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Leadership Development in Emerging Market Economies 1st Edition Alexandre Ardichvili
Effective Leadership and Organization’s Market Success
Effective leadership and organizational performance are concepts that continue to receive widespread attention in the business world. This book explores the importance of strategic leadership and the value it adds to organizations.
It focuses on strategies to achieve market success and organizational performance as well as the challenges of leading in a fluctuating market. The book looks at recent trends in leadership development and the different styles of leadership. It dispels existing myths about leadership and offers an understanding of principles which will allow leaders to be more adaptable and effective and to steer businesses and organizations into a more stable future.
This book will be of interest to researchers and students working in the field of business, organizational communication, business management, human resource management and business studies.
Ila Sharma is an independent researcher based in Pune. Her research focuses on life sciences and management studies. She has served as consultant and advisor in various reputed groups such as the Centre for Education Growth and Research (CEGR), New Delhi, India, and the Integrated Chambers of Commerce and Industry, New Delhi, India.
Rahul Dhiman is working as Assistant Professor in the Department of Business Management, Dr. YS Parmar University of Horticulture and Forestry, a state university, Solan, Himachal Pradesh, India. He has published books and papers in international journals of repute.
Vimal Srivastava is Senior Manager, Corporate Social Responsibility, Mahindra and Mahindra Ltd, Mohali, Punjab, India. His research interests include corporate social responsibility and strategic management.
Effective Leadership and Organization’s Market Success
Ila Sharma, Rahul Dhiman and Vimal Srivastava
First published 2024 by Routledge
4 Park Square, Milton Park, Abingdon, Oxon OX14 4RN and by Routledge
The right of Ila Sharma, Rahul Dhiman and Vimal Srivastava to be identified as authors of this work has been asserted in accordance with sections 77 and 78 of the Copyright, Designs and Patents Act 1988.
All rights reserved. No part of this book may be reprinted or reproduced or utilised in any form or by any electronic, mechanical, or other means, now known or hereafter invented, including photocopying and recording, or in any information storage or retrieval system, without permission in writing from the publishers.
Trademark notice: Product or corporate names may be trademarks or registered trademarks, and are used only for identification and explanation without intent to infringe.
British Library Cataloguing-in-Publication Data
A catalogue record for this book is available from the British Library
Library of Congress Cataloging-in-Publication Data
A catalog record has been requested for this book
ISBN: 978-1-032-34118-7(hbk)
ISBN: 978-1-032-54236-2(pbk)
ISBN: 978-1-003-41556-5(ebk)
DOI: 10.4324/9781003415565
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Preface
Leadership is a concept that continues to receive widespread attention. Undoubtedly, there are character traits that make people seem like ‘natural leaders’, but by studying leadership, it is possible to increase one’s skills and effectiveness, and thereby one’s success. Leadership is an inborn quality that anyone can use to attain success in all aspects of life. You just have to search within for that unique quality that makes you different from others. As a result, it gives you a chance to lead in every walk of your life.
From an organizational perspective, leadership is an important tool for the success of any organization in the competitive world. Moreover, leadership has been conceptualized as the tendency of an organization to develop new or improved products or services and its success in bringing those products or services to the market. Hence leadership is closely related to market success as well. Therefore, the aim of this title hovers around the role and importance of leadership in the present era. The book aims to cover the role and importance of strategic leadership as it provides flexibility to empower others to make strategic changes. This title also aims towards the actions which are responsible for determining strategic leadership. The title also aims towards the characteristics and the role of leaders in the success of an organization and towards employee satisfaction. It envisions the importance of leadership in the formulation and implementation of strategies which are part and parcel of the growth and success of any organization.
This book serves to consolidate the knowledge that has been acquired from being an academician and researcher. The book is organized into ten chapters.
Chapter 1 – “Introduction” – brings together the basics of leadership. The important dimensions of leadership in terms of leadership concepts, what makes a successful leader, leadership and organizational performance, and generic strategies for organizational growth are discussed in the first chapter. An attempt is also made to provide the background on leadership in the introductory note of this proposed title. Does this chapter also make a note of the never-ending discussion of whether leaders are born or made? Thereafter, we put forward the concluding remarks.
Chapter 2 – “The Laws of Leadership” – aims to operationally define the laws of leadership. This aim has been achieved by uncovering the eight
basic laws of leadership viz. dreams, rewards, credibility, communication, accountability, motivation, problem-solving and decision-making. In this chapter we discuss that laws can be learned and are the foundation of leadership and that laws can stand alone and carry consequences with them.
Chapter 3 – “Stages of Leadership” – presents how organizations are to adopt diverse approaches to leadership in response to these shifting strategic imperatives, leading to market success. The description, in turn, is synthesized into an examination of different stages of leadership, with associated observations about the relative merits of each stage given the new strategic imperatives. Developing leaders is an ongoing process and involves five stages. Hence, we also put forward five stages of leadership viz. position, permission, production, people development and pinnacle.
Chapter 4 – “Theories of Leadership” – establishes promising elements from the perspective of the broad literature on leadership and leadership development. In particular, the chapter presents an abstract guide and draws out those elements deserving of the future attention of organizational decision-makers and organizational theorists. This chapter also seeks to make sense of the range of alternative ‘theories of leadership’ and to point a way forward. The major theories which are being discussed in this chapter are the trait theory of leadership, situational theories, transactional and transformational theory of leadership.
Chapter 5 – “Skills of a Good Leader” –provides a variety of examples to explore the idea of the crucible in detail. From these examples, essential skills that, we believe, great leaders possess are derived. An attempt has been made to uncover imperative skills as per the existing leadership styles or theories discussed in the previous chapter. At the last, we discuss the importance of various skills to achieve market success. Various skills that will be under consideration are vision, courage, integrity, humility, strategic planning, focus and cooperation.
Chapter 6 – “Importance of Trust in Leadership” – signifies the importance of trust. A key component in a leader’s ability to be effective within changing environments is the degree to which subordinates and other coworkers trust him/her. Therefore, it is vital to understand the role of trust in leadership. We argue in this chapter that it is the leaders who can bring a sense of trust among their people, irrespective of the goal. However, when trust in the leader breaks down, an outcome may be a disaster. Considering the role of trust in leadership, an attempt is made in this chapter to discuss ‘trust’ as a foundation of a relationship between the leader and his/her team.
