What makes a person an effective leader is quite complex. At the same time, a lot of leadership theory seems to have come a full circle with greater attention to understanding followers on a personal level, and emphasis on authentic followers' views, including how follower life experiences with leaders influence follower motivation and performance. Keep these developments in mind while your group develops leadership profiles from follower-perspectives. You have to understand the influence of multiple factors on the leadership style and behaviour of a group of actual followers. You will use your analysis to offer a summary of how each of these factors influence leadership style and to prepare a reflective summary of the groups learning, as well as what each member learnt from studying other leaders. You have to do at least the following: Review the relevant literature (leadership theory from the followers' perspective). Groups must interview THREE employees in any organisation (preferably varying in gender, race, religion and culture). . Prepare an interview protocol (all the followers must be asked the same questions). Collect information that provides specific examples of situations and behaviours in support of the followers' ability to assess their leaders' behaviour. Analyse the data obtained during the interviews. Prepare an in-depth report that summarises what you learnt about how these factors shape/influence leadership style and philosophy. (Each group therefore has to identify three leaders they are familiar with, to interview. These leaders do not have to be "famous" people, but they must be in a position where they manage subordinates. You may keep the identities of these leaders confidential.) Your unit of analysis is the individual leader not the organisation. The group of three employees (followers) must then interview each leader through questions that reflect the attributes required to be an effective leader in the position that each of them occupy. Share your profiles and insights with one another, as well as reflections on your own life history, experiences, and work experiences. As we interview others about their lives, it is very difficult not to think about ourselves and who we are. What did the group members learn about their own leadership from studying others? Be as specific as possible. Your investigation (interviews) have to address the following issues: 1. Did the followers have role models or other significant influencers? 2. What seems to motivate these followers? What are they passionate about? Why? 3. Why do they want to lead? 4. How would they lead if given the opportunity? What is their style? Their leadership philosophy? Discuss this in the context of a) power and influence b) situational leadership theory (Hersey and Blanchard) 5. Specifically, who are these followers able to influence? How? What is his/her style of leadership? What has been his/her most difficult leadership challenge to date? How did he/she deal with this challenge? What did they learn from the challenge/challenges? (Obtain specific examples from the leaders.) 6. Every leader has strengths. What weaknesses does this potential leader have? What have been key developmental experiences for him/her? 7. Describe the leader's educational background, career history and current position. 8. Which leadership styles are evident from your sample? 9. Are there gender differences in leadership styles? How important is the individual's cultural identity in how they lead or think about leadership? Are there cultural differences in leadership styles? 10. Is there a set of common leadership lessons across the sample of leaders who were interviewed? What are they? Your final product should include: Leadership ATTRIBUTIONS from the perspectives of followers A leadership profile from the perspective of the group, written in a narrative form that captures the questions listed above. A discussion of general themes across the profiles. Recommendations on how to develop people into leaders by means of a theory or model you propose. Be certain to include a list of the references that were used to complete the assignment. Maximum length of assignment: 10 typed A4 pages (including all appendices) 9.5.2 Marking Grid - Group Assignment 1 CRITERIA AND WEIGHT MARK MARK ALLOCATED Leadership profiles and attributions you can make 30 marks about the followers identified Discussion of general themes 20 marks Critical analysis and synthesis of themes Discussion of the group members' reflections on their 20 marks learning Recommendations and conclusion on how to develop people into leaders by means of a proposed 30 marks theory/model TOTAL 100% Your answers to the above will be assessed in terms of the level of communication displayed, the insights and inferences drawn, and your ability to show the implications of the factors that you have assessed and discussed. An answer that merely gives a list of events that have happened or a synopsis of a situation, without showing insight into the reasons and results, will not earn good marks. Your method of referencing must consistently follow the augmented Harvard method. Contents Table of Conten 1. Introduction.......................................................................................................................................2 2. Literature Review.............................................................................................................................3 3. Interviews and Analysis..................................................................................................................6 