When you are told “do as I tell you”, “you are not up to mark,” without listening to you, without understanding your predicament it lets down your morale. When this happens, you lose enthusiasm and goodwill among the staff. It drains energy of people, it disappoints people. Poor leaders suck all good energy of their teammates.

A leadership style refers to a leader’s characteristic: his behavior while directing, motivation style, guiding, and managing their group. Great leaders can inspire positive thinking, innovation, positive movements and social change. They can also motivate others to perform, create, and innovate.

The way Southwest handled 9/11: Southwest is known for its impeccable customer service. In the aviation industry it enjoys its position because of good customer service, Southwest always has put customer service first; no matter what the situation. On the dreadful September 11, 2001, airlines were forced to shut down for days for avoiding more problems. The passengers were shattered and they trying to recover from the abrupt shock. Since all airlines were shut, all airline passengers, flight attendants and pilots were stranded with the planes across the United States. Instead of simply sitting and waiting, Southwest employees were encouraged to take passengers for bowling, sightseeing, for movies to pass the time.

During these tough times, many airlines started cutting jobs in the months following 9/11, because the airline industry had been badly affected, and many airlines were forced to cut their workforce by up to 20 percent. During such tough time, instead of following the trend, Southwest announced within three days after 9/11 that it would keep all of their employees and start a $179.8 million profit-sharing program for employees. Southwest CEO James Parker felt that the foundation of the airlines was built on integrity and sound principles for the past few decades, and at such crucial time he felt that his airline must support the passengers.  Parker’s timely decision and action has become a case study.

As you start observing some people whom you consider as great leaders, you at once see that there are immense differences in how each person leads. Natural leaders inspire individuals to do well, contribute to the success of the organization. Born leaders use feedback and role modeling, not as a control mechanism, but to inspire others.

No matter what the situation is, something that mars organization is practicing double standards; witnessing people say one thing, and do something else. This betrays and demoralizes all stakeholders. Deceit is very destructive. It might work for few days, but it soon evaporates peace of mind. If you are in a leadership position, you must be prepared to take responsibility of your team. You cannot run from result of your team whether good or bad.

Why did Chatrapati Shivaji Maharaj’s soldiers fought so hard for him? What if he sat on top of a hill, safe from the battle? Probably he wouldn’t conquer so many battles. He would have been just another average general in our history books, instead of the example of a successful leader that we know today.

Nelson Mandela was the first democratically elected President of South Africa. He was the face and leader of the Anti-Apartheid movement, relentlessly fighting against racial discrimination all through his life. He was sentenced to life imprisonment for conspiring to overthrow the state following the Rivonia Trial. His tremendous focus, determination, and will dismantled the apartheid, making him come out as a hero and lead his country into having an equal and free future.

Jack Welch of General Electric (GE) pushed GE to new heights; he had to turn everything upside down. Everything changed in the organization. He developed the idea of a “boundary-less” organization. This means that everyone is free to brainstorm and think of ideas. Instead of employees waiting for the nod of some higher up and wasting time, they could meet Welch anytime to discuss about their ideas. He wanted his team to turn loose, but he ensured that performance comes first. Everyone from the lowest line worker to senior manager got Jack’s equal attention; if they had something to say about a new idea that could make the company better, Welch would give the person credit. Jack Welch walked his talk. He stayed true to his passions. As a result, GE became an incredibly successful company under his able leadership. His team was always willing to follow his direction, because the people within organization knew that he always kept his word.

Your team enthusiastically works for you if you do what you say. They observe you; they keenly pursue your actions. If you only order things and don’t get involved in the operation, they might not follow you enthusiastically. And, if your actions don’t follow your words, they will suspiciously look at you for everything you tell them. If trust is not present in your group relationships, you may struggle to make meaningful connections. As a leader, avoid damaging trust because once lost, it is difficult to rebuild. Walk your talk.

The conventional practice of management to drive results at any costs is ruled out. Managers used to be hard on employees, suppress them, scare them and get work out of them. Today the scene has changed.  Managers need to strike a friendlier cord with their subordinates. They are aware of their subordinate’s personal lives, their hobbies, their hidden talents so that their personal and professional lives don’t collide. Today’s workplace atmosphere calls for an evolved way of management and of leadership. Today’s managers have to be good human first to get the best performance from his subordinates. Today’s manager needs to motivate and inspire his team to get the best out of his team members.

Nobody can stand an obsessive, insecure, complicated and fiddly manager.  People don’t leave organizations, they leave persons. No one likes to work with a ‘self obsessed’ manager; someone who says ‘I am so and so’, ‘I like so and so’, ‘this is my vision’, ‘that is my intention’ so on and forth. Instead of ‘me’ manager employees like a ‘we’ manager. A leader who can accommodate others is appreciated highly. Being human is no more considered a sign of vulnerability; it’s a mark of strong leadership. Employees are first human beings. Organizations must acknowledge this fact and hire managers who understand other’s emotions. We cannot underestimate social emotions; they are most crucial for success.  And, the most vital emotion at work place is empathy.