Chapter 7 – “Leadership and Management” – emphasizes how leadership and management differ. This is because understanding these differences will make sure that employees know when and how to apply each set of traits in a given situation. In the concluding remarks, we suggest that this is not easy for an individual to have the skills to serve as both a motivating leader and a good manager, since both of them require different skill sets.
Chapter 8 – “Leadership and Organizational Success” – puts forward a widely accepted phenomenon that once a leader has built a motivated and skilled team, capacity must be coordinated and applied to achieve success. Therefore, this chapter will talk more about organizational success as an output of effective leadership. We also take into account the successful business stories of global leaders to support this widely accepted phenomenon of leadership and organizational success.
Chapter 9 – “Market Trends for Leadership Development – focuses on contemporary trends such as value-based leadership, the role of reward and innovation and engaging the millennial and leadership, and globalization of leadership. We also attempt to differentiate between a leader and leadership development in this chapter. The overall purpose is to bridge the practice and science of leadership development by showing the importance of building both human capital and social capital in organizations. A special emphasis has been put in this chapter to discuss leadership competencies and the current trends in training and developing a leader. The findings reveal that it is important to train and develop leaders to sustain themselves in the global competitive environment.
Chapter 10 – “Role of a Leader for Society” – brings together both leaders and society. This is because leaders not only help achieve market success but help in changing society as well. Therefore, in this chapter, we emphasize that visionary leaders have sought to use the modern state as the organization through which they could transform society. We also discuss the psychology of a leader in this chapter. This is followed by a discussion on how visionary leaders can contribute towards a better society.
This book consolidates selected research findings of significance and relevance to the practitioners from the authors’ scholarly endeavours as educators and researchers in the field. The authors hope that the reader will find our book interesting and informative about the concept of leadership and market success. The major Unique Selling Points of the book are as follows:
• Recent trends in the market for leadership development
• State-of-the-art and detailed coverage of the laws of leadership
• Managerial skills of a leader
• Coverage of the various types of leadership and their importance for an organization
• Theoretical contributions in the existing body of leadership literature
• Role of leadership in an organization towards attaining market success
• Role of the leader towards making a better society
The entire manuscript addresses several arguments which are as follows:
• Which are the various leadership styles and skills?
• Why are we still evaluating, analyzing and arguing about leadership?
• How do leaders make an organization achieve market success?
x Preface
• Whether leaders are born or they are made?
• How do leaders make a better society?
• How do leadership and management differ?
Hence the manuscript attempts to dispel some leadership myths and offer some advice to leaders about how to perform more effectively in their roles to achieve market success.
Rahul Dhiman
Acknowledgements
This book has been far too long in the making. To be honest, I came across many ups and downs on both my personal and professional fronts when this volume was in the making; maybe I witnessed more downs than ups. There was a time when I thought of dropping this project even after signing the book contract. But the commitment made to one of the co-authors kept motivating me to move forward and complete this volume. In the course, I have accumulated many debts and obligations which are too numerous to list and that I can never adequately repay. In completing this volume, I received support from many people.
First, I would like to offer my special thanks and express my heartfelt gratitude to my co-author Ila Sharma for believing, displaying abundant energy, offering valuable insights and making me learn many things during this journey. Second, my thanks are also due to another co-author, Mr. Vimal Srivastava, for his support and guidance.
I extend my heartfelt gratitude and thanks to my elder brother Rohit Dhiman for his cooperation and inspiration without which it would not have been possible for me to complete this volume. It is my pleasure and privilege to offer thanks and gratitude to my parents who always encouraged me and stayed by my side whenever I needed them. I also acknowledge with utmost affection the unending support, immense understanding and everlasting love of my wife, Shilpa, and loving daughters, Sanvi and Shivanya.
I am also indebted to the anonymous reviewers for helping us fine-tune this project to better meet the target audience. I also express my thanks to the outstanding editorial and production staff from Taylor and Francis who worked so hard to make this project succeed and stay on schedule, particularly Shoma Choudhury and Shloka Chauhan. We feel honoured to work with such a talented and professional group.
Rahul Dhiman
What is leadership and market success?
1.1 Background
In the long run, an organization’s capacity to achieve its goals is critical to its existence. An organization needs a leader for long-term survival. A leader is someone who determines the direction and follows it. The company always looks for employees who can lead. People are fascinated by the concept of leadership these days, and they want to enquire more about how to become good leaders. This is the premise of the current chapter. This chapter delves into the topic of leadership and discusses its characteristics. The impact of leadership on organizational performance and restructuring is discussed in the next section of the chapter. This chapter focuses on attributes of leadership and their efficacy in influencing and persuading hired personnel. Finally, this chapter offers some generic organization strategic ideas to help leaders overcome the issues they encounter.
Global communication became easier with the emergence and advancement of the internet. Further, it provided huge and continuous growth to the economic environment. A large transformation can be seen in the business which has caused a competitive war in the market ( Atwater et al ., 2021 ). This competition increases its range and intensity every year. It was understandable for all the business persons that employing new strategies has become one of the most mandatory parts so that the organization adapts to current and modern business trends ( Korzynski et al ., 2021 ). One of the other most important targets is to keep up with the rapid change in the market. Therefore, the role of leadership comes into play. To sustain and grow in the business, it is important to have effective leadership. Without effective leadership, it is not possible to attain all the targets of an organization ( Rice and Reed, 2021 ; Denis et al ., 2012 ; Rickkets, 2005 ). Leaders take charge and control the organization’s operations. Leaders are also capable of setting attainable objectives and goals, and under their guidance, all employees work to achieve the set targets ( Hunt, 2004 ). Apart from this, good leaders use effective strategies and motivate employees by initiating and following a positive culture in the organization ( Daas, 2022 ).A leader also takes care of the benefits of their
DOI: 10.4324/9781003415565-1
What is leadership and market success?
employees along with many other factors ( Fernandez and Shaw, 2020 ). Most leaders have a motive and a high level of commitment for a better tomorrow and also show genuine concern to improve the future through the development of knowledge ( Alvesson, 2020 ).
