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Contemporary Leadership Style in Managing a Developing

Project in The Public Sector

Group - 3

Syed Abdul Rafey (01-398222-128)

Usama Murtaza (01-398222-112)

Hadi Zafar (01-398222-112)

Umaiyma Bilal (01-398222-028)

Muhammad Awais khan (01-398222-069)

Muhammad Usman Malik (01-398222-083)

Owais Ali (01-398222-083)

Waseem Asad (01-398222-117)

Sana Riffat(01-398222-099)

Rimsha Sajid(01-398222-093)
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Table of Contents

Introduction 3

Background 3

Objective 4

Literature review 5

Leadership in a public organization 5

Transformational Leadership in managing the development project in the public sector 6

Transactional Leadership in managing the development project in the public sector 11

Different Types of Leadership for Public Sector 13

Autocratic Leadership 14

Laissez-faire Leadership 14

Leadership Styles (Informational technology projects) 15

Technical Leadership 16

Transformational Leadership 17

Leadership Styles (Construction projects) 18

Leadership factors and Implications 19

Factors That Build Phenomenal Leaders (ICMA, 2016) 20

References 23
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Introduction

Leadership plays a vital role in achieving project success and meeting the organization’s

strategic objectives. In times of globalization, where things are moving/changing rapidly,

choosing the right leader for the project will ensure smooth delivery and maintain a cohesive

environment within the team. Leadership is a critical component of good public governance

(Krapp, 2013). A leader should have the ability to motivate, Influence and enable others to

contribute towards the effectiveness and success of the proposed venture. How powerful a leader

is depends on the perception of others((Lord & Maher, 1991; Maurer & Lord, 1991; Pfeffer,

1977). With great power comes great responsibility (Raimi, 2002). So now that we have

identified what a leader is we need to understand what are leadership styles? Leadership styles

are the manner and approach of providing direction for a team, implementing plans and

motivating people to complete a task. One must be aware of different styles of leadership and

their strengths, weaknesses, and suitability because this will allow you to work in the way that

best lends itself to your personality and can be tailored according to the project needs.

Understanding of Leadership styles and selecting the appropriate one according to the project

need will benefit the people influenced by the project and the organization you are working with.

Background

When it comes to Managing projects in the public sector domain, especially in countries like

Pakistan and other South East Asian Countries (Developing Countries) there are various

contemporary leadership styles that can be opted, which we will cover in detail in a bit but the

question arises why do we need several forms of Leadership? Each form of leadership comes

with different skills and work operations. Leadership varies due to experience, responsibilities

and relation with discrete employees (Paul., 2020) . For managing projects in the public sector a
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leader has to represent the organizations internal interest along with the external interests and

form them into one vision. The followers are not only subordinates but also other groups such as

taxpayers, government agencies and legislators who all have different expectations of their

leader and can have a conflict of ideas. The organizations within the public sector can have

different aims and could be related to different entities therefore when it comes to exploring

leadership styles in the public sector it is a totally different ball game as compared to the private

sector, where the strategic objectives are known, and the desired outcome can be molded

accordingly.

Objective

The most crucial role of leaders in the public sector has been to resolve the challenges faced in a

specific environment. When we say we want more Leadership in the public sector we actually

are looking for people who will promote institutional adaptations in the public interests so

leadership in this case is not value neutral e.g. a school will bring value to the public in a

different way as compared to a hospital. So, Leadership styles are an important variable that lead

to enhanced management function as well as organizational performance. Leadership styles also

play an integrating role among various Human Resource management components such as

selection and recruiting, development and training, gauging performance, public service ethics

and success planning (OECD, 2001). Selecting a suitable Leadership style will also result in

effective decision making which is aligned with organization’s strategic objectives and

capabilities. A leader should also cater to the CSR(Corporate social responsibility), in order to

build a sustainable world, intersection of leadership and ethics is a must.

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Literature review

Leadership in a public organization

Leadership is often acknowledged as a crucial element for any project-based organization

success. Both academic researchers and working professionals in the area agree that the

leadership of their organizations may affect public organizations. Nonetheless, it is not as clear

what kind of leadership affects what results and to what extent. The most prominent component

of this change is the growing variety of leadership styles, which may be seen as the "middle-

range conceptualization of recognized patterns of leader attributes and actions." As a result,

"styles" of leaders, are assessed which concern to the particular ways in which they demonstrate

various behaviors and activity (Waller, 2015).