Leaders who want to be in control all the time get frustrated when their team looks up to them for answers and solutions. And, if they display any limitation or waver in their decision, the chances are the whole organization can crumble around them. Perfectionism and insecurity makes the leaders terribly anxious. Also a fixated manager always remains anxious. We should remember that even subordinates can see the strengths and weaknesses of their superiors. Despite some weaknesses if the managers function well, if they can handle tough situations without much fuss the subordinates support him/her quietly.

Clearly, some training and development needs are universal. Some traits of leadership can be taught but some are to be innate. It’s still not scientifically proved whether leaders are born or they can be developed.

A good leader understands that each member in his team is unique: each one has different skills, different levels of understanding, and is fit to take on different responsibilities and objectives. Thus the business world, political world, social world requires trained, well mannered and mature leaders. The academia needs to take on the responsibility of training and developing effective leaders.  When we say academia more emphasis is stressed on business schools which can play a big role in developing trusted leaders.

Organizations today seek collaborative thinkers who are cooperative and can solve problems. At B-Schools too much of emphasis is laid on developing analysts who are good at applying quantitative management formulas. The narrowly designed specializations corrupt minds of the students; they lose the ability of looking at problems from totality.  Companies demand leaders who can powerfully coherent ideas, both orally and in writing. Companies look at leadership traits that can motivate and guide their people. But business schools tend to train people to simply assert their ideas. We are trailing out on the importance of understanding and empathizing emotions. Working with our own and other’s emotions seems very difficult. Another thing is sensitizing the students to the real time issues and improving their critical abilities. Excellent communication is equally core area for development.

Can we expect a radical revamp from B schools? No, we can’t until industry and schools compare notes. I think the gap between expectation from the organizations and the skills taught at MBA schools can be shortened if there is a regular dialogue between both.

A 1999 study of MBA graduates conducted by Mark Kretovics who was then assistant dean at Colorado State University’s College of Business and is currently an assistant professor of higher education administration and student personnel in Kent State University’s Department of Teaching Leadership and Curriculum Studies, provides really striking findings. He assessed set of skills among a control group comprising of students from various streams of studies including MBAs. The study proved that out of 12 skill areas in 7 categories MBA graduates were significantly better than the group of university graduates not enrolled in a business program. The seven categories in which MBAs were superior were action, goal setting, information analysis, information gathering, quantitative skills, theory, and technology. However, the MBAs could not outsmart students from other streams in five other equally critical areas: helping others, inventiveness, leadership, affiliation, and wisdom. We see that these deficiencies are widespread among MBA programs in most part of the world.

In a 2002 poll by Canada’s Financial Post, 141 CEOs and senior executives rated non-business-school graduates as far better than MBAs in commitment to hard work, oral communication, written communication, understanding industry analysis, interpersonal skills, and even skills in marketing and sales. B Schools must take their roles seriously.

The primary task of leadership is giving direction. Leaders must be able to create trustworthiness in their organizations. Trust is the foundation of leadership. In 21^st century organizations must transform economy by improving lives, saving the environment and empowering communities. Transformation, environment protection and empowerment all three breed well when there is trust.  Organizations have to recognize themselves as social enterprises. The social networking and Internet are educating the people like never before. To face the complexities in the business world well prepared leaders are a must. Most MBA graduates arrive at new jobs unprepared. They should be prepared to work in multicultural, diversified, multiunit organizations.

Organizations expect highly motivated, able people with stronger skills who arrive with MBAs.  They look for stronger skills in writing, public speaking, building and running teams, supervising and delegating, and sharing leadership in ways that motivate and inspire subordinates. Even if it’s true that social skills are difficult to teach, curriculum can be designed to promote them. Organizations expect MBAs with a better grasp of the scientific method and how to apply it from hypothesis generation through the research and analysis that underlies the MBA profession. Research skills must be taught at the B Schools with precedence.

Business schools mistakenly defer to students when they’re designing their curriculum. They instead try to please students by designing lighter, misleading curriculum. That could explain why MBA programs do not pay enough attention to the nuts and bolts of problem solving.

Another area of concern is there is hardly any stress laid on the quality of being honest and having strong morals and principles. For building successful business ‘integrity’ is a must. A 2007 Bloomberg/LA Times survey reported that 6 out of 10 Americans believed that the CEOs of American companies are not ethical. In 2008 America witnessed the subprime crisis and the economic downhill.

Bad leadership and lack of genuine spirits are not going to take us any further. The base of leadership is integrity and spirit of service. Today we need leaders who can instead of only talking do the walking for transforming the economy. Leadership is a relationship between the person leading a group and group members. As with any relationship, success depends on both parties.

Whether the setting of an organization is business, government, education, entertainment, retail, or it’s an NGO; most people would agree that they would like to work with a good leader. And, a good leader is someone like a good physician. Just as the physician identifies the patient’s disease accurately to ensure effectiveness of the prescribed treatment, the business leader must also be able to diagnose problems, values and voices while finding effective solutions. All said and done, today all organizations are craving for trusted leaders.