It is also the responsibility of a leader to effectively use their talents and knowledge to move forward the business (Rice and Reed, 2021). A leader also strives hard to reduce the feeling of insecurities in the employees due to uncertainties, if any (Qin et al., 2020). The success of any organization is caused due to the influential power of a leader (Daniëls et al., 2019). The company can reach better heights with a leader who provides the right direction to the organization and who also motivates the employees.
The ability of a person to influence people by changing their perspectives, beliefs and attitudes is the power of leadership (Ospina et al., 2020). For employees in an organization, a person with solid leadership quality becomes a good example of a role model. Employees will admire and trust the leader if the leader is capable of effectively achieving some great outputs (Rudolph et al., 2020). It will also change the values, beliefs and behaviour of the employees towards their leader (Khan et al., 2016).
Providing clear direction is the main characteristic of a leader. The other characteristic of a leader is to keep their employees committed to their work so that the objectives of the organization can be achieved (Mkheimer, 2018). It is also noticed that good leaders have a clear and bright vision for the organization, and for that reason, problems can be easily identified which are lying between the employees and aims (Guzmán et al., 2020). As a result, important reforms can be done effectively and efficiently in the organization which will help the company make contemporary changes in the business world.
1.2 What is leadership?
Defining the concept of leadership definitely is not easy as we could not find one agreed definition in the literature. Various scholars have studied leadership and the majority of them specify leadership in different ways ( Cortellazzo et al., 2019 ; Rudolph et al ., 2020 ; McCauley et al ., 2021 ). We could understand leadership as ‘a process of influencing in which an individual exerts intentional influence over others to structure activities and relationships in a group or organization’ ( Yukl, 2002 ). Such activities can be seen in Figure 1.1 . Another definition of leadership is the behaviour of an individual when he is directing the activities of a group with a focus on a shared goal (Alheet, 2021 ).
In every organization, leadership plays a key role. However, without a leader, there is no existence of any organization. The aims and objectives of any organization depend mainly upon the people who are employed there to achieve the goals of the organization. Various researchers have defined leadership over the years (Rudolph et al., 2020; Daniëlset al., 2019;
Denis et al., 2012; Hunt, 2004). In the early 1960s, leadership was defined as individual actions that affect others in a common direction. During this period, most leadership styles dealt with intra-organizational relations between subordinates and superiors, e.g., employee-oriented or job-oriented leadership, boss- or subordinate-centred leadership (Arici and King, 2021; Leithwood et al., 2020).
Effective leadership is important for efficient administration which can motivate the people in a way that they can focus on achieving the goals of the company (Mcdermott, 1995).Individual conduct is significantly influenced by the actions and traits of leaders (Mansoor, 2021). However, it is important in any organization to make workers encouraged so that they can work with enthusiasm and confidence. In any organization, leadership plays a very important role, so it becomes important to look at different views and suggestions provided by various researchers on leaders and leadership.
Innovations, as well as initiatives, are the important parameters of ‘leadership’. Some of the qualities of leadership are adaptive, creative and responsiveness (Lemoine et al., 2019). Leadership never looks at the bottom line, but it looks at the horizon. The main aim of leadership is to motivate the employees to achieve the goals of the organization (Mcdermott et al.,1995).
Organized efforts are exhibited through leadership in guiding people in their activities and work. Leadership is considered the ‘essential indispensable social essence’. The personal qualities of an individual are the basis of leadership, which are used for influencing and motivating people to work
Figure 1.1 Characteristics of leadership. Source: The authors
4 What is leadership and market success?
happily by following all the rules and principles of that organization (Seidel et al., 2019).
The ability to inspire people and to motivate them to perform their work and institutional duties is defined as leadership (Hartley, 2018). The directions and ways are always shown by leadership. Motivating others to perform several organized duties is the main objective of leadership so that employees can work freely towards achieving the objectives of the organization.
1.2.1 Strategic leadership
It is also vital to understand about strategic leadership. Various authors have attempted to define strategic leadership over the years (Samimi et al., 2020; Hambrick and Wowak, 2021; Jaleha and Machuk, 2018). Strategic leadership is defined as the leader’s ability to anticipate, envision, maintain flexibility, and empower others to create strategic change as necessary (Golensky et al., 2020; Leithwood et al., 2020; Seidel et al., 2019). A strategic leader performs various tasks such as networking with external stakeholders, performing human resource and financial management related activities, motivating and influencing, managing information, overseeing operations and administration, managing social and ethical issues, and managing conflicting demands (Samimiet al., 2020).
There are various facets of strategic leadership which encompass managing through others and work and can be seen in Figure 1.2. The capabilities for incorporation are demanded through strategic leadership which includes both the internal and the external business environment of the organization. Critical information procedures are managed and encompassed through strategic leadership (Mehta, 2016). Strategic leadership is determined through
Figure 1.2 Strategic leadership. Source: The authors
several recognizable actions which can provide effective strategy enactment and are presented as follows:
• Strategic direction should be determined
• Balanced organizational controls need to be established
• Effective management of the resource portfolio of the organization should be followed
• The organizational culture should be supported effectively
• Ethical practices involved in organizational controls must be highlighted
A set of behaviour which is enforced by the people is known as leadership (Eva et al., 2019), this frames the goals of the organization and after that motivates and influences people to contribute towards the organizational goals. In decision-making, leaders play an important role in the success and effectiveness of an organization. To guide their subordinates, leaders must be supportive (Hao and Yazdanifard, 2015). A leader must treat every person equally in an organization without any discrimination. A leader should appreciate the appreciable work of a person. Within the organization, it is the responsibility of a leader to make a healthy atmosphere, both horizontally and vertically (Cheong et al., 2019). It is the responsibility of the leader to ensure that every member of the organization participate in the strategic management process as it is related to the overall performance of that organization (Seidel et al., 2019). For achieving the goals of the organization, it becomes the responsibility of a leader. The objectives set by the leader must be part of strategic goals of the organization. So to attain all the objectives, the leader should be honest and loyal to the organization. A clear mental approach and vision are needed in a leader for working on the capabilities of an organization.