4. Conclusion......................................................................................................................................14 5. References:....................................................................................................................................15 1. Introduction Leadership is a key to organizational growth, change, and renewal. Great leaders take advantage of their natural talents and take the time to learn the skills they'll need to effectively manage others. Leadership is a complex concept because it means different things to different people and what makes one person an effective leader won't necessarily make another person an effective leader. A lot of studies have been done over the years to explain effective leadership styles. These studies focused on the understanding a leader on a personal level with emphasis on authentic leadership. Various theories and models of leadership have also been developed over the years to explain how people lead and why they want to lead. The objective of this assignment is to analyse the factors that influences leadership styles and to develop and evaluate a leadership development programme. This would be achieved by developing leadership and followers profiles for four personnel each. The analysis comprised of the following: Literature review was done on the type of leadership style the leaders use and the values they apply. The analysis was reviewed looking at the leadership qualities from the follower's perspective. All candidates used on this study are from Kumba Iron Ore, the selection was based on age difference, sexes, race, cultural background, province of origin and seniority levels within the company. Findings from the data collected during the interviews with the respondents was analysed for relevance and meaning as perceived by the respondents, based on the literature review. Recommendations were drawn from the conclusive analysis. 2. Literature Review According to literature, leadership is a dynamic concept that has been of interest to different individuals over the years. It has been a concept investigated and applied in organisations since the early 1800s. However, much development was done when Chester Barnard in the 1938 brought a new definition of leadership which states that; leadership is the ability of a superior to influence the behaviour of subordinates and persuade them to follow a particular course of action. However, in the 1960s French and Raven brought a different argument that there is also an element of power that a superior is in possession of that a subordinate does not have. Both authors listed the following types of power (IAAP; 2009): Legitimate power- this is possessed by an individual who occupies a position higher in the organogram of a company and has subordinates. Leaders must have more of an armour of confidence in facing the unknown - more than those who accept their leadership (Greenleaf, R.K., 2002). Reward power-this type of power emanates from an incentive point of view. This is whereby a person in the higher position offers rewards that have monetary value, which could be career advancement or remuneration being awarded to subordinates. This type of power influences subordinates to go an extra mile at work with the aim of receiving an incentive upon task completion. Expert power- this type of power is possessed by individuals who have the know-how and experience in a certain field, which is not the case or an attribute possessed by other individuals in the organisation. This type of an individual has the power to hold the organisation at ransom because of the monopolized expertise in their possession. Referent power- This type of power prevails when subordinates operate from a view of respecting their superior than fearing the superior based on the higher position that an individual occupies. This is where the subordinates can relate with the superior. Coercive power- this type of power applies to individuals in higher positions who force tasks or actions into their subordinates and deploying measures of discipline when those tasks are not achieved. Leadership is an important attribute that must be possessed by people in superior positions in an organisation. It is an important attribute due to the fact that the success, sustainability and loyalty of employees in an organisation depend on it. With leadership being an important quality to possess, it is also build-up of traits such as creativity, persuasiveness, assertiveness, confidence and being knowledgeable on the subject matter. Furthermore, when there is a good leadership style deployed within an organisation, firstly there is an increase in the organisational employee turnover, secondly it yields good professional relationships thereby illuminating the element of employees working in silos but become team-driven and finally good leadership style reduces absenteeism in a workplace. It therefore becomes important to look into the different leadership styles which will be analysed and related in more detail in the case study analysis section. There are different types of leadership styles; however this case study will look into the Participative leadership, Transactional leadership, Transformational leadership (IAAP;2009). Participative leadership- This type of leadership is also known as democratic leadership. It has been identified as one of the effective leadership style. When this type of leadership is prevailing in an organisation, employees feel that they