In actual, there is a great variety of leadership styles that have been studied in the past literature.

This spectrum of leadership styles has extended in recent years to include concepts like

entrepreneurship, ethics, servant leadership, shared leadership, and paradoxical leadership. There

is a chance that the inception, major focus, and end outcome of each kind of leadership will be

distinct, but they will almost certainly have some traits (Ricard et al., 2017).

The extent to which a leader's strategy is effective in achieving the goals of public organizations

is a crucial factor in deciding whether that technique receives academic and applied attention. As

a result, a substantial amount of research on the subject ties various forms of leadership to

several outcome criteria as critical components of success. For instance, one of the areas of

public organization leaders that has gotten the most attention from academics is the relationship

between leadership styles and job satisfaction (Nanjundeswaraswamy & Swamy, 2014). The

notion that "people leave their bosses instead of their jobs" is a proverb that emphasizes the
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importance of leadership in determining whether a workforce is satisfied with their position in

project or not. Previous research has, for the most part, achieved an agreement on the existence

of links between leadership and the levels of work satisfaction experienced by followers;

nevertheless, the amount to which different leadership styles are connected with this relationship

may vary considerably (Male et al., 2007).

A single leadership style can have drastically varied impacts on a variety of outcomes. The huge

amount of research on this topic has focused on the effects of leadership on the attitudes,

motivations, and actions of workers in developmental projects of public sector. This is consistent

with the notion of leadership as a process including the influence of others' actions. It is probable

that work-related qualities, such as employees' perceptions of their freedom at work, and

management practices, such as the publishing of performance statistics, are also correlated with

leadership results. The study of the effects of leadership at the group, organizational, and project

levels is of special interest to academics and practitioners. These are intermediate and far-

reaching outcomes of leadership, and it is unclear whether leadership always delivers the same

outcomes across the board or if various leadership styles have varied outcomes. These are

intermediate and long-term outcomes of leadership among leadership style and public sector

developmental projects (Effendi and Pribadi, 2021).

Transformational Leadership in managing the development project in the public

sector

Transformational leadership is characterized by a relationship between followers and their

leaders that is based on more than simply the exchange of incentives for compliance.

Transformational leadership is also characterized by strong identification with the leader, the

establishment of a common vision for the future, and a link between followers and their leaders
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in public sector organization. Leaders who can bring about transformation in their followers, as

well as their organizations, do so by recognizing the need for change, providing compelling new

ideas, mobilizing support for those goals, and modelling the behaviour’s they want to see in their

followers (Nilwala et al., 2017). One of the most significant characteristics of transformational

leadership is the leader's ability to convey a compelling vision for the future of project. These

types of state leaders exude charm and self-assurance in equal measure. A leader's charisma in

any project may encourage their team to strive toward a shared objective, but for the team to

flourish and realize its full potential, the leader must pay attention to each team member and give

them the necessary resources and support. If project leader give someone whole and undivided

attention, they are appreciating their uniqueness and worth as well as trying to foster their

personal growth. This is achieved in part via the provision of constant feedback and the

connecting of the individual's needs to the goals of the public organization receiving coaching or

mentoring (Stănescu & Rosca, 2010).

Due to the emphasis placed on the leader's capacity to perceive the broad picture and inspire

others, transformational leadership is a good fit for the requirements of project-based

organizations. This leadership approach is compatible with the view that project managers

supervise "a diverse collection of persons over whom they have a little direct impact on the

majority." Due to the inherent power associated with project management, project-based

organizations need visionaries and motivators as leaders. The emphasis has switched from

control and compliance to identification, loyalty, and commitment since project managers are

now viewed as leading groups of brilliant individuals within a collaborative bureaucracy (Amin

et al., 2016). The practice of transformative leadership relies heavily on these processes. As a

result, the project's environment may be conducive to leaders with a transformative perspective.
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The study of transformational leadership has become one of management studies' most

prominent subfields. Transformational leadership is defined by a focus on the leader's self-

interest and the exchange of benefits for work completed; transformational leaders drive

followers to change by altering their worldview. These leaders have the power to convert their

followers by appealing to their higher order wants and convincing them to prioritize the

organization's demands above their own for its success. Consequently, they may guide and

motivate individual work. It was formerly believed that transformational leadership would be

unique from incentive- or transaction-based leadership and more successful (Fareed et al., 2021).