The strategies are the basis for the complete performance of an organization. The strategy is assimilated with the leadership to enhance the capabilities of an organization. Flexible strategies must be adopted by the leaders in today’s changing business environment to make sure the organization’s responsiveness towards the change. The complete decision-making process is influenced by leadership, and in the field of ‘strategic management process’, decision-making is the core. From conceptual framework to strategic formulation, the whole procedure is facilitated through it and is continued till the evaluation (Fernandez et al., 2020; Lemoine et al., 2019). The dependency on ‘strategy implementation’ is based on ‘efficient decision making’ (Mohammed et al., 2018). In an organization, leadership mainly affects the three main areas: vision, strategy and values. The culture of any organization is created by these three components. A leader should clearly show the vision of the organization to the whole members of an organization. It is the responsibility of the leader that everyone should know where they want to see themselves in future. For everyone’s understanding, a leader should keep the vision clear and simple. In an organization, vision is considered the hub, and in relation
to the ‘strategic management process’, vision is the heart (Aibieyi, 2015). For achieving the vision, ‘“leadership’ is the basis for the development of strategies. The meaning of strategy formulation is to provide a road map and this should be kept in mind that these roads should be clear as well as focused (Hartley, 2018).
The main concern of a leader is to ensure that the strategy is related to the vision. A leader should create the learning culture in an organization by giving a clear set of values (Schuetz, 2016). The behaviour of any organization must be demonstrated by the values and must keep the organization in the right direction. These values should be reflected by the strategies and vision of the company. It becomes easy for the leader to formulate and implement the strategies after understanding the values. Ensuring that people are together is the most important thing that a leader must take care of using ‘strategic management’ procedures. For ensuring responsiveness, it becomes important to involve everyone to lead towards the change (Sulimanya, 2017).
For the formulation and implementation of strategies, leadership is very important. Strategy formulation is of no use if it cannot be implemented properly. There are five stages involved in the whole procedure of strategy formulation and implementation, and leadership is considered the key element. Firstly, it is the responsibility of a leader to create a vision which must be integrated with the organization’s values, easy to understand and supportive as well. Values tell us about the past and vision tells us about the future. A leader needs to make strategic differentiation between the vision and mission. Secondly, for defining long-term goals and objectives, leaders are again responsible for that. Thirdly, for achieving those goals and objectives, leaders are responsible for formulating the strategies according to their suitability (Cheong et al., 2019). Fourthly, leaders must implement the strategies. Once, the researcher Sophocles stated that ‘what you cannot enforce, do not command’, which means that it is important to implement the strategies because strategies will be of no use if they cannot be implemented properly (Ibrahim and Daniel, 2019). For the proper implementation of strategies, leaders need to develop proper implementation capabilities as well as a culture for change. As the environment is dynamic, it is the responsibility of a leader to consider all the strategies temporary. So, for the ‘strategic management process’ leader must continuously focus on the improvements and changes. Effective leadership begins with the ultimate ability to believe in oneself. It incorporates maturity, principle and proficiency that transform into determination and direction (Golensky et al., 2020).
1.2.2 Why leadership is required?
In the above sections, we focused on the various definitions and traits of a leader. We also need to understand why leadership is important. This is the main purpose of this section. It is a good fact that leaders play a vital role in the success of an organization (Ospina et al., 2020). Many organizations also
operate without any goal and proper purpose. Such organizations without any relevant mission cannot sustain for long (Hartley, 2018). It is like a ship in the ocean without any proper direction and moving along with the tide and wind (Somuno, 2014). When the wind and tide move seamlessly with a proper course, navigation and conjunction successfully reach their destination. The movement of the ship depends on the proper and effective guidance to complete the journey; along with this they assemble and execute the work effectively with crew members. A leader also checks the environmental conditions thoroughly, and they plan effectively to navigate the routes of a ship (Rice and Reed, 2021; Deniset al., 2012; Rickkets, 2005).
Many researchers over the past have talked on why leadership is required and have highlighted that leadership is required for timely decision-making, for managing various behavioural complexities, for planning for longer horizons (DeChurch et al., 2010), and for framing and implementing the strategies (Somuno, 2014), and that a leader must have the capability to get used to leadership styles (Vera and Crossan, 2004).
Therefore, it can be concluded that an organization cannot sustain in the environment for longer run in the absence of leadership qualities. A leader not only leads but he/she makes sure that all the team members work together to achieve a common objective i.e. organizational success.
1.3 Leadership: born to it or nurtured?
Hard work and proper effort are important for all of us to achieve the desired goal and leaders are not born but made with their hard effort.
–Vince Lombardi.
What should be done by an individual to achieve the leadership role? Which are times you have heard that leaders are born naturally? It’s assumed sometimes that the leaders on the earth have a natural capacity to lead and others don’t have that potential to lead anything.
We believe that that ability of an individual needs to be nourished regularly to be a leader. Hence we can say that the leaders are not born but they are made. It doesn’t mean that leaders are the persons who work effectively only in a room, but they are the persons who work smartly and make their own decision to organize work, which is the actual definition of leadership quality (Arevalo, 2018; Avolio, 2005; Johnson et al., 1998). It is not important to note how people acquire leadership quality but how he or she utilizes their quality to create a difference. It is an important point to discuss whether leaders are born or made. What is being given is not important but what you do with that matters. Leadership quality cannot be taught; it is developed with self-confidence. Successful leaders work hard to attain the perspective, effective knowledge and valuable experience that other persons want to follow (Fernandez and Shaw, 2020).
It is the vital role of an organization to identify the leadership competencies of an employee and accordingly develop the staff. The selection should be based on the born leadership quality rather than on developing the leadership quality (Mironescu, 2013). Individual leadership quality should be developed through individual experience and learning potential. Now a question arises whether any organization invests in selecting persons who are born leaders or in developing leaders. Management recruits and invests in individuals’ talent based on their natural leadership quality. The research has specifically demonstrated that extroverts have stronger leadership ability than introverts, which could be an in-born feature (Arevalo, 2018; Somuno, 2014). The evidence claims that a social person will emerge as a leader, and further it’s believed that social skills can be learnt safely. Extraversion would tend to be just an in-born leadership attribute if one often practises and improves strong ‘soft skills’ such as communication.
However, recognizing the growth of leadership is a dynamic affair. This is because a variety of diverse perspectives is related to that development. Sometimes, it looks the same as the two individuals may have the same experience, yet they are dissimilar in leadership efficiency or output. Some individuals are happy with their slow-going life and the rest make a difference by crafting their impact on the world (Hester, 2013).