are involved in the decision-making process and become motivated with creative ideas on how to achieve a certain goal. This leadership style yields good results because where there is more individuals from different levels of an organisation involved in the decision-making process better decisions are reached. This is where different organisation levels are consulted when making decisions. Transactional leadership- This leadership style is applicable where people are motivated by reward and punishment. This is where reward and coercive powers are prevalent. This is where the subordinate is doing what has been directed by the superior. In this style of leadership job specifications and incentive arrangement are outlined and the disciplinary actions that will be undertaken should there be non-delivery on the tasks allocated to the subordinate. Transformational leadership - This is when a vision has been created by the leader and the followers have been influenced to buy-into the ideas created.. This is where trust is created and the integrity of the leader prevails. Individuals that use this leadership style believe in leading by example, that is; they demonstrate attitudes and actions that should be used by everyone in the organisation. This type of leader motivates, listens and shows interest in the life of the followers. Transformational leaders are also culture creators; this can either be through having ceremonies at work. This creates a balance between the achievements and psychological state of the followers. In turn the followers might start feeling celebrated, recognised and appreciate by the leader. It is of the view that gender also plays an important role in the effectiveness of an organisational leadership style. Female leaders more often than not display the transformational leadership style because they turn to be hands on and become mentors in a workplace. Whereas, male leaders display the transactional leadership style; due to the controlling attribute they turn to deploy the reward and punishment style. 3. Interviews and Analysis Six employees of Kumba Iron Ore were identifies and agreed to participate in the interview as per the requirements of this exercise. All participants were chosen based on the cultural belonging, age, race, religion and the positions they occupy in the organisation. 3.1. Virginia Tyobeka (Leader) and Ayanda Magoxo (Follower) Virginia is a tswana speaking individual who comes from North West Province, she is married with two children, amongst other things she is a friend, a colleague, a mentor and a leader. Her career started in 1990 as a Faculty Administrative Officer at the University of North West shortly after she completed her B.Admin Honours with the institution and later attained a Management Advancement programme from Wits University. In 1994, she joined a Car Leather Manufacturing Company as a training officer and later joined AfriSam South Africa as an HR professional in Industrial Minerals division and that's where her journey to excellence begun. She spent 14 years with the company and acquired diverse experience especially in HR and Leadership. She was HR Executive for 5 years before joining Kumba Iron Ore. Virginia Tyobeka is Kumba Iron Ore Executive Head of Human Resources and a member of Kumba Iron Ore Executive Committee since January 2010. She has seven direct reports based at head office and four functional reports based at the operations. She prefers to assign duties that are tracked through action plans weekly. She prefers to nature talents of the young HR professionals through mentoring and career development plans. She makes use of group meetings (with minutes), 1:1 meetings (normally with notes), emails and video conferencing for the site managers. All HR subordinates have the necessary qualifications required for the position, but then he has the whole spectrum from less experienced to well experienced individuals in her department. She makes use of a career development panels for each person to identify developmental areas and to ensure the individual get the training. The cycle is repeated every year. A 360 leadership assessment was done on her by her sub-ordinates last year, she received a spread from people liking him very much to those who requested shat she improve in some areas. She is regarded as the good listener in the department. She rewards her subordinates with various methods including lunches and by personally thanking them. Previously she used to budget to buy presents for those employees that do outstanding work. The company also has a reward system that makes use of annual awards where employees can be nominated and the normal performance bonus system. Ayanda Magoxo is in her early thirties Xhosa speaking lady from the Eastern Cape Province. She views her manager Virginia Tyobeka as a much respected professional boss who has an open door policy with her. Ayanda is able to bounce any work related issue to Virginia and she always get a solution and a knowledge platform is the order of the day. The relationship with her manager encourages her to keep motivated and looks forward to growing in her career. Since she has been only working under Virginia for seven months she believes there is nothing t change in their setup as its still early stages. According to Ayanda Virginia is a fair and approachable leader who allows the subordinates to manage their own work time as long as things get done. She also stated that Virginia is passionate about the values of the company especially the care and respect value. She cares and respects the well-being of all employees and their families. 