Before a leader can successfully motivate their followers to experience change and increase their

level of devotion to the objective of the public sector organization they represent, they must

fulfill several conditions. To begin, it is the responsibility of the organization's leaders to

motivate the workforce by successfully articulating an enticing vision of the organization's

mission and future. On the other hand, just conceiving a strategy is insufficient. Project

transformational leaders who wish to change their followers must first inspire them and then

offer them the resources they need to complete the transformation. Consequently, a second

connected requirement is that the leader must become a source of inspirational motivation, acting

as a role model (exhibiting actions that are consistent with the state division) and boosting

employee confidence and pride in the project mission. In addition, they must push their followers

to reconsider how they have historically treated organizational difficulties and customs to

achieve the objective more effectively. This is required for the achievement of the objective.

Transformational leaders are capable of guiding, motivating, and bolstering their teams largely

via three sorts of motivation: intellectual challenge, inspirational challenge, and inspirational

challenge (Harb & Sidani, 2019).

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Studies have shown that transformational leadership is a real phenomenon, and these same

studies have repeatedly connected the practice of transformational leadership to better levels of

productivity and morale in all types of businesses, including public and nonprofit ones.

Considering the community-oriented and service-oriented objectives of public and non-profit

organizations, it is crucial to underline that transformational leadership may be especially

effective in these circumstances. Another central tenet of the literature on state worker

motivation is that "the more engaging, attractive, and worthwhile the task is to people, the more

the agency will be able to attract assistance from those people, encourage some of them to

participate in the agency, and encourage them to perform effectively in the agency." This

approach is congruent with the focus transformational leaders put on an organization's mission's

capacity to drive workers. Even while everyone is on board with reaching the objective, there is a

growing knowledge that additional study is necessary to build a more nuanced understanding of

the elements that exist inside companies and have the capacity to either support or discourage

this kind of behavior.

For transformational leadership to be effective, both leaders and followers must have some

degree of freedom in defining and carrying out their respective responsibilities. When employees

are given more autonomy and a higher feeling of responsibility for the work they do, they are

more likely to be motivated by their professions, and they are also more likely to develop the

self-confidence they need to perform at their utmost best according to project objectives.

Given that public organizational structures discourage the use of discretion and a high degree of

autonomy, it is not surprising that many academics believe that the sophisticated control systems

typical of mechanistic or bureaucratic companies inhibit the growth and effectiveness of

transformational leadership. Instead of depending on charm and persuasion, this organizational

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structure demands its members to have moral and legal power. Because bureaucratic

organizations have a strong need for stability, uniformity, and equality, they depend on

institutional processes to restrict employee choice and foster uniformity in their perception and

reaction to the work circumstances and duties they are given. A hierarchical distribution of

power is one of the structural features of such stable settings, coupled with a focus on downward

communication (with limited upward and/or lateral communication) and tight adherence to

formalization through rules and regulations. These structural concerns serve as a barrier not just

to the possibility of revolutionary leadership but also to its need. To begin with, they minimized

the amount of leadership necessary by relying on the signals that were already built into the

organization's structure to regulate the conduct of the staff. Second, they limit the leader's

capacity to innovate and motivate followers by reinterpreting the organization's goals following

their values. It has been established those excessive degrees of centralization and systematization

result in employee turnover by suppressing the expression of unique ideas, motives, and

attitudes. This data supports the hypothesis that high levels of these behaviors will have this

impact (Cristina & Ticlau, 2012).

Surprisingly few studies have examined this notion in the real world, despite the widespread

belief that bureaucratic organizations are incompatible with transformative leadership. Although

there is less evidence to support the detrimental effects of centralization and systemization on

transformational leadership, the effects of other bureaucratic structural characteristics, such as

inadequate lateral or upward communication, remain largely unstudied. This is a concern, since

these characteristics may have a substantial influence on the efficacy of transformative leaders

(Amin et al., 2016).