One of the leadership books written by John Gardner in the year 1990 states that leadership quality is often learned. To be a good leader is not a miraculous task. Some other chapters of the book state how leadership quality and skills can be nurtured and developed by individuals with the help of proper experience, education and training.
1.4 Attributes of leadership
A specific set of competencies (Figure 1.3) is needed by leaders for influencing their followers and for achieving their vision. A vision is converted into reality through leadership. For motivating employees, these competencies or attributes can be considered as the inner tools and processes influencing the organization to focus on the goal (Russell et al., 2002). Knowledge as well as skills is needed to become not only a boss but also a leader. Leadership mainly needs:
• Character: interest, honesty, self-renewal
• Analysis: strength, observing judgement
• Accomplishment: presentation, confidence, team building
• Leadership abilities: The leaders hold qualities that make people proud. Such qualities or abilities include being ethical, timely decision-making,
motivating employees, uniting the team etc. All such abilities provide a feeling of confidence. When the going gets tough, a leader can unite the team and build morale (Russell et al., 2002).
• Visioning: A leader is objective in the approach and enhances productivity especially in the areas that have scope for improvement. A leader makes and designs the goal that clearly shows the vision towards the set goal.
• Team building: The leaders unite every person as a team for a single goal and work as a team effectively rather than just working individually.
• Conflict resolution: The leaders always try to solve problems without their ego. They handle every situation effectively and in case of any conflicts or disagreements, they face every problem. A good leader always handles hard the issues and talks softly with the people. They always support other leaders and find alternative solutions to unwanted disputes.
• Accurate assessment: The leaders always come in front and lead the situation as per demand and make proper work on time. A leader is able to quickly assess the situation and takes proactive decisions.
• Training/Coaching: For leaders, every mistake is a learning opportunity and they provide coaching, career development programmes and performance feedback to varied people for organizational success and for raising individual quality.
Figure 1.3 Leadership competencies. Source: The authors
What is leadership and market success?
• Commitment towards employee involvement: The leaders involve other employees in the process of planning and decision-making. They give a complete right to the employees to work effectively and complete the given work in time.
From the above discussion, it is clear that a good leader sometimes imposes their thoughts on their employees but in a non-aggressive manner. Modern politicians, however, ought to spend a lot of time persuading and manipulating others as well. There is no such magic approach to influencing others and the only thing to be done is to create assertiveness, communication, interpersonal and presentation skills. The leaders are good at adjusting and adapting their style, be it one or many, to meet the needs of the audience or the situation.
As described above, some managers over-rely on exerting their influence by threatening and exploitation also. This may be effective in doing things, but it’s not affecting. It pressures people, sometimes against their will, to do what they want. One won’t succeed in gaining genuine approval for what one wants to do by coercing others. Indeed, if you compel someone to do things without taking into account their point of view, then you destroy the relationship and have the result of poor productivity. You may also get so used to your style, way of life, or habit that you don’t care about how others receive it (Kolzow, 2014).
Now, let us understand what could be the possible benefits of leadership. Leaders unite the people and create such a type of environment where everyone involves himself/herself to work for the company’s objectives. This type of teamwork creates an environment which facilitates organizational teamwork.
The principle of leadership relies on the following aspects:
• People will realize and be inspired by the aims and goals of the organization.
• Activities are measured, aligned and executed in a linear direction.
• The miscommunication level between companies is reduced.
• There is a strong view of the future of the organization.
• Challenging targets and goals are set up.
• At all levels of the organization, common beliefs, justice and ethical role models are set up.
• Trust is created and fear is removed.
• The requisite tools, preparation and freedom to act with duty and transparency are given to people.
• Individuals are driven and supported and their contributions are known.
1.5 Leadership effectiveness
The term ‘leadership effectiveness’ means the potential of leaders to influence and mobilize their followers. It is important to show work potential towards
the goals aimed by a company and fulfilled by team-mates. Along with this effective leader is the one who judges the person and uses them positively for the challenging tasks to reach the company’s objective (Khan et al., 2016). Various studies have revealed that problem-solving skills are crucial to leadership effectiveness (Mumford et al., 2000; Puccio et al., 2020). It then seems that good leaders are those who illustrate interpersonal skills that help them to form strong relations with many people.
The effectiveness of a leader is measured in many ways at varying levels. The primary two measurement types of leadership as (1) group performance and (2) perceptions of an individual. The perception of every person is divided between (1) perceived effectiveness (as a leader) and (2) emergence of leaders (that are perceived to be future leaders and are nourished regularly, for example, co-workers). The performance done by the group includes (1) process followed by group people (gaining results with respect to motivation for a team member, team dynamics and behaviour levels) and (2) achievements by group persons in terms of financial outcomes and productivity. In comparison with the self-reported opinions of leaders, the efficiency of leaders exhibits a stronger alignment with the views of subordinates on leadership behaviour (Mkheimer, 2018). It was also noted that subordinates’ ratings may provide an improved representation of the suitability of leadership behaviours.
Leadership success has been related to the intellect of leaders and is correlated with the own awareness of leaders and can be predicted by the leader (especially where subordinates are subject to role ambiguity). The level of exchange relations between leaders and each of their subordinates is also impacted and is positively connected to corporate cultures that promote satisfaction among employees. Perceptions of leadership success align with transactional and transformative, as well as inspiring and responsible leadership in terms of leadership types (Patterson, 2016).
1.6 Organizational perspective of leadership
In the above sections, we attempted to provide an understanding on leadership, its traits and how to achieve leadership effectiveness. It is also pertinent to understand the notion of organizational leadership since a leader has to perform in an organization. Therefore, considering the importance of leadership with respect to an organization it becomes vital to understand organizational perspective of leadership (see Figure 1.5). Therefore, we present organizational leadership and organizational performance, generic strategies for organizational growth and challenges of leadership towards organizational growth in the following sub-sections.
1.6.1 Leadership in an organization
For the accomplishment of goals, leading is a procedure which includes the direction of activities to be performed (Fernandez and Shaw, 2020; Skoogh,
2014). Therefore, leadership is premised on interpersonal relationships as shown in Figure 1.4. So, it is important for a group that the leader must belong to the same group. It implies that leadership blooms in an organization. Organizations have two choices to deal with challenges related to leadership: (a) adapt to fast changes by supporting innovative work behaviour among their staff and (b) get out of the competition and exit the market in which they operate (Alheet, 2021).
