The journey to becoming an ideal leader has a lot of challenges. However, one of the most evident and common of these challenges includes the lack of individual drive and measure to match some skills that are pertinent to becoming ideal leaders. Some of these things that the common people lack include personality traits, skills, behaviors, and competencies that make them not become the exemplary example of leaders in their places of work (De Cremer & Van Knippenberg, 2004). This paper tends to look at the given aspects that influence the effectiveness of an individual as a leader and work on the important aspect of the availability of these leadership components.
Some of the most important personality traits that make an ideal leader includes honesty and confidence. Once an individual is honest about his or her motives, they can be able to take the wheel and lead a certain population towards prosperity (Hogan & Kaiser, 2005). Furthermore, the mixture made from honesty and confidence will make a better leader out of the individual through gaining of support from the population being led (Nahavandi, 2016). Such strong show of trust and confidence in one’s leading abilities complements individual efforts of becoming a leader (Van Knippenberg & Van Knippenberg, 2005).
Effective leadership is a process that takes time and hard work, as such, the ideal leader holds a set of skills that include timely actions that tend to be happening at the right time or right place. This is a competence that will make one become a leader in an invariable community and strive for a long period (Hoyt et al., 2003). The ability to take action at the right time can be a very useful skill to an individual aspiring to become the ideal representation of a leader.
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Hoyt, C. L., Murphy, S. E., Halverson, S. K., & Watson, C. B. (2003). Group leadership: Efficacy and effectiveness. Group Dynamics: Theory, Research, and Practice, 7(4), 259.
Nahavandi, A. (2016). The Art and Science of Leadership -Global Edition. Pearson.
Van Knippenberg, B., & Van Knippenberg, D. (2005). Leader self-sacrifice and leadership effectiveness: the moderating role of leader prototypicality. Journal of Applied Psychology, 90(1), 25.