3.2. Neels Van De Watt) (Leader) and Elvis Mabasa (Follower) Neels Van De Watt is in his late fifties white Afrikaans speaking man who has lived almost in every mining town in South Africa. He is married with two adult children and he is a Christian. He is the group head of Engineering at Kumba Iron Ore. His career started as an electrician apprentice in 1977 and ascended through the ranks to a certificated engineer after attaining his national higher diploma. At the same time he did a B Com correspondence through Unisa and in 1992 he studied MBA full time at the University of Stellenbosch. According to Neels subordinates are different in nature therefore you can't just have one generic approach in managing your sub-ordinates. You must develop the art of getting to know the people without being prejudice so that you \"can talk the language\" every individual understands. He effectively spent 3 years in the military where you get all walks of life together, looks the same, get treated the same etc. Here you very fast learn to understand people and to understand their characters. That ability to sum a person up quickly helps him in his career to manage different individuals differently. Neels makes use of group meetings, face to face meetings, emails and telephone. All his subordinates have the necessary qualifications required for the position, but then he has the whole spectrum from less experienced to well experienced individuals in my department. We make use of a career development panels for each person to identify developmental areas and to ensure the individual get the training. He currently has 8 people in the department after restructuring. A 360 leadership assessment was done on him by his sub-ordinates and he received a spread from people liking him very much to those who don't like him at all. Informally he does say thank you and well done, but his sub-ordinates know he expect good quality of work on time. Elvis is a Christian, married thirty something Tsonga speaking individual from Limpopo Province. He has been with Kumba for a year and he works as a Principal civil and structural engineer reporting to Neels Van De Watt. He belongs to the Christian religion and has two young children. He believes his relationship with Neels is a fair, although they don't always agree with engineering opinions. He says although there is a platform to express views, sometimes the platform is just a formality as they don't get actioned. Elvis says he is not always motivated to go an extra mile, however he sometimes unwillingly goes an extra mile on some duties that are not aligned with his work just to get his manager off his back. He believes the company through his manager is supporting his career as they pay for developmental courses. He does feel that there is unfairness in the manner in which Neels treats his team. He sometimes state who his favourite subordinates are openly. 3.3. Masala Mutangwa (Leader) and Stuart Dangerfield (Follower) Masala is in his late forties Venda speaking individual from Limpopo Province. He is married and Christian with three children. He started as a junior project manager in Eskom in 1998 and later joined Denel as Senior Manager for Project Management and System Engineering in 2003 and in 2004 where he was promoted to Executive Head of Engineering. In 2005 he joined Anglo American Platinum as a Senior Project Manager responsible for mining projects and also during this time acted as General Manager for Twickenham mine for 18 months. He joined Gold Fields South Deep mine in 2012 as Head of Projects and 2014 he became the Head of Technical Operations for the mine looking after mining, engineering and process. He is now the General Manager of Projects at Anglo American Kumba Iron Ore looking after growth projects. Masala says he treat all subordinates equal in terms of how he relate to them. He has weekly meeting where he shares organisational issues and company performance involving everyone. He holds each person accountable to their scope and deliverable. He does not allow an employee to jump the reporting line without attempting to solve the issue where it belongs. He does not want employees to perceive me as the only person in the team that can solve problems, the other layer of management can do the same as well. He has once a week departmental meeting to update employees on organisational issues and company performance. The main communication channel he use with the team is direct engagement on a daily basis. I has a team of 18 people all staying in one area. It's easy to walk around and talk direct with anyone. There 6 managers with direct reporting to me and 11 employees spread among the 6 managers. The feedback he got is they like the open door policy he has with them and the respect and fairness he demonstrate. When good work is done he personally communicate to the individual that it is well job done and also share with the team the achievement. He make himself available to provide guidance and removes bottlenecks that require my intervention. He takes ownership of both good and bad performance of the department. Team members are encouraged to develop their own individual plan and share where they see themselves in future. He then provides resources in terms of time and environment where they can achieve their own goals. Stuart is in his late forties, married with two children, English speaking individual from Gauteng. He has been with Kumba for fifteen years and works as a Project manager