LEADERSHIP

Leadership

Leadership

Leadership and Teamwork

A leader is someone who helps people takes responsibility for achieving a common goal in the group synergy. Whether you are a boss, parent, coach, politician, or you held any other function you set it to the forefront; you have a guiding role to play (Bass, 2007).

In fact, an effective leader must know how to get people to excel in order to achieve maximum results with minimal supervision. Too many leaders use an approach of "event management" and not an approach of "management results." The difference between the two lies in the accountability and commitment of employees towards the achievement of expected results. In order to cause an employee to be responsible, the leader must explain in depth and many times why he took an action. When management take decisions and the reasons, which are the foundations or the bases of these positions well communicated, the employee to make their own decisions without having to resort constantly to the boss when 'unusual situations (Bass & Avolio, 2004).

A successful leader is one who helps to develop trust in people to become more independent, and they choose the best options based on the results desired group. Unfortunately, there are still many business leaders who apply indirectly to the employees to leave their brains at the door before going to work and resume at the outlet.

Here, in more detail, the three most important qualities required of a leader for him to get that accountability:

Establish and communicate clear goals: If you want people to follow you, you must know where you want to go. These goals must be understandable and must be measurable so that people can evaluate them and they know where they made at any time in the process. After knowing your goals, you must determine and communicate the reasons why you wish to achieve. So make a list of top five reasons why you and your team must refresh these goals. Plus your reasons are strong and solid your chances of reaching your target are high (Bennis, 2007).

Use a communication retroactively. This is not what you say is important is what people understand and remember your message, which is very different. Many leaders assume that the fact of having once said, or even two, automatically implies that team members understood the message, and they will all act according to what you have communicated. It is your responsibility to check the ...