Dwight D

Dwight D

Dwight D. Eisenhower once described leadership as “the art of getting someone else to do something you want done because he wants to do it.” He achieved this by careful organization and a deliberate crafting of words to hit the right note.
I see a leader as someone that:

• Sets clear goals
• A Person of integrity and fairness
• Someone that motivates and encourages
• Provides support
• Can control or influence people
• Inspires trust

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Leadership means something different to everyone and differs depending on the situation. Choosing the correct leadership style will depend on various factors like leaders’ personality, team maturity, time available.

PESTLE and SWOT analysis can be used to look at the following factors


o Political – What are the political factors that are likely to affect the business?
o Economic – What are the economic factors that will affect the business?
o Sociological – What cultural aspects likely to affect the business?
o Technological – What technological changes that may affect the business?
o Legal – What current and impending legislation that will affect the business?
o Environmental – What are the environmental considerations that may affect the business?

PESTLE analysis can be useful before SWOT analysis because PESTLE helps to identify SWOT factors. PESTLE and SWOT are two different perspectives but can contain common factors. SWOT stands for: Strengths, Weaknesses, Opportunities and Threats. Originated by Albert S. Humphrey in the 1960s, the tool is as useful now as it was then. Strengths and weaknesses are often internal to your organization, while opportunities and threats generally relate to external factors.

One way of differentiating among leadership styles is to put them on a scale ranging from autocratic to laissez-faire. The Tannenbaum and Schmidt Leadership Continuum does exactly that. Tannenbaum and Schmidt recognised that in an interaction between a leader and his or her team there is a trade-off between the control exercised by the leader and the control exercised by the team. No one ever has 100 per cent control, because even if a leader gives a direct order, the team members retain control over, for example, how enthusiastically they obey the order. They highlight four distinct leadership styles, labelled Tells, Sells, Consults, Participate/Delegate and Empowers


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