1) Background of the study

company overview (introduction) why is this report being written who is it being written to aim of the report etc.

2) Leader and Leadership

definition of leader and leadership from books etc. Then summarise the definitions in your own word.

2.2) Roles and responsiblities of a leader in small and medium sized business
In small and medium businesses manager (leader) perform many functions on their own While the coordination of different functions is one of the major responsibilities of the manager may not be the most important in the case of smaller companies. In many small businesses, the Chief Executive Officer may also have to act as the Chief Operating Officer (COO) or Chief Financial Officer (CFO) or Chief Marketing Officer (CMO), for example (all these estrangerismos serve to say that may have to do a bit of everything). In very small companies, the CEO will actually perform all these functions, including ancillary functions, such as accounting, administrative and computer tasks. Even in these cases, the CEO does not cease to play its role in ensuring that all vital functions are being properly implemented and that the company is generating sufficient profits. Out of Charles handy's four organisational cultures- power culture, role culture, task culture and person culture. small and medium sized businesses have power culture where the success of the entity is relied upon the right decision making of founder or leader.

Performance and well-being, were concepts that until recently were considered antagonistic, however, gradually fortunately this has been changing. Companies are humanized, and began to direct the spotlight to human capital, so realized are the people who make the difference and that capital does not belong to you, is only available to them, as it is able to manage it so effective. The leader's role is crucial in the management of human capital and it is for this reason that there is a great expectation for the performance of this professional. In this context, leadership training has become a fertile field of knowledge. Many researches and studies have been conducted and many interesting tools have been developed. I see two aspects are common to most leadership training programs. The first is to develop the ability to see each child as a "single" person, characteristics, expectations, ambitions, desires and

needs. Second, as a consequence of the first, is the understanding that, for each type of employee, it is necessary to apply an appropriate style of leadership. We realized that the employees of the company makes available the best of their potential when motivated, ie, when he realizes that the organizational environment provides conditions for it to carry out your wishes: to be active and participatory, to make choices, to belong to a group that is well received and respected, to develop their skills, to perform, to be recognized and to feel important. In a very superficial analysis, it is possible to get some tips for the leader to be effective: 1st - Never lose focus of your goals "deliver results is fundamental" 2nd - Devote some time to chat with each of their subordinates, to know what your expectations are, analyze your strengths, develop your points, talk about your goals, about the company. "It's important that he knows he can find you when you need it." 3rd - Treat your subordinates would like to be treated "They are human (as the leader) and have skills that can provide for the achievement of targets, cases will be motivated" Leadership is a skill that with good intentions and determination, develops every day. Training programs, specific literature and coaching, accelerate this development.

2.3) Performance measurement Measuring the performance

For the purpose of management and leadership it becomes absolutely essential to measure the performance level. Thus the scholar Peter Drucker (1954) rightly stressed out the concept "What gets measured gets done". Based on this concept, the modern day organizations are managed with the objective of MBO (Management by objective). This is a process of understanding the objectives of an organization so that management and employees understand them and perform their duties in accordance with these objectives. Definition: Performance Measures "Performance measures are vital signs of the organization and they qualify and quantify how the activities or" outputs "of a process achieve their goals, so the performance measures answer the question how do you know?" (Hronec, 1994). According to the manual of techniques and tools to measure performance, the Department of Energy of the United States (Artley and Stroh, 2001, pp. 3-5), performance measures allow to know:

How things are being done; If the goals are being met; If customers are satisfied; If the processes are under control;

Where the process of improvement is needed.

3) Leaders and followers

3.1) Development of leadership skills
A leader becomes leader when he receives authority / power. The sources of power can be charismatic (his inborn skills and power to lead) or being offered by his job position.............

3.2) Roles of followers

4) Situations, personal values and organisational values inrelation with leadership 5) personality and leadership 6) Team Building and Motivation (how can leader motivate staffs or team-members) 7) Role of leader in change management

Conclusion ....................

references

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