In any organization, a minimum of two people exist intending to complete set goals. The important elements in every organization that must interrelate effectively include the aims and objectives of leadership which must be achieved. The important elements are people, time, management and task. Leadership is the management function in any organization (Bass et al., 2003). This function is meant to influence subordinates for the fulfilment of goals through effective coordination between money, material and
Inspiring Vision
Community of Donors Stewardship & Performance Investment
Culture of Philanthropy
Figure 1.5 Organizational leadership. Source: The authors Leader Management Teams Leadership
Figure 1.4 Traditional organizational structure. Source: The authors
men. In an organization, management works as a leader which determines the rules, processes and policies used to guide activities and relationships (Skoogh, 2014). The environment is created for the formation of a group when two or more people interact in an organization. An organization develops when people associate for the same purpose for a sufficient time (Sharma and Jain, 2013).
Assurance of consistency, coordination among team members and showing direction are the roles of a leader in any organization (Griffithet al., 2019). It also reflects the performance of subordinates in particular tasks. Therefore, leaders decide the pattern of work behaviour in an organization through their power. He also decides the ethics of his subordinates and their task operations. For the excellence of a corporate and for the performance of an employee, leadership plays a significant role. A huge amount of money is spent by the organization for effective leadership training so that people can learn effective leadership behaviour (Arendt et al., 2016). Organizations are constantly searching for effective leadership qualities because there is still relative scarcity.
Vision is provided especially by the leaders in an organization as he plans and thinks strategically to perform the operational activities. Based on the requirement of the situation, a leader tries to fit the organization. Energy is provided by the leaders for boosting the morale of team members. A leader also establishes a relationship with all other stakeholders. However, in an organization, it ensures learning and teaching. For performing the organizational tasks effectively, leadership is greatly responsible for directing the subordinates. Strategic leadership is a technique which makes the organization more successful through several strategies (Plecas, Squires and Garis, 2018). In an organization, it becomes the responsibility of a leader to inspire and motivate the people to work together so that the vision of an organization can become a reality.
The general tasks are performed by the efficient leaders in an organization in the strategy-making and execution process. The leaders perform several tasks as they develop a vision and mission for the organization. They set objectives and goals, work on the planned strategies and execute them and at last evaluate the performance of team members. The novel requirements are attaining objectives, showing the direction to the organization for growth and becoming competitive. There are several challenges also in the roles of leadership and they can be differentiated based on organizational performance.
The capability for motivating others and guiding others for a long time is the other challenge faced by leadership. One of the researchers stated that management is doing things right; leadership is doing the right things (Drucker, 2009). Here the word ‘right’ is a management term which means interaction with other people. Leadership is not only the individual’s directing, but it is the effort of entire business which is fostered by listening, collecting various suggestions and opinions and also considering the effective strategies with a clear vision.
In an organized and well-managed group, leadership is the process of influencing the activities to achieve the goal. It is also a method which provides meaningful direction for efforts as well as achieving the objectives. However, there are numerous definitions of leadership; it mainly focuses on the goal to achieve the intended vision. The abilities and actions of a person determine the success of a leader. For achieving the organizational objective, effective leadership is needed in society as well as in the organization. It should be noted that leadership needs to be constantly developed and should be able to effectively foster commitment in an organization.
1.6.2 Organizational leadership
Organizational leadership is not considered the magic that one can have and the other not. Organizational leadership is also not about what the boss has ordered (Hirschi and Jones, 2009). However, organizational leadership is the capability of management to bring and save the profits of the company by keeping in mind the requirements of employees and targets of the company. The concept of organizational leadership also ensures that employees work together in a better working environment to achieve organizational goals. Organizational leaders must often make a decision whether to ‘make or buy’ human capital (Barney, 1991) when evaluating whether to recruit external candidates who already have the mandatory skills or to offer internal training for skills that employees lack (Bratton, 2020; Cappelli, 2008)
Nowadays, the role of leadership is becoming significant in the age of rapidly changing business trends. In any organization, strategic leadership is vital which helps in the prediction of the variations. These changes are needed to be done in advance so that workers and teams can understand and adopt these changes (Griffithet al., 2019; Arendt et al., 2016). Leaders are promoted to higher levels of management because they are competent in their core technical skills, which are a crucial step in defining high claims at senior corporate positions (Maheshwari, 2021). Action is taken not only for the organization’s effectiveness but for the survival of the company. It gets clear from the Figure 1.3 that organizational leadership is comprised of a number of activities such as collaborative leadership, inspiring vision, community of donors, stewardship and performance, investment and culture of philanthropy.
The strategic role of a leader is needed for sustainability as well as organizational success, just like the business goals which cannot be achieved without the adoption of any strategic business process. From finding resources to their alignment, from motivation and inspiring the team to achieve goals, it is the result of leadership everywhere (Morrill, 2010). To achieve the goals, leadership is leading the team. Leadership will be considered zero if the leader and his team is not aware of where to go. Clear vision is a significant parameter for leaders to understand (Maxwell, 2012).
It is important to note that leadership is a multistage phenomenon. The members of the team might meet their leader once, but at the same time, he
might be busy meeting the needs of the external environment. Significantly, good followers are also important for becoming an effective leader. However, it is also true that there is no existence of a leader without his followers.
The situational perspective is extended here for understanding the leadership effectiveness which includes four sets of interrelated variables. A leader’s behaviour and style are greatly affected by the traits and characteristics of a leader are an example of a strong link (Lemoine et al., 2019; Mineo, 2014).
1. Leader characteristics and traits
2. Leader behaviour and style
3. Group member characteristics
4. The internal and external environment
Leader characteristics and traits refer to internal qualities of a leader which guide the leader in different situations to work effectively (Bratton, 2020). Problem-solving ability and self-confidence are examples.
Leader behaviour and style refer to the engagement of a leader in several activities which include the characteristic approach such as task-orientation behaviour as well as participative leadership (Mohammed et al., 2018; Mironescu, 2013).
A group member characteristic refers to the attributes of the team or group members assisting the leader with outstanding performance through their intelligence, knowledge and high level of motivation (Hartley, 2018).