reporting to Masala Mutangwa. He has a strong and open relationship with his manager and feels comfortable to discuss most issues with him and to air his views, even where there may be a difference of opinion. He believes that their relationship is based on trust and receive his full support in the execution of my role. He aim to occupy a Lead Project Manager or Project Director role on a complex Mega Project (with a strong potential for seeing through into execution where still in final study phases), or alternatively a Head-of-Projects or Program Manager or Projects Director position in a substantial projects-driven organization. (Career plan) They have an open door policy and he has full freedom to air his views on either a one-one basis, or in team forums and he is fully motivated to go the extra mile, although clarity of organizational direction & communication has impacted this at times (improved in recent months though). Individual career development has mostly been lacking although most efforts have been focused around current role occupied & have generally not received any longer-term career support such as Advanced Management Program. He think they have a number of strong leaders at Kumba and feel he would benefit from working with a number of them, mainly to experience different leadership approaches and methods etc. It is not driven by any perceived negatives relating to my current manager. He says his manager is fair and approachable. 3.4. Analysis The sampled leaders through the eye of their subordinates have shown the following factors of influence in their leadership style: 1. Traits, behaviour and values 2. Power of influence and 3. Situational relationship theory All the sampled leaders have personal characteristics which have a particular influence which influence their behaviours and attitude. All these leaders have come across situations which have influenced their leadership styles. 3.4.1. Traits, behaviour and values An effective leadership style is built from personal characteristics known as traits, enhanced by behaviour around followers, how power is used to influence the followers to carry out an instruction and lastly how a leader relates to followers. A leader's leadership style stems from the traits, behaviour, power, influence and relationship theories. Traits refers to an individual's general personal characteristics and variety of individual attributes, including aspects of personality, temperament, needs, motives and values (Yukl,2010). Virginia (Case 1) has shown that over time she has developed a behaviour that enables her to succeed in a male dominated industry. As an HR executive and her road up the ranks it requires an individual who has a good professional behaviour. This can be attributed to her interest in the wellbeing of colleagues and their families. This enables her subordinates to draw closer to her and open up about their personal and work issues. Ayanda has alluded that Virginia is passionate about the values of Kumba especially the care and respect value. This enables the team to trust and be trustworthy to their leader. Neels (Case2) has shown that he respects all his subordinates and he believes he is treating them equally. However there is an element of favouritism that Elvis alluded which was also evident is the 360 assessment that was done by all subordinates on Neels. Elvis says Neels sometimes mentions his favourite subordinate, this is a concern as behaviour, and however it does not dilute the respect value for his team. Masala (Case 3) seem to be using the strengths of his professional team, he also mentioned that if he cannot provide a solution to the team, he allows the team to seek assistance from other departments. This is viewed to be a collaboration value. This is one of the values which Kumba expects its employees to conform to. 3.4.2. Power of influence Power involves how a leader influences the subordinates or followers to carry out an instruction. Followers determine how much power a leader has over them and the outcome of influence that the leader expects is commitment to the duties and tasks at hand for compliance but would not like any resistance when an instruction is issued. Influence is the essence of leadership. An effective leader influences people to carryout requests, support proposals and implement decisions. In many companies influence can be applied up and down, up when a leader influences their superiors and downward when influencing followers. Virginia (case 1) uses influence of legitimate power to her followers. Legitimate power is the target person complies because she believes the agent has the right to make the request and the target person has the obligation to comply. This is due to the following evidence in their relationship: Virginia verifies her orders where necessary and makes polite and clear requests, since Ayanda mentioned that she's fair and approachable. Ayanda mentioned that she's able to bounce any work related issues to Virginia. Virginia verifies her authority where necessary because Ayanda mentioned she always provide solution and knowledge platform in the order of the day. Virginia doesn't exceed her scope of authority since Ayanda confirmed that she allows them to manage their own work as long as things get done. Virginia uses her inspirational appeal tactics to arouse Ayanda's emotions in order to gain commitment for a request or an order. (Yukl, 2001) Neels van de Watt (Case2) has influence of coercive power over Elvis. Coercive power states that targeted person complies with instructions