Leadership can be defined as the ability to influence the behavior of others. It refers to the capacity of the leader to exert influence within a working group in order that the group may achieve group tasks or objectives. Followers perform willingly to the best of their abilities without any form of coercion by the leader.

The Trait theory of leadership assumes that an effective leader possesses some innate characteristics. These qualities include intelligence, initiative, self-assurance, courage and decisiveness, among others. Thus, the crux of this theory is that any person without these qualities cannot be an effective leader. A major criticism of the theory is that it ignores the situation in which leadership is exercised.

Style theory of leadership concentrates on the behavior or style of the leader rather than his personal attributes. That is, it concentrates on how the leader manages his followers. The assumption underlying this theory is that the employee will work harder for managers who employ a particular style than they will for those managers who use other styles.

The Contingency theory of leadership takes the view that leadership effectiveness depends on a range of factors, particularly the task to be accomplished, the work group and the position of the leader within the work group. Proponents of this theory believe that group performance depends on the manager adopting a style appropriate to the situation in which he finds himself.

• Front line manager dealing with the day to day operational level.
• Does more technical and operational work.
• Gatekeeper for communication between managerial and non managerial staff, both upward (conveying reports and suggestions) and downward (conveying policies, instructions and feedback).
• Monitors and controls work by means of day to day, frequent and detailed information.

• Entrepreneurship – ability to spot business opportunities and mobilise resources to capitalise on them.
• Interpersonal skills – networking, influencing, negotiation, resolution coaching etc.
• Decision making and problem solving skills – seeing the big picture.
• Time management and personal organisation.
• Self development skills – ability to learn continuously from experience, to grow in self awareness and to exploit learning opportunities.

Leadership involves: establishing a clear vision, sharing that vision with others so that they will follow willingly, providing the information, knowledge and methods to realize that vision, and coordinating and balancing the conflicting interests of all members and stakeholders.

• Trait Theory of Leadership
  The trait theory of leadership suggested that there are certain personal traits or qualities which successful leaders possess. In order words, leaders are thought to be born and not made. Some of these traits are fairness, ambition, integrity and objectivity.
• Style Theory of Leadership
  The assumption underlying this theory of leadership is that successful leaders adopt a given management style in all circumstances. Such leaders could be wholly task-focused in which case they pay greater attention to the performance of assigned tasks or human-centred where they demonstrate supportive, relational leadership behaviors.

• Contingency Theory of Leadership
  This theory of leadership sees effective leadership as being dependent on a number of variable or contingent factors. It is based on the assumption that there is no one best way to lead that will fit all situations and that the behavior of an effective leader at any given time deplanes on the environment in which he finds himself.                                               (2 marks each)

• Technical Skills
  As the name of these skills tells us, they give the manager’s knowledge and ability to use different techniques to achieve what they want to achieve. Technical skills are not related only to machines, production tools or other equipment, but also they are skills that will be required to increase sales, design different types of products and services, market the products and services, etc.
  For example, let’s take an individual who works in the sales department and has highly developed sales skills achieved through education and experience in his department or the same departments in different organizations. Because of these skills that he possesses, this person can be a perfect solution to become a sales manager. This is the best solution because he has excellent technical skills related to the sales department.
  On the other hand, the person who becomes sales manager will start to build his next type of required skills. It is because if his task until now was only to work with the customers as a sales representative, now he will need to work with employees in the sales department in addition to the work with customers.
• Conceptual Skills
  Conceptual skills present knowledge or ability of a manager for more abstract thinking. That means he can easily see the whole through analysis and diagnosis of different states in such a way they can predict the future of the business or department as a whole. At a first glance, a company includes more business elements or functions as selling, marketing, finance and production,
  Conceptual skills are vital for top managers, less critical for mid-level managers, and not required for first-level managers. As we go from a bottom of the managerial hierarchy to the top, the importance of these skills will rise.
• Human or Interpersonal Managerial Skills
  Human or interpersonal management skills present a manager’s knowledge and ability to work with people. One of the most critical management tasks is to work with people. Without people, there will not be a need for the existence of management and managers.
  These skills will enable managers to become leaders and motivate employees for better accomplishments. Also, they will help them to make more effective use of human potential in the company. Simply, they are the essential skills for managers. Interpersonal management skills are essential for all hierarchical levels in the company.
• Problem solving and decision-making
  As a manager you’ll be tasked with spotting and solving problems on daily basis. This requires outstanding attention to detail and the ability to remain calm under pressure. To ensure that your team is productive and that the workflow runs smoothly you’ll have to think on your feet when problems arise. Creative thinking will help you to come up with innovative solutions that minimise the impact on your team and the business as a whole.
  Thinking on your feet also comes in useful when you have to make a snap decision about how to successfully complete a task or meet a business goal. Being able to quickly weigh up the pros and cons of a situation and make an informed decision is essential.
• Commercial awareness
  This skill is in huge demand among business employers, in fact according to recruiters commercial awareness is something that the majority of graduates applying for management roles lack.

If you want to progress to management level it is imperative that you have an understanding of the marketplace in which a business operates and of what makes a business successful. To demonstrate this you’ll need to show that you:
o are aware of the organisation’s mission and aims
o have an understanding of the sector that the company belongs to
o possess knowledge of political and economic issues affecting the business
o Know all about the company’s competitors.

• Mentoring
  As well as being business-focused decision-makers, managers also need to play a supportive role. If you’ve reached this senior level you have proven experience, knowledge and skills and it’s your job to pass this knowledge along and share your skills with other colleagues.
  This involves training and advising staff and building their confidence and skills. In a management position you’re charged with overseeing the continued professional development of all employees and will be the driving force behind the progression of team members.                                                                                                                                (Any 4 points)

Leadership can be defined as the activity of influencing people to willingly act in a manner to achieve group objectives. It can also be said to be a process of getting others to willingly work to achieve objectives without being coerced.

Power refers to the ability of one person to do something or require another person to act in a certain manner irrespective of the nature or extent of resistance demonstrated by the person from whom the action is required.

Authority is the scope and amount of discretion given to a person to make decisions by virtue of the position he holds in an organization. This right to make decisions is recognized both by the person exercising the right and those over whom that right is exercised.