Internal and external environment refers to the consideration of forces or elements of the situation which might be in the control of the leader or might not (Ospina et al., 2020).
1.6.3
Leadership and market success
In the above sections, we laid emphasis on the traits of a leader. It also needs to be understood that though there are numerous benefits associated with the leadership, the major output that a leader is able to deliver is market success. In this section, we make an attempt to establish a linkage between leadership and market success/organizational performance. However, detailed analyses of both these constructs have been comprehensively discussed in Chapter 8.
The responsibility of a leader is to direct the activities of people in the process of leadership so that pre-determined goals can be achieved. Leadership is considered a significant management function. In every country’s history, the effect of effective leadership is intensely demonstrated again and again. Effective leadership is important for any organization to sustain (Skoogh, 2014).
In any organization, the role of a leader is to differentiate the less important goals, to make appropriate strategies and show direction and inspiration to the team for achieving the goal. It becomes important for the leader to recognize the value system which might work in different situations or different
work groups. It is important for a leader to listen to the questions as well as answer them.
Now let us try to understand what market success is? Market means a group of firms producing market offerings to a group of buyers. Now the concern is what could be the indicators of market success? Literature reveals five major indicators:(a) a greater sensitivity to differences in consumers’ needs, wants, tastes, and preferences, (b) superior quality goods and services, (c) better innovativeness, (d) higher productivity and(e) greater economic development (Hu et al., 2022; Zahoor et al., 2021; Hunt and Arnett, 2006). A business is also being proactive once it engages in incessant process improvements, as in total quality management (TQM) programmes. When proactive and innovative actions effectively generate innovations that contribute significantly to efficiency, firms will be rewarded by marketplace positions of competitive advantage, which is an indicator of market success.
The relationship between leadership and market success has been analyzed in literature (For example: Bass et al., 2003; Skoogh, 2014; Griffithet al., 2019; Arendt et al., 2016). All of them highlight a significant relationship between leadership and organizational success. Now the question comes, what a leader could do to ensure organizational success, which is discussed in the following sub-section.
For enhancing the market success of any organization, it is important for a leader to possess some qualities; some of the qualities are shown below.
Ability to be objective: Before making any decision, a leader must examine every situation. Without being biased, objectivity is the ability to see a problem impersonally or rationally.
Ability to be perceptive: It means observing the realities, discovering them and giving the ability to one’s environment. A leader needs to know all the aims and objectives of the company so that they can be achieved.
Ability to establish proper priorities: It is an ability to decide what is important for the organization and what is not. It also includes knowing which of the given alternatives is correct and which is not.
Ability to establish human relations: The other name for human relations is ‘interpersonal relationship’. A leader needs to keep a good superior-subordinate relationship. A leader will get healthy respect from his subordinates if he develops better human relations and understandings. ‘Human relations theory’ states that works and jobs should be designed with the assurance that it gives a meaningful sense of opportunity and responsibility.
Ability to implement crisis management: Issues as well as differences among the employees must be settled by the leader, especially those issues which impair the output of the employees.
Ability to implement effective decision-making: The strategic planning of a manager mainly depends upon effective decision-making. In a ‘contemporary management’, effective decision-making is needed which involves the collection of information, defensive avoidance, utilization of alternatives and systematic comparison so that the most effective cost can be chosen (Abbas, 2010).
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48. THE GIRL WHO BECAME A WHIRLWIND.[49]
Many, many years ago the Arikara left their village and went west on a buffalo hunt. They left behind a family, the woman of which was leading a pony that dragged a travois with two children on it—a girl seven years old and a boy of five. As these people were crossing a little stream of water the pony jumped across the stream, and the children fell off. The woman, supposing the children still to be on the travois, never looked behind, and did not miss the children until she came into camp.
The men were then sent back to try to find the children, but they could not be found; for when they fell off, instead of following their parents they had gone back in the direction of their village, but instead of going into the village they had gone into the timber west of the village. There they wandered through the timber, and at last they came to a cave, where they stopped. The girl left the boy there while she went about trying to find something for him to eat. While the girl was gone, a Whirlwind came and took her far away. It was not long before the girl returned; but often after that she would go away for days. When she returned she was always very happy. Now, the boy told his sister that he wanted a bow and arrows; that he was all the time going around through the timber seeing rabbits and smaller game. The girl disappeared, and when she came back she had a bow and four blunt arrows. For many days the girl would disappear and then would return. One day the boy said: “My sister, I wander through the woods, and I am getting older; I think I ought to have a
larger bow and many arrows.” So the girl said, “All right.” She went away, and when she came back she brought the bow and quiver filled with arrows for the boy. The boy was thankful for this. The girl disappeared very often. Every time she came home the boy would hear the storm coming, then, all at once, the girl would appear.
One day when the boy was out hunting, an Owl came to him, and said: “We have taken pity upon you. We have an animals’ lodge close by. We have taken pity upon you because your sister is now a wonderful being—a Whirlwind. She goes from one place to another, killing people. She has planned to kill you, that she may be the Whirlwind always. She thinks that you are in her way, for she has to look after you. Now, the girl travels far over the land. She visits places where people have food, and there she finds bows and arrows, knives, axes, and hoes, and she brings them here to your place. Testes autem moribus excidit, domumque adfert; eos frictos, dum dormis, dentibus frangit et mandit. To-night when she comes home, stay awake, for she intends to kill you soon. You will find out what she eats.” That night, when the boy lay down, he watched and waited for his sister. She came at last. She looked down and saw that her brother was sleeping, then she took some of her special meat and placed it upon hot coals, took it off and began to eat. When she got through eating, the boy arose and said, “Sister, I am glad you are back.” She said, “Well, I am going away, far away from here to-morrow, and I want you to stay here until I come back.” The next day the girl was gone. The Owl came to the boy, and said: “Make haste! Come!” So the boy followed the Owl, and as they traveled along the Owl said: “Do you see that cloud coming? That is the Whirlwind coming to destroy you. Make haste and come with me!” They ran, and as the Whirlwind was near, the boy was taken into the den of the Owls.