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In addition to these more typical bureaucratic strategies, the features of public sector

organizations may also play a role in the development and efficacy of transformational

leadership. A recent study, for instance, has identified the inadequate use of performance

evaluation and the lack of managerial discretion necessary to link incentives to performance as

key issues requiring more examination regarding the nature of leadership in public businesses.

To link incentives to performance, it is necessary to solve both of these concerns; yet, none is

presently being addressed (Cristina & Ticlau, 2012).

Transactional Leadership in managing the development project in

the public sector

To begin the process of garnering the cooperation and motivation of the team members,

transactional leaders must exchange advantages with team members. To improve employee

morale and productivity, transactional leaders should prioritize the process of establishing

reasonable expectations for their teams. As a consequence, the leaders in the developmental

project will be able to achieve their goals of developing each of these aspects. The chance that

team members may financially profit individually is a stronger motivation for those team

members than the likelihood that they will be inspired or collaborate. This is because the

likelihood that project team members will get individual financial benefits is larger than the

likelihood that they will collaborate. One of the distinctive characteristics of transactional

leadership is its dependence on rule-based administration and rule-based motivation, which is

regarded as one of its defining characteristics. This style of leadership is also distinguished by its

support for a more democratic form of management in public sector. Transformational

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management will act swiftly to implement problem-solving approaches if difficulties develop

(Jensen et al., 2019).

The top management of the public and its employees can interact successfully in pursuit of their

common objectives of project because they have developed a solid foundation of mutual trust

and support. As a consequence of this type of leadership, outcomes are attained via the fostering

of mutual concern for the task at hand. This regard is crucial to achieving the objectives. As a

direct result, the company takes a proactive approach to manage its corporate activities (Donkor

& Zhou, 2020).

Transactional management styles emphasize addressing the immediate needs of government se

to workers in exchange for their effort. This is the primary purpose of transactional management

style executives. This is related to the fact that transactional management is a "pay for

performance" management style. Transformational leaders, on the other hand, are committed to

identifying the most pressing needs of the groups they are responsible for supervising and

offering answers to those needs. The primary goal is to enable individuals, groups, and

organizations at the individual, group, and organizational levels to rapidly adapt to changing

circumstances. This support will be offered so that the main purpose may be attained (Martin,

2015).

Transactional leaders focus their attention and energy on the short-term accomplishments of the

organization they are accountable for managing. As a direct result of this, the teams they oversee

tend to have a laser-like concentration on achieving the objectives. As a direct consequence of

their previous planning and preparation, the team members can concentrate entirely on the most

crucial tasks at hand. This is achievable because they have a crystal-clear understanding of what

must be done and how to reach their goal. Although transactional leadership may be effective for
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motivating your team to focus on the present, it is equally crucial to include them in the process

of defining long-term goals. To achieve considerable progress in this direction, it is necessary to

adopt the attitude of a coach in addition to that of a leader. Only then will you be able to

effectively direct people toward their objectives. In addition to serving as a manager, you may

help your team members in setting long-term goals toward which they can work if you give them

coaching support. If you read the post we wrote on coaching coworkers, you may discover more

about tactics that could help your team members enhance their talents over time (Oh et al.,

2019).

In this type of management, leaders provide rewards to their employees as a method of

encouraging them. When a transactional leader is in charge of a team, the team members are

encouraged to perform well because they will get future benefits if they do a good job.

According to the transactional theory, some team leaders should take a "hands-off" attitude until

it becomes evident that something requires their attention. This must continue until the issue has

been remedied (Donkor & Zhou, 2020).

Different Types of Leadership for Public Sector

In the modern economy and age of technology, leadership plays a crucial role. Various scientists

and authors have defined leadership; here are some definitions that are easier to read and

comprehend. "The sole definition of a leader is someone who has followers," says Peter Drucker.

According to John C. Maxwell, "leadership is nothing more nor less than influence." John W.

