LEADERSHIP : 3 GREATEST LEADERS OF ALL TIMES AND THEIR QUALITIES

Leadership is both a research area and a practical skill encompassing the ability of an individual or organization to "lead" or guide other individuals, teams, or entire organizations. The literature debates various viewpoints: contrasting Eastern and Western approaches to leadership, and also (within the West) US vs. European approaches. US academic environments define leadership as "a process of social influence in which a person can enlist the aid and support of others in the accomplishment of a common task". Leadership seen from a European and non-academic perspective encompasses a view of a leader who can be moved not only by communitarian goals but also by the search for personal power.

THREE MAIN QUALITIES OR GOLDEN PRINCIPLES TO BE A GOOD LEADER SHOULD POSSESS AND ALL OF THEM POSSESSED WERE


SHOWING PEOPLE A PURPOSE AND HOW IT WOULD BENEFIT ALL 
COMMUNICATION OF PURPOSE BY BOTH ACTIONS AND COMMUNICATION
ABILITY TO DRAW THE BEST OUT OF RESOURCES AND WIN HONESTY BY INSPIRING

Apart from this there are many other qualities which would helped them in their role which are as follows 




Approach

Not all human beings are the same. A basic concept, but something that is often overlooked. You have cultural perspectives, language barriers, different educational backgrounds, personality traits and varying value systems with which individuals come pre-conditioned that greatly affects how information is processed and interpreted. Some people work well under pressure, others don't. Some respond best to tough love, others take it personally and shut down. In order to optimize your effectiveness as a leader, you must have the ability to customize your approach on a person by person basis, based on the situation at hand. Your capacity to execute this concept will play a huge role in your ability to get the best work out of your team and other partners along he journey.

Assertiveness

The relationship between assertiveness and leadership emergence is curvilinear; individuals who are either low in assertiveness or very high in assertiveness are less likely to be identified as leaders.

Authenticity

Individuals who are more aware of their personality qualities, including their values and beliefs, and are less biased when processing self-relevant information, are more likely to be accepted
as leaders.

Big Five personality factors

Those who emerge as leaders tend to be more (order in strength of relationship with leadership emergence): extroverted, conscientious, emotionally stable, and open to experience, although these tendencies are stronger in laboratory studies of leaderless groups. Agreeableness, the last factor of the Big Five personality traits, does not seem to play any meaningful role in leadership emergence 

Birth order

Those born first in their families and only children are hypothesized to be more driven to seek leadership and control in social settings. Middle-born children tend to accept follower roles in groups, and later-borns are thought to be rebellious and creative 

Character strength

Those seeking leadership positions in a military organization had elevated scores on a number of indicators of strength of character, including honesty, hope, bravery, industry, and teamwork.

Dominance

Individuals with dominant personalities – they describe themselves as high in the desire to control their environment and influence other people, and are likely to express their opinions in a forceful way – are more likely to act as leaders in small-group situations.

Emotional intelligence

Individuals with high emotional intelligence have increased ability to understand and relate to people, they have skills in communicating and decoding emotions and they deal with others wisely and effectively. Such people communicate their ideas in more robust ways, are better able to read the politics of a situation, are less likely to lose control of their emotions, are less likely to be inappropriately angry or critical, and in consequence are more likely to emerge as leaders.

Gender identity

Masculine individuals are more likely to emerge as leaders than are feminine individuals. This trend is expected to change in the modern era as in more developed countries we have seen how women have begun to rise to leadership position in the society as they were given equal rights compared to men.

Intelligence

Individuals with higher intelligence exhibit superior judgement, higher verbal skills (both written and oral), quicker learning and acquisition of knowledge, and are more likely to emerge as leaders. Correlation between IQ and leadership emergence was found to be between .25 and .30. However, groups generally prefer leaders that do not exceed intelligence prowess of average member by a wide margin, as they fear that high intelligence may be translated to differences in communication, trust, interests and values 

Narcissism

Individuals who take on leadership roles in turbulent situations, such as groups facing a threat or ones in which status is determined by intense competition among rivals within the group, tend to be narcissistic: arrogant, self-absorbed, hostile, and very self-confident.

Self-efficacy for leadership

Confidence in one's ability to lead is associated with increases in willingness to accept a leadership role and success in that role.

Self-monitoring

High self-monitors are more likely to emerge as the leader of a group than are low self-monitors, since they are more concerned with status-enhancement and are more likely to adapt their actions to fit the demands of the situation 

Social motivation

Individuals who are both success-oriented and affiliation-oriented, as assessed by projective measures, are more active in group problem-solving settings and are more likely to be elected to positions of leadership in such groups