Comparative Essay About Significant Leadership Skills Based on Three Research Articles

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Leadership is an essential aspect of today's business. Leader can be described as a person who guides and supports his subordinates to achieve a common goal. Leader should possess a number of specific skills that may help him to organise and direct a group of people. Successful leadership requires a range of special qualities, such as communication skills or an ability to work under pressure.

Three recent articles (Cappelli et al. 2010, Ladkin and Weber 2011, Useem 2010) have analysed a variety of characteristics of successful leaders. However, all three authors analyse this topic from the different perspectives. While the reflection by Useem is related to the military view, the reports by Ladkin & Weber and Cappelli et al. focus on the
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282), Useem believes that creating a 'personal link' between leader and subordinates could help the latter to be proud from a participation in common venture (p. 3). Unlike Ladkin & Weber, Cappelli et al. found slightly different way for leaders to encourage employees through creating the sense of social mission (p. 94). According to Cappelli et al., corporate social responsibility helps staff members 'to find a meaning in their work' and feel the significant importance of their everyday duties (p. 94).

Another substantial aspect of successful leadership which all three authors identify is working in a team. They agree that outstanding leader can not operate without a support from his subordinates. Like Useem who claims that the interests of the team is one of the major prerogatives for leader (p. 4), Cappelli et al. maintain that employees' prosperity should be above the benefits of shareholders (p. 92). As a consequence, accountability to team members is a necessary condition for prominent leadership. In their article Cappelli et al. describe a principle of reciprocity, where employees pursue the interests of a company and leaders in turn take responsibility for the employees' welfare (p. 94). Moreover, Indian leaders not only look after their team, but also encourage their development through investing in training (p. 95). In contrast, Ladkin & Weber introduce one of the respondents, who claims that hiring
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