in order to avoid punishment controlled by the agent. This can be deduced from the following evidence: Elvis complies with Neels' orders in order to avoid punishment as he mentioned they don't always agree on engineering opinions, but the work still needs to be done. It seems like Niels doesn't make time to explain reasons for his request to his follower (hence couldn't be using a legitimate power). Although he mentions that company culture is promoting development, there's no platform for Elvis to express his views or frustration in the work place meaning no open door policy relationship with his boss. Neels is leading Elvis with thread and force, bullying doesn't work in the work place. (Vivian Jiang, 2013). It can also be deduced from the interview with Elvis that he get demoralised at times. Masala Mutangwa (Case 3) shows evidence of expert power type of influence because Stuart mentioned the Masala listen to follower's concerns and suggestions and also doesn't rush into careless or inconsistent statements. Although Stuart seem to aspire interacting with other leaders in their firm when he indicated that he could learn benefit from working with a number of strong leaders at Kumba, so this indicate that Masala only has reward power type influence because if he could get another stronger leader in their firm, he wouldn't need Masala. The current situation seems only to work because Stuart want to gain experience and knowledge from Masala hence he complies with his orders. The essence of leadership development is shared wisdom, learning by example to adapting to situations which are never exactly the same\" (Conover & Graig:1996). 3.4.3. Situational leadership theory Ayanda Magoxo (Case 1) views her leader to have a leadership style that is democratic and participative. Symptoms are when she mentioned that Virginia has an open door policy, fair and approachable leader who allows them to manage their own time to get the job done. This is evidence of typical democratic leader who allows employees to establish own goals and they feel more engaged in the process. Elvis Mabasa (Case 2) views his leader as an autocrat since he doesn't trust some of his employees like when he would openly mentions his favourite employees and doesn't allow them to input as he never takes their views. He also mentioned that Neels sometime seem to have taken a decision before the discussion, this can be deduced when he said inputs are not always taken into consideration irrespective of their weight. Stuart Dangerfield (Case 3) views his as a participative leadership style since he encourages his team to share ideas and opinions by affording them opportunity to propose solutions to problems. Masala also has an open door policy where it's easy to walk around and talk to anyone. Members feel more engaged in the process. 4. Group Reflections on the learnings The group members acknowledged that all leaders interviewed need to observe and understand the follower's situation in order to successfully influence them to perform in achieving a common business objective. The exercise also highlight that individuals are unique, regardless of background but it's determination and hardworking that makes anything is possible. It was also comprehensible that leadership is not an easy role, as each leader has to deal with leadership challenges that affect followers. Regarding the five leadership theories, the traits and behaviours were different from each leader. The five theories may only apply to an individual. Leaders amongst other fundamentals should have a good understanding of human nature, such as needs, emotions, and motivation; hence the group recommends this model: LEARNING LEARNING ORIENTATION ORIENTATION STRATEGIC STRATEGIC THINKING THINKING CULTURE INSPIRATIONAL INSPIRATIONAL MOTIVATION MOTIVATION INTERGRITY SELFAWARENESS LEADERSHIP LEADERSHIP SKILLS SKILLS COACHING COACHING &TRAINING &TRAINING Source: McClelland, 1973 ROLE ROLE MODELING MODELING 4.1. Learning Orientation Aspiring leaders should be encouraged to learn in order to further prune their skills. However there's condition to learning exercise and they must be motivated and willing to learn. Leaders cannot teach knowledge or skills to people who are not motivated to learn. They must feel the need to learn, most employees are motivated to do a good job. 4.2. Coaching & Training Training is a structured lesson designed to provide the employee with the knowledge and skills to perform a task. While coaching, is a process designed to help the employee gain greater competence and to overcome barriers so as to improve job performance. People should be trained with technical support, then coached with motivational pointers. Both training and coaching help to create the conditions that cause someone learn and develop. Both coaching and training have few points in common: Evaluate to determine knowledge, skill, and confidence levels. Define objectives that can be measured periodically. Break them down into step-by-step actions. Clarify direction, goals, and accountability. To foster accountability, involve the person or team in the decision making. Encourage peer coaching by reminding them that everyone has a stake in each other's success. Give feedback by pointing and hinting towards solutions; try to stay away from critiquing errors. Lead by example! Demonstrate the desired behaviors. The profiles of the interviewed leaders confirm that leaders lead by being examples to their subordinates and sometimes they have to be in front in order to demonstrate what is required