Gardner According to the definition of leadership, it is "the process of persuasion and example

by which an individual (or leadership team) inspires a group to act in accordance with the

leader's objective or the shared purposes of everyone." There are many definitions of leadership,
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but none are universally accepted. (Pimpa & Moore2, July 2012, #) Leadership is a process

comprised of three essential elements: leaders, followers, and the situation. Various research has

been conducted on leadership styles. One of which is Kurt Lewin’s three leadership styles: 1)

Autocratic 2) Democratic 3) Laissez-faire. (Ali, 2015)

We will only discuss public section leadership Autocratic and Laissez-faire leadership as

Democratic leadership is mostly used in private sectors

Autocratic Leadership

In the public sector, autocratic leadership is utilized, albeit with certain laissez-faire

characteristics. A leader in the public sector is responsible for presenting the organization to

other parties in order to pique their interest in future business goals. This responsibility to draw

interest is not confined to the organization's subordinates, but also extends to other parties, such

as government administration, taxpayers, and other agencies with diverse recommendations and

presumptions about their leaders. In this method, the leader makes all the decisions with little

involvement from employees. In lieu of a group discussion in which multiple ideas are

continually generated, the leader makes the final decision based on his own knowledge and

expertise (Wakabi, 2016). A leader makes the final, organization-wide decision without

consulting others. However, this kind of leadership is only effective in firms with a small number

of people. This style of leadership is only effective in companies if the decision-making process

is quick and the leader bears all decision-related responsibilities (Mehta and Kaur,2017.). This

approach is typically regarded as flexible leadership, however, it is important to emphasise that it

does not incorporate employee input. Leaders assign these tasks to workers, who complete them

based on demand, with no incentives or rewards to motivate them. This is detrimental to the
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organization since it makes the workplace appear less like a workplace and more like a

dictatorship.

Laissez-faire Leadership

According to Lewin et al. (1939), this type of leader gives employees a great deal of autonomy

and allows them to make their own decisions. A hands-off strategy (Lewin et al., 1939) is

characterized by the leader's lack of participation and refusal to remark on employees' actions

until asked. The laissez-faire leadership style, according to Fiaz (2017), is not focused on

performance or people, but on the notion that people are uncontrollable and unpredictable, so

why waste time attempting to comprehend their habits? This leader maintains a low profile,

avoids disruptions, and relies on a few devoted employees to finish the task or accomplish the

mission. The laissez-faire leader works within the existing framework and only enforces goals

when necessary. It is not surprising to hear that the laissez-faire boss has no interest in personnel

development (Friaz, 2017). Diebig and Bormann (2020) elaborate on how the laissez-faire leader

is absent and hence unable to offer advice or direction when an employee requires it, resulting in

stress. Diebig and Bormann (2020) conducted a study on the impact of laissez-faire leadership

and employee stress. In addition, the IBM study (2015) revealed that millennials need

dependable leaders. There are aspects of this leadership style that millennials might embrace,

such as decision-making autonomy, but there is a basic lack of leadership. A hands-off attitude

may not give the type of inspiring leadership the millennial generation desires. In addition, the

absence of development support is inconsistent with the feedback that millennials desire in order

to advance.
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Leadership Styles (Informational technology projects)

Today, commercial organizations strategically include information technology management. On

a larger scale, the globalization of economies can be explained by information technology and its

management. At the corporate level, it is playing an important part in the restructuring and re-

engineering of business operations. However, there is a general lack of satisfaction with the

results and performances of IT initiatives.(Thite, 2000) It has been surveyed many times that

Information Technology projects are observed to be less successful as there is an absence of

research determining the success factors. Non-technical factors have been realized for example

managerial, cultural issues, organizational etc. Any project environment requires strong,

effective leadership. It is well accepted that individuals in the technical and scientific fields lack

the leadership abilities necessary to effectively manage others. There is study on leadership as a

factor in the success in the project management literature. The professional traits and distinctive

personalities of technical leaders have also been ignored by leadership researchers. It is

necessary to analyze the significance and nature of leadership in IT project management and

investigate the leadership traits of effective project managers.(Wateridge, 1997)

Technical Leadership

Technical leadership describes a person's involvement in operations that are technical and

scientific, such as information technology, engineering, and research and development.

