Many CEOs are exceptional in mustering all of their intelligence and innate drive while finding solutions to important business problems yet they fail. This is because this approach which incorporates only one aspect of leadership is no longer effective, especially for complex situations which are abundant in modern business world. In fact, effective leaders need much more than a quick mind and strong analytical ability to succeed. What they need to do is to build trust with employees and other stakeholders and maintain integrity while dealing with them.
Types of Leaders’ Attributes:
It is pertinent to note that there are actually three types of leadership attributes.
- What leaders do or their actions and behaviours.
- What they know or the knowledge and skills they have.
- Who they are or what their personal attributes and values are.
A Whole Leader:
As described above, today’s leader should not focus only on one aspect or attribute of leadership but must try to incorporate all the leadership skills in his repertoire. He should have the head, heart and the guts to be a successful leader. He should be able to provide clear, concise and purposeful strategy. He should try to understand how his employees work, what their problems are and how to overcome them. He should also have right and clear values as well as the will and courage to take actions based on those values.
- Head Leadership:
Head leadership means the leaders should be able to:
- Rethink the ways things are done.
- Develop and communicate a clear point of view.
- Balance operations and strategic thinking.
- Heart Leadership:
By heart leadership, we mean:
- Balancing business requirements with people’s needs.
- Doing your level best to develop organisational talent.
- Develop strategic relationship both with internal and external stakeholders.
- Leading and working with a diverse workforce.
- Gut Leadership:
The basic purpose of gut leadership is to:
- The leaders should act with uncompromising integrity.
- He should be able to balance risks with rewards.
- He should have the ability to take active and firms stance at the time of adversity.
- The leader should be able to manage change successfully.
There is nothing wrong in saying that the idea of whole Leadership is not fade. If a leader does all the above mentioned things right, he will definitely be able to maintain his competitive advantage in the rapidly changing market conditions. He will be more innovative and solve the problems more creatively. Most importantly, he will handle the increasing customer pressure more effectively. Global Versus Local Management Paradox: There is a lot of difference between how leaders in Middle East and rest of the world think. They have different interpretation of various leadership and business terms. Similarly, they take success and failure differently and have their own process and methods to run their businesses. In this regard, the following illustration explains global and local management paradox quite explicably.
The Cross Culture Risk Process: An organisation always contains people coming from different backgrounds having different working style. It is the duty of the leader to identify these differences and formulate a leadership policy that can keep everyone of them happy. He can do so by employing a following strategy.
First and foremost, he should recognise the cultural difference in his organisation.
The leader should also determine the impact of cultural differences on relevant business activities such as organising, planning, presenting and decision making etc.
The business leader should take adequate measures to move all the factions together effectively by accommodating, assimilating and blending differences.
The leader should also have adequate knowledge to determine what the best course of action is in case cultural differences exist in an organisation. Retaining Talent in Emerging Markets: It is rather difficult to retain talent in emerging markets. In this regard, following illustration presents an effective framework that will help leaders working in developing markets such as GCC to retain talent.