NAME: VITRAAG CHAUDHARY

ROLL NO: 20BCO082

Attributes of a Leader
Leader is the person who inspires a group of people admiring him. And people admire them

because of their actions and decision taken. Only good leaders have this trait to keep in mind

the roots of his belonging that is he keeps in mind all the lessons he learnt throughout his

journey to become successful. Some of the important attributes are the 4 P’s which are like

pillars to become a good leader. These are Patience, Promise, Passion and Purpose. This

builds the roots within the person which holds them tight towards their ground.

Patience:

According to Kippling the definition of patience is enduring difficulty and hardship while

awaiting the appropriate opportunity to act. Whereas we all think that patience is something

related to time like to have patience about to achieve something? Patience requires

composure and character. By demonstrating patience, leaders reinforce the importance of

focusing on the long-term outcomes. Patience doesn’t mean ignoring the interim milestones

or short-term deliverable. It does mean keeping them in context. The bigger the issue and the

longer the planning horizon, the greater the patience required to remain committed. Patience

has contributed to many great leadership successes, and impatience has led to many failures.

Many leaders have managed to make balance between the societal pressure and having

patience while making huge decision. This is one of the attribute which decides end results of

the decisions made. Gandhi demonstrated extraordinary patience in working for a free and

independent India. For more than thirty years, Gandhi worked, never varying from his

commitment to non-violence. His patience resulted in a free India. Many encouraged Franklin

and Gandhi to give up or to compromise, but their patience enabled their success. Franklin

and Gandhi recognized that they must work and wait for years before they could succeed.

Purpose:
 Purpose is simply the reason for which something exist or is to be done. Purpose are the

different kind of goals. Alignment of action of leader is because of the purpose he has

decided to which are decided by his values and thinking. To achieve this purpose he makes

people influence about the perks and make the think positive about the consequences that will

occur. In all great leaders there is purpose which is unmistakable. Impacts of purpose and

values are internal as well as external: engagement, trust, credibility, confidence, charisma,

enthusiasm, optimism, pride, creativity, courage, ownership, productivity, growth, loyalty,

reputation, and mutually beneficial partnerships. Purpose requires thing in long term and

resisting pressure on metrics based solely on quarterly performance. In 2014, when CVS

Health announced it was going to stop selling tobacco products in its 7,000-plus drug stores,

it made the headlines in every news outlet from Seattle to New York City. Surely, this

business decision must be a mistake At the head of that decision was CEO Larry J. Merlo

who, along with other CVS stakeholders, made the decision to remove the tobacco products

because it didn't fit with the company's purpose. As the company transitioned from one

known for its drugstores to one known for making health care more affordable and

accessible, selling products that carry a health warning just didn't jive with the company's

mission of helping people reduce their risks of high blood pressure, cholesterol, and diabetes.

At the heart of the company's decision was its recognition that selling tobacco products to the

very customers they're trying to make more healthful just didn't add up. Merlo said of the

decision, ''Sometimes, we all need to dust off our values and ask ourselves if we're truly

living in concert with them.''

Merlo and CVS made a business decision backed by purpose-driven leadership.

Passion:

When you bring your passion to work you motivate your team to rise above today’s issues.

You lead with your attitude first. Passionate leaders are fully engaged and committed to

achieving their goals while helping others achieve theirs. They seek solutions rather than

problems, critique instead of criticize, and look for the good in every situation. They give for

the sake of giving, expecting nothing in return. They are future-focused and have the capacity

to engage others to realize their goals. A passionate leader makes people engage themselves

to work and have same enthusiasm and passion about the goals he has this makes people
 think positive who are working around him. Passion makes a leader think about the every

circumstances and gives strength to fight against the difficult times during his evolution

period. Henry Ford provides a great “passionate leader” example: he just kept going, despite

business failure (the Ford Motor company was actually his third attempt to start an

automobile manufacturing company), and others’ dismissal of his ideas. Fifteen years after

Ford began producing the Model T – his dream of a car that was reasonably priced, reliable

and efficient – half the automobiles on the road in the US were Model Ts.

Promise:

Promise is something that attracts the follower of leader to become a part of his agenda and to

support him for their own good. For a good leader it’s very important to fulfil promise and to

make promise which he can fulfil. Promise boost employees to work and moreover promises

becomes goals for a leader to be achieved. When each person is responsible for a promise,

they’re more likely to feel a sense of purpose and urgency, two essential factors for taking

initiative. With promises in play, employees are more engaged in their work, feel more

connected to the project and team, and are more likely to follow through this makes leader

confident enough to achieve desired goals. A good example of the power of public promises

comes from Royal Bank of Scotland. In the past decade, RBS has moved from the number two

bank in Scotland to one of the top ten banks in the world. It broke into the big leagues through

its 2000 acquisition of England’s NatWest, a bank three times its size. RBS did not make the

first or the highest bid for NatWest, but it won the prize by promising to improve the target

company’s operating performance. RBS didn’t make vague statements about projected synergies

or scale efficiencies; instead, its leaders publicly promised to deliver on 154 specific initiatives

that, combined, would grow revenues by £390 million and cut costs by £1.2 billion. Moreover,

RBS pledged that its managers would take personal responsibility for delivering on those

initiatives.