusing on functional aspects of | | | | dedicated commitment on the vision he was right |
| management. | | | | person at that time, right for the nation and right |
| Leaders operate by focusing on "emotional and | | | | for the people. Mandela articulated the vision and |
| spiritual resources" and in contrast managers | | | | gave the legitimacy. He protected the people |
| operate on "physical resources". Managers will | | | | from the risk and exposed them to reality. So he |
| see whether the work is done with high efficiency | | | | is regarded as a leader among the leaders not |
| or not by giving importance to time schedule and | | | | only in Africa but around the world. |
| level of quality performance but leader gives the | | | | Eric Schmidt: CEO of Google |
| direction and path for the followers. Martin Luther | | | | Eric Schmidt has made good relation not only to |
| King, Junior can be the example. He | | | | his staffs and co-workers but also outside. He has |
| communicated to the people on vision of civil | | | | good relations with Obama administration which is |
| rights. This vision is not for one day or two days. | | | | important from a Google Perspective. The |
| This is forever. | | | | administration helped Google focusing on a national |
| Leaders are of many kinds. They can be | | | | broadband plan. This coordination helped to be |
| "authoritarian, paternalistic and democratic" but the | | | | more innovative. In the interview with Fox news |
| most common on three of them is the desire to | | | | agency he says that he is more focused on |
| move and drive the crowd or group to the end. | | | | customers giving the right information at low cost. |
| There are inherent skills that are most common | | | | He is also worried on agency problems and gives |
| on the leaders. They are knowledge, interpretation | | | | more time on value maximization of shareholders |
| skills and initiatives. Traits can be the important | | | | wealth. |
| factors but it is not only the sole factor. | | | | Eric Schmidt's proper management and |
| The study made by Adair (2008) focused on | | | | coordination has helped to grow Google from the |
| seventeen qualities of leadership to become a | | | | small organization to global enterprises in 10 years |
| perfect leader. The table given below summarizes | | | | to time period. His proper planning and controlling |
| these qualities in details. | | | | strategy has helped a lot to Google to position |
| Table 1: Seventeen Qualities of Leadership | | | | the wide range of product and to meet the |
| Ability to make decision | | | | expectation in monetary value. In this down |
| Sense of duty | | | | market Google is not only earning but keeping |
| Energy | | | | itself at a growth stage. He is able to respond the |
| Calmness in crisis | | | | wants and needs of the business by prioritizing |
| Humour | | | | goals of the organization so he is good at |
| Confidence | | | | managing the institution. |
| Sense of Justice | | | | Dhirubhai Ambani: Business Leader and Manager |
| Ability to accept | | | | In 2007 his business was able to make turnover |
| Determination | | | | of 60 billion dollars and became a second richest |
| Human element | | | | family in the world. He started his business in |
| Example | | | | spices in 1958. When he makes the profit from |
| Initiative | | | | this spices business he expanded the business by |
| Physically fit | | | | opening textile mill in India. Then the business has |
| Resolute courage | | | | made tremendous success. Now his business |
| Pride in command | | | | portfolio includes petrochemicals, production of |
| Enthusiasm | | | | crude oil and gas etc. |
| Loyalty | | | | India takes Dhuribhai Ambani as a business leader |
| | | | | as well as a business manager. He was farsighted |
| Source: Adair J., 2008. How to grow leaders: The | | | | person who diversified the business in different |
| seven principle of effective leadership | | | | sectors by taking the risk. He managed his |
| development, ed: 1st, India: Kongan Page, Page 12 | | | | business from spices to what he has today. His |
| Organizational skills are necessary for the success | | | | timely decision, confidence and enthusiasm in |
| of the any institution. It is more focused on | | | | business had made the success. |
| intuitive methods on handling the people who are | | | | Conclusion: |
| working inside the organization as well as outside. | | | | There is the equal importance of leadership skill |
| This helps to cope the organization with internal | | | | and management skill. When the leadership is |
| and external environment. The organized | | | | effective it helps to the nation as well as to the |
| organization is properly planned, structured and | | | | organization to get success on focused view. If |
| managed institution where evaluation of work is | | | | there is no leadership in organization then it shows |
| done regularly. | | | | the negative effect on performance and it helps |
| | | | | the organization to move slowly because of lack |
| Robert Kartz has developed the three different | | | | of vision. Proper leadership can lead the business |
| managerial skills which are more about the | | | | towards the success even to the weak |
| knowledge and information on (i) technical skills (ii) | | | | organization. When there is no leadership there is |
| human skills and (iii) conceptual skills. | | | | no direction then there is no goal. Churchill was |
| Technical skills are more concerned on | | | | acclaimed for the foresightedness. So he is taken |
| organizational management knowing the nature of | | | | as a good leader. |
| work that the people working under his have to | | | | Managers play a crucial role in success and failure |
| perform. Human skills are concerned on handling | | | | of operation of the mission stated by the leaders. |
| the "Human" factor working in the organization. | | | | They help in implementation of work by taking |
| Conceptual skills are showing the "broad and | | | | timely, correct and complete decision making. |
| farsighted" view so that change can take place. It | | | | Managers have the good skills for proper planning, |
| is conceptualization of "complex and abstract" | | | | organizing, staffing, controlling and taking the |
| situation. | | | | corrective actions on day to day operation. Good |
| Story of successful business leader and manager | | | | manager will motivate the human factor, learn |
| Nelson Mandela: Leader among leaders | | | | from the past mistakes and gain respect from a |
| He was a former president of South Africa from | | | | team and workers. By considering the basic |
| African National Congress. He was an | | | | functions, managers will implement the different |
| anti-apartheid activist. He is the most excellent | | | | policies. They have the expert knowledge on |
| model like Mahatma Gandhi, who has given the | | | | implementing the policies by forming the good |
| whole life to transform the nation and became a | | | | working environment in the organization. |
| role model to his helpers who were following his | | | | This signifies that there must be balance between |
| ideals. He won the trust among the followers and | | | | leadership skills and manager's organizational skills. |
| he had a clear focused vision for giving the | | | | It is because too much of leadership and no |
| direction to the nation with high level of | | | | management then you got a problem in the |
| commitment. To become a good leader it is not | | | | organization and when there is no leadership and |
| necessary to get the education. In his | | | | too much of management then also it brings the |
| autobiography, he told that he got the education | | | | problems. So "leadership skills" and "manager's |
| by listening to the elders not by going to the | | | | organizational skills" are equally important although |
| school and colleges like today. He is not educated | | | | they are two different things. |
| and trained to be a leader instead circumstances | | | | |