must be a set of steps to incorporate the above elements into a process. And the opposite is true. All these components make up decisive behaviour techniques and flow out of an overall orientation toward action, and an assumption of risk. Consider the loss of trust and confidence in the financial markets today. Accessed ; Available from: p?vref1. How will they access it? The next, the people fear; and the next, the people hate. Huseini described that the reason was twofold. Isn't that the difference between mediocre managers and leaders?
Acts with humility; Is altruistic; Is visionary for the followers; Is trusting; Is serving; and Empowers followers. When a leader's credibility and reputation are high, it enables them to establish trust fast - speed goes up, cost goes down. Similarly, Kets de Vries (1993) cited personality problems that can lead to poor leader-follower relationships. They also identified functional and accompanying attributes of servant leadership. They develop relationships where followers are encouraged to follow their lead of service. Clements and Washbush (1999) specifically assailed transformational leadership models for having overlooked potentially negative issues in leader-follower dynamics. Greenleaf (1977) posited that institutional trust is created when their trustees (leaders) reach distinction as servants who understand the institution and care for all the persons touched by it (p. Paterson et als (2003) statement that: that servant-power is a category of influence outside the traditional kinds of power. A leader showcases a positive attitude and high self esteem. This crisis compels us to ask three questions. Conclusion, we can build upon these skills by first being consciously aware of the steps we travel through on our quest for the right solutions to both short and long term problems or situations. Such self-centred service can rapidly degenerate into a form of manipulation that can be more subtly coercive than overt exploitive behaviour.
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