Technical workers, particularly those working in the information technology sector, have unique

personality traits that set them apart from other workers in their field. These traits include

achievement orientation, the need for autonomy, loyalty to one's profession before loyalty to an

organization, logic, project orientation, a craftmanship approach, separation from corporate

society, sensitivity, and intensity at work. Technical workers are promoted to managerial roles
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based on their technical abilities, despite the fact that they lack interpersonal and leadership

qualities.(Thite, 2000)

Recently, the necessity of leadership as a crucial success factor has been underlined by the

information technology project management. Numerous studies have highlighted the crucial

leadership traits needed for IT project managers to succeed, including the capacity to control

people, emotions, stress, communications, and bureaucracy. The concept of hybrid managers,

who combine technical, business, and managerial skills, is becoming more and more significant

and well-known. (Bloom, 1996)

Innovative technical leaders, in Weinberg's opinion, should prioritise three things: controlling the

flow of ideas, upholding standards, and comprehending the issue.(Weinberg, 1986)

Transformational Leadership

Transformative and transactional leadership are defined differently in current leadership

research. The core of transactional leadership is the contractual discussion between the leader

and the subordinate regarding the desired results in exchange for rewards. It is a cost-benefit

approach that yields typical results.(Bass & Bass Bernard, 1985) The transformational leader

drastically changes the nature of requirements, as opposed to the transactional leader, who

determines how to meet the followers' immediate needs. The effectiveness of a transactional

leader is questioned by a transformational leader. The model developed has undergone testing

and demonstrated success in a technical or scientific environment. For instance, transformational

leadership was regarded in research and development companies, technical advances, and

technological change as a project performance predictor. (Bass & Avolio, 1990)

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Exploring the most effective leadership styles for information technology project success was the

study's main goal. It was argued that transactional leadership alone wouldn't produce high project

success. For high project success transactional leadership should be supplemented with

transformational leadership. In technical projects the model can be customized for different

scenarios if separate leadership scale derived for technical projects that includes a combination

of technical and transformational leadership styles, this would result high project success. There

are contingency variables, project mission, technical resources availability, support of top

management is also considered as success factor (critical) in the execution Information

Technology projects.(Bass & Avolio, 1990)

Leadership Styles (Construction projects)

The sustainable development of construction projects demands an inventive leader, which is

becoming increasingly important in project-based companies. The leadership philosophies affect

a construction organization's ability to succeed. In any organization, effective leadership is

essential to achieving success, organizational goals, and individual success..(Ismail & Fathi,

2018)

Selection of appropriate leadership style for each project is very essential. One of the factors in

an organization that can either increase or decrease an organization's and its members'

commitment is the leadership style. Everyone is impacted by these styles, from top management

to the newest employee. There is now a corporate culture that influences the organization's

performance. Diverse leadership philosophies have different outcomes that may have direct or

indirect effects on how people behave and feel. Leaders should adapt their leadership

philosophies to the situation and the followers. Project managers shouldn't use a single

leadership style when managing a project, especially in the construction business. Project
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managers must choose leadership by taking into account environmental, organizational,

interpersonal, and contextual elements like time, place, and culture..(Yousif et al., 2015)

Construction projects often use transformational, transactional, contextual, servant, full range,

safety specific, and charismatic leadership. At various points in the project's life cycle, the

project manager must employ several leadership philosophies. A major component affecting

construction safety is leadership. An important element in the prevalence of accidents and

injuries in building projects is safety leadership is developing effective safety leadership is one

strategy to lower injuries and human error rates in construction projects..(Pretorius et al., 2017)

Leadership factors and Implications

If a country is serious about investing in its citizens, it must use the services offered by its public sector

organizations. Therefore, ensuring government institutions' efficacy is vital to public health and

prosperity (Zeb et al., 2015). ) Nonetheless, it cannot be disputed that the Pakistani public sector has

shown abysmal performance (Zeb et al., 2015). The field may have other reasons at play here

(Hirschman, 2019). Khan noted "lack of transparency," "excessive political meddling," "inadequate

resources," "project delays," and "a massive and inexperienced workforce" as problems. The same

author elaborated on how weak leadership contributes to the decline of Pakistan's public sector

organisations. Furthermore, (Zeb et al., 2018) discuss this tendency.

Nonetheless, inefficient leadership has been a chronic issue in the public sector of Pakistan for

quite some time. According to theories of leadership styles and organisational behaviour, the

success or failure of organisations and government agencies relies on the kind of leadership in

place (Bowers & Seashore, 1966). Therefore, it is essential to appreciate leadership styles' effect

on Pakistan's public sector efficiency.

