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Is total control the no 1 must have quality for great leadership?

Is total control the no 1 must have quality for great leadership?

Every person with an opinion on leadership will dispute the number one quality for leadership as discussed in this article (and my previous articles - ruthlessness and fiery temperament), and will submit a range of counter suggestions. The reason for this is that leadership is not an exact science.

It's at best hit and miss.

A characteristic that might make one leader outstanding could make another person a hated dictator. Bill Gates of Microsoft was considered a great leader, yet he was also renowned for his temper tantrums and outbursts.
Gates kept his finger in every single pie in the company and ruled his staff by constant and fierce interrogations which often led them to reverse their opinions and decisions. Control was basic to Gates's nature and his management style.

He had an obsession with detail and with checking up on his staff. Even getting his right hand man, Steve Ballmer, to have his expenses slip signed off by him was part of his tasks. Bill Gates never treated his staff as equals and needed to control every part of the organisation.

If one were to then look at Microsoft as an example of a successful company, which one would need to agree to, and the leader it had through its extreme growth phases then one would say that every successful company needs a leader in the same mould as Bill Gates.

With that conclusion one would say that the number 1 must have quality for leadership would need to be total control over the organisation. No staff member may do anything but follow the leader's say so. Nobody may make one creative move.

Just in case you might think this is an example of an exceptional company with an extraordinary leader then look at Steve Jobs and Apple.A Harvard study concluded that Steve Jobs is a horrible manager. He believes in the Great Man Theory of Leadership. This is a CEO-centric model of executive power which should be considered outmoded, unsustainable and ineffective.

This is how Steve Jobs rules.

He totally dictates to his staff. He overworks them, underpays them. He shrouds his company in secrecy, treats his employees to tyrannical outbursts and he refuses to listen to customer feedback. His idea of life and business is that regular rules do not apply to him.

Just as an example of Job's hard attitude to his customer he introduced the USB port on the Apple computers well before this technology had many followers. Apple users just had to find external gadgets that had USB connections if they wanted to plug anything into their machine.

Same principle with the hyper thin laptop the Air. No DVD drive anymore. Stop complaining Mr Consumer. It's a beautiful machine, what do you need a DVD drive for. After all everything is now available to download online. There's no doubt that this will happen in the future, but is not a reality as yet.

Here are two dictators. They are inflexible, hard-nosed, lacking in people skills type leaders. Their attitude crosses over into the consumer space. Gates told his consumers they would have to have Internet Explorer and Jobs has been as inflexible in dealing with his customers.

Yet they have built companies from nothing into world leaders becoming extraordinarily wealthy in the process. Yet every leadership manual out there will inform you that these qualities need to be avoided at all cost. They are not what's needed to make an organisation work well.

So what's your view?

What's the number one quality for great leadership?

 

 





Is total control the no 1 must have quality for great leadership - To learn more about this author, visit Andrew Rondeau's Website.

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Dave Kurlan
Dave Kurlan is the founder and CEO of Objective Management Group, Inc., the industry leader in sales assessments and sales force evaluations, and the CEO of David Kurlan & Associates, Inc., a consulting firm specializing in sales force development. Dave has been a top rated speaker at Inc. Magazine's Conference on Growing the Company, the Sales & Marketing Management Conference and the Gazelles Sales & Marketing Summit. He has been featured on radio and TV, including World Business Review with General Norman Schwarzkopf, in Inc. Magazine, Selling Power Magazine, Sales & Marketing Management Magazine and Incentive Magazine. He is the author of Mindless Selling and Baseline Selling – How to Become a Sales Superstar by Using What You Already Know about the Game of Baseball. He created and wrote STAR, a proprietary recruiting process for hiring great salespeople, and he writes Understanding the Sales Force, a popular business Blog and is a contributing author to The Death of 20th Century Selling and 101 Great Ways to Improve Your Life, Volume 2. - Visit Dave Kurlan's Website

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Linda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website

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Dianne Crampton is an executive leadership coach, team culture consultant, author and president of TIGERS Success Series, Inc. Dianne has been helping CEO's and Executives connect their employees to their core values and goals for over 20 years using the trademarked TIGERS team culture process, which stands for trust, interdependence, genuineness, empathy, risk and success. To download a free white paper on behaviors that build strong teams and behaviors that will predictably tear them down go here.

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