out of them. 4.3. Inspire People People are easily encouraged to perform tasks or activities via some inspirational influence. Three main actions will aid in accomplishing this: Be passionate: a leader with great enthusiasm about a project will subconsciously influence a trickle-down effect will occur. Leaders must be committed to the work they are doing. If they do not communicate excitement, how can they expect people to get motivated (McClelland, 1973). Leaders should get employees involved in the decision making process: People who are involved in the decision making process participate much more enthusiastically than those who just carry out their boss's order. Help them contribute and tell them their opinions are valued. Listen to them and incorporate their ideas when it makes sense to do so (McClelland, 1973). Know what your organization is about: Every decision we make is a people issue.\" Your organization is the same. It may make a product or sell a service, but it is still people! A leader's primary responsibility is to develop people and enable them to reach their full potential. People may come from diverse backgrounds, but they all have goals they want to accomplish. Create a "people environment" where they truly can be all they can be (McClelland, 1973). 4.4. Strategic Thinking and Alignment Trust and confidence in top leadership was the single most reliable predictor of employee satisfaction in an organization. Effective communication by leadership in three critical areas to winning organizational trust and confidence: 1. Helping employees understand the company's overall business strategy. 2. Helping employees understand how they contribute to achieving key business objectives. 3. Sharing information with employees on both how the company is doing and how an employee's own division is doing relative to strategic business objectives. 4.5. Role Model Leaders should display attributes that make people want to follow . Provide a feeling of trust. Assembly the group and builds morale when the going gets tough (McClelland, 1973). 4.6. Organizational Culture Each organization has its own distinctive culture. It is a combination of the founders, past leadership, current leadership, crises, events, history, and size (Newstrom, 1993). These rites impact individual behavior on what it takes to be in good standing (the norm) and directs the appropriate behavior for each circumstance. Culture is the deeply rooted nature of the organization that is a result of long-held formal and informal systems, rules, traditions, and customs; climate is a short-term phenomenon created by the current leadership. Climate represents the beliefs about the \"feel of the organization\" by its members. This individual perception of the \"feel of the organization\" comes from what the people believe about the activities that occur in the organization. These activities influence both individual and team motivation and satisfaction, such as: How well does the leader clarify the priorities and goals of the organization? What is expected of us? What is the system of recognition, rewards, and punishments in the organization? How competent are the leaders? Are leaders free to make decisions? 5. Conclusion Leadership is essential in all organizations and educational institutions are no exception, but the concept of academic leadership is unique in higher education and, arguably, is concerned with leadership that extends beyond the organization into the wider world that higher education institutions seek to serve. Traditional concepts of academic leadership are closely associated with individual excellence. Explores the importance of the contingency model of leadership, which suggests that leadership style might change to accommodate changing and differing environments (Rowley:1992). According to Hersey & Blachard:1982, the big question is whether leaders are born of made? From our case studies we can like to conclude that both are essential for an effective leadership. The natural leadership skills and educational background are the foundation for skills development and the knowledge enhancement. In our above case studies, Virginia portrays sign of a born leader by her natural instinct mentoring and befriending her colleagues but also pruned her skills by her academic Business Admin Honours and MAP qualifications also her experience made her to excel. Therefore some leaders are born and some are made. Therefore, the leader needs to display understanding, respect and to actively engage in knowledgeable encouragement to followers. The above mentioned traits are that of a transformational leader, who treats followers in an individualized way that provides to their emotional and personal needs and encourages their growth and accomplishment (Dvir, Eden, Avolio, and Shamir, 2002). The basis of good leadership is honorable character and selfless service to your organization. In employees' eyes, your leadership is everything you do that effects the organization's objectives and their well-being (U.S. Army, 1983). 6. References: 1. Hersey, P., Blanchard., 1982. Leadership styles: attitudes and behaviours 2. Dvir, T., Eden,D., Avolio, B.J., Shamir, B. 2002. Impact of transformational leadership pn follower development and performance. 3. Rowley, J., 1997. Academic leaders: made or born. Industrial and Commercial Training, Vol. 29 Iss: 3, pp.78 - 84 4. T Greenleaf, R.K., 2002. Servant Leadership: A journey into the nature of legitimate Power and greatness. 5. Yukl,G.2010. 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