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Leadership style determines the effectiveness of an organisation. The leadership style has a more

significant and profound effect on the success or failure of the company (Miller et al., 2003)

Notifies that an unsuitable leadership style may be one of the causes of the demise of

organisations and businesses. The leadership style of an organisation has a crucial impact in

fostering or hindering the interest and commitment of the personnel inside the company, hence

influencing their performance. Consequently, (Glanz, 2002), Organizational managers may

utilise their transformational leadership to enhance the performance of their companies.

To put it simply, the effective leadership of an organisation is the most critical factor in its

success or failure. Whether a business thrives or fails depends heavily on the leadership style of

its top executives. Organizational and corporate losses may be partially attributed to ineffective

leadership (Miller et al., 2003). The leadership style of a company's senior executives is one of

the most potent factors affecting its effectiveness. A company's performance may be improved

by strategically deploying diverse leadership styles (Glanz, 2002).

Factors That Build Phenomenal Leaders (ICMA, 2016)

1. First is the need for motivation. Inspiration is an essential factor for a successful

company. Remember that explanation is very individualistic. Leaders that effectively

motivate their followers to act have a talent for quickly identifying what motivates their

followers. Money, fear, time, and power are all very influential motivators. Most

individuals are inspired by a mix of factors, although sometimes, one may prevail.

Understanding and using it will considerably enhance a leader's influence.

2. Second, a disposition of tolerance is accomplished when one can respect other people's

views without embracing them oneself. Putting yourself in the shoes of a firm and its

employees is essential since you never know who may be confused about their leader's
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position. Successful leaders may attain this objective because they are skilled

communicators.

3. Trust. Developing a safe and supportive environment requires open and honest

communication. Consider the acronym BLT, which stands for Believe, Like, and Trust,

as the three sides of the triangle. As a leader, having followers who believe in you, like

you, and trust you should be one of your top priorities. When leaders take this action,

they are well on their way to personal and professional fulfilment.

4. Reason 4: A leader's objective and the objectives of the organization’s members should

be crystal clear. Team members may not always know why they are there or the

company's ultimate purpose. Everyone in a leadership position is accountable for

ensuring their followers comprehend the organisation’s aims and objectives.

5. The capacity for seeing. Each leader has a different mental image of what the future

should look like. Good leadership requires that a firm and its employees share the leader's

vision, which is why a leader's vision must incorporate values. When an individual's

objectives conflict with the organisation's, problems develop.

6. Sixth, a good disposition. A positive attitude may have a considerable influence, but a

negative outlook may also have a substantial impact, albeit a negative one. Leaders are

the lifeblood of every organisation, and followers react most positively to leaders who

radiate hope.

7. Leaders must be self-aware and aware of the people around them and the organization

they represent. Every individual has a sense of who they are at their core, and leaders

who take the time to comprehend these origins may inspire their people in novel ways.
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8. Eighthly, a solid determination. You cannot attain the position of a successful leader if

you lack this attribute. Leadership is not devoid of setbacks, and those who lack resolve

will never be able to attempt again. As leaders lose their will to achieve, the organization

will deteriorate inexorably. Even if they are sick or on vacation, determined individuals

should always be at work.

9. Faith. If a leader lacks confidence in herself or the people and processes they are

directing, there is little likelihood of success. The most outstanding leaders are self-

confident, necessary if they want their teams and followers to trust them.

10. Executives are always searching for new ideas. They have no qualms about soliciting

opinions from others. There is always a need for innovative methods to improve a firm's

products, and occasionally the best new ideas come from outside the organization.

11. Self-Control, the finest leaders can manage their impulses and never allow others to

influence their emotions. Every leader must possess the capacity to exercise their

willpower. In life and business, one must constantly be prepared for the unexpected.

12. Twelve, please be patient. Without patience, a leader will give up at first sight of

adversity. This is recognized by the group and its members, who adapt appropriately. Due

to their perseverance and commitment, followers obey their leaders' instructions. As a

result, they achieve success and establish norms, and other people and organizations

follow suit when this occurs.

Although it comes last, patience is necessary for success and successful leadership.

Leadership style should be chosen according to the organization type and the nature of the public

sector because projects are always unique and there is no set rule of thumb which can work for
 Page 23

every project even in the public sector so therefore all these factors should be analyzed before

going with the leadership style and one must ensure good communication as leaders and project

managers spend 90% of their time in communication!

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