Leadership Leadership style is the manner and approach of providing direction, implementing plans, and motivating people.

The three established leadership style are concluded to be: Autocratic: in which leaders tell their employees what they should do and how to accomplish the tasks without considering the employees own opinions. Democratic: in which leaders include employees in the decision making process in determining what to do and how to accomplish it. This style is known to strengthen the relationship between employees and employers as well as gain their respect. Laissez fair: in which leaders allow employees to make the decisions, however, the leaders are still held responsible for the decisions which are made. Leadership and Personality !ersonality traits are crucial in order to be effective leaders, even "naturals# such as $ichard %ranson had to manage their personality characteristics in order to get where they are today. &urthermore, personality traits can either be inherited or learned. !revious study has lead to the development of five broad dimensions, known as 'The %ig &ive(, with each dimension containing a number of traits. )owever, traits which may serve individuals in one leadership position may not always be successful in another. *hen moving positions within the organisational hierarchy, e+ecutives may be re,uired to portray or hold back some characteristics of their personality. -n terms of personality and leadership, the %ig &ive personality dimensions should be considered. Stability .motional stability is a highly valuable characteristic for individuals and can help with stress, uncertainty and obstacles. A composed individual portrays professionalism, however, being too composed can lead to the individual being pegged as overly confident or lacking in emotion. Extraversion .+traversion is highly valuable but also has a negative impact. )igh levels of e+traversion can lead to individuals being deemed too domineering or that they do not listen well. )owever, individuals with high energy levels can inspire others, yet, they can also create tensions with introverted colleagues. Openness /pen individuals show intellectual curiosity, yet, individuals with high scores on creativity can overwhelm other with the difficulties of the information they are relaying to others which re,uires them to simplify the messages they are trying to communicate. Agreeableness -t has been determined that little agreeableness leads to ineffectiveness, individuals who are tough minded and direct are usually unflinching in the face of conflict or when dealing with

difficult issues. )ow comments or feedback is communications is important and can lead to trust developing amongst colleagues and subordinates. Conscientiousness Drive and persistence are important leadership characteristics and can prove dysfunctional if they are not properly controlled. )owever, being overly conscientious can lead to an individual becoming a workaholic and can lead to the risk of burnout. Leadership and Emotions .motional intelligence is the ability to manage and understand our own emotions as well as those of people around us. -ndividuals with high levels of emotional intelligence understand their feelings, the meaning of their emotions and how their emotions can affect those around them. .motional intelligence is essential for leaders if they wish to be successful. -f they wish to be successful, leaders must have a good understanding of how their emotions and actions can affect those around them and successful leaders can relate to and work with others. Leadership and Attitudes )aving the right attitude is imperative if we wish to succeed in leadership roles. /ur attitude is the sum total of everything that makes us who we are, values, beliefs, e+periences and emotions. !ositive thinking attitude is an effective characteristic of a leader and the right attitude must be communicated in order for effective leadership. Leadership and Motivation 0ome people may be motivated for leadership opportunities due to benefits or self interest, which may create its own motivation not related to the organisational goals. -ndividuals may be motivated by factors in the e+ternal environment, such as 1ob benefits, pay, and 1ob perks, this is known as extrinsic motivation. /r they may be motivated by the relationship between the work and the task, which is considered as intrinsic motivation. 2otivation can also be based on human needs, in which we can consider 2aslow#s )ierarchy of 3eeds. -n 2aslow#s theory, humans have five sets of needs that are arranged in a hierarchy. )e states that people start by trying to satisfy their most basic or compelling needs and progress toward the most fulfilling, the needs are as follows: 4. 5. 6. 7. 8. !hysiological needs 0afety needs $elationship needs .steem needs 0elf actualisation.