The Owls told the boy that when the Whirlwind should come it would make threats, but that they had taken pity upon him and would keep him there; but that there was something that this girl wanted, and they were going to tell him what it was. They said: “Your sister wants a woman. You tell her that the first woman you marry you will give her.” So the Whirlwind came to the side of the hill where the
Owl’s den was. The wind blew and the girl spoke, and said: “You big Owl, turn that boy loose! He is mine! I must kill him!” But the Owls would not turn the boy loose. They said, “He is here under our protection.” The girl kept on demanding the boy. At last, the boy said, “My sister, if you will let me go, the first woman I marry I shall give to you.” The girl said: “That is what I want; I shall let you go.” So the boy was turned loose, and traveled towards his people.
When the boy came to his people, he saw that they were very poor. He entered his father’s lodge and told his father that he had come back. His father arose and built a big fire. He saw the boy sitting there and recognized him. The father asked about the sister. The boy said that his sister was well, but that she was far away. Then the boy told his father to tell the chief to come to their lodge. The boy told the chief that he had come to tell them that the buffalo were not very far away and that the people must go and kill these buffalo. The people sent hunters out and they found the buffalo as the boy had said they would. In a few days the enemy attacked this village, and they saw that the boy was a wonderful boy, for he made a way for his people to kill the enemy. The people cried through the village, and said that they should give him a nice young woman to marry. The chief’s daughter was the one to be given to him.
That night the boy went out and called for his sister. The sister came that night into the tipi and sat down by her brother, and said, “I have been far away.” The boy said: “My sister, I am now to marry. Here is the girl that I promised you.” The boy’s sister said, “That is what I want.” She went to the girl, and the sister and the boy’s wife were together. The boy went out. The next day the brother came into the lodge, and his sister said: “My brother, I give you this club and this medicine, and I give you the power that I possess—that of the Whirlwind. You will have power to kill the enemy. They will try to shoot you, but they can do you no harm. For many days I shall now go towards the southwest, where I shall always stay. When the wind comes you must know that I am the Whirlwind. I will listen to the prayers of our people. When I am coming do not let my people be afraid of me, for I shall always hear their prayers and shall always heed them. I shall not destroy them, but will always comfort them.”
The young man became a famous warrior, and finally became a chief.
FOOTNOTES:
[49] Told by Many-Fox.
49. THE COYOTE AND THE MICE SUN DANCE.[50]
While the Coyote was wandering in the evening he heard dancing, but he could not see the dance anywhere. He went on walking around and hunting for the dance. He was about to give up, when he found that the noise of the dancing came from an elk skull in the bushes.
The Mice ran away as soon as the Coyote came up, but the Coyote begged to see them dance. He addressed them thus, “Uncles, I want to see you dance.” The Mice said: “We are afraid of you, for you may eat us. We would like to see you, but you are very tricky, and you might eat us.” The Coyote begged so hard, saying he had not seen his uncles for many months, and he wanted to see them; so the Mice agreed to let him into the dance. They let the Coyote peep into the back part of the skull, so that he could see the dance. As soon as the Coyote had run his head through the skull the Mice ran away, and the Coyote was held fast with his head in the skull. The Coyote begged the Mice to take the skull off, but the Mice would not listen to him. They told him to go away. So the Coyote went on his way, with the skull on his head.
The Coyote could not see very well, on account of the skull being over his eyes. He heard some noises at a distance. He went straight to a camp. He came to the edge of some water. The people saw the animal coming on the other side of the water, and some of them hallooed, “A wonderful animal coming on the other side of the water!” When the Coyote saw that the people were scared he commenced
to make funny noises. Some of the people said, “Make way, so that we may be spared and live.” The Coyote said, “Give me the chief’s daughter and you shall all live.” The people gave him the chief’s daughter. The Coyote swam across the water and the people made a tipi for him. The girl took the Coyote by the horns and led him to the tipi. The Coyote stayed with the girl all night. In the morning the Coyote and the girl were sent for to come and eat. The Coyote was still close to the girl, and some boy saw that it was a Coyote. The boy yelled, “This being that is in the tipi with the girl is nothing but a Coyote!” The people rushed there and the Coyote was forced out beyond the tipi. As he could not see very well he ran into people and dogs. The people struck the skull until they broke it to pieces. They caught the Coyote and brought him home. They tied his legs with strings, drove some pegs into the ground, and tied him fast to the pegs. As the people went out they would go to the Coyote and urinate and defecate on him. One old woman went out to defecate on the Coyote, and as she lifted her dress she wanted to know how she was to do it. The Coyote told the woman that the first thing to be done was to pull the pegs, then pull up her dress, then defecate on him. The Coyote took a long stick, and as the woman lifted her dress and tried to defecate on him he ran the stick into her rectum, then stuck the stick in the ground. He then ran away and defecated as he went. For this reason the Coyote defecates easily and is always running from the people.
FOOTNOTES:
[50] Told by Joe Reed.
50. THE COYOTE BECOMES A BUFFALO.[51]
The Coyote was going along when he saw an old bull sitting down on the side of a hill. The Coyote went up to him, and said, “Well, my grandfather, are you sitting here sunning yourself?” The bull said, “Yes.” The Coyote said that he was hungry; that he would like the Buffalo to give him something to eat. The Buffalo said, “Why are you not like myself, a big Buffalo, eating grass.” The Coyote said, “Well, grandfather, I wish that you would make a Buffalo out of me.” So the Buffalo said: “All right. You will then have to break up your bow and arrows, for you will need them no more.” So the Buffalo placed the Coyote, and said, “Now you must keep a strong heart; do not get scared.” The Buffalo rushed at the Coyote, and just as he was about to hook the Coyote, the Coyote jumped sidewise. Then the Buffalo said: “Why did you get scared? Now stay right at this place, and I will come and make a Buffalo out of you.” But every time the Buffalo ran toward him the Coyote would jump away. The last time the Coyote stayed, and as the Buffalo went up against him there were two Buffalo bulls. They locked horns, then the Buffalo told the CoyoteBuffalo to eat grass. The Coyote-Buffalo obeyed and ate until he was filled. Then the Buffalo said, “We must go to the Buffalo herd, for there is one bull there who has control of all the female Buffalo, and we will fight him, and when we have killed him we can have all the female Buffalo.” So they went to the Buffalo herd. The Buffalo bull was going around among the Buffalo. They were waiting to fight him when it should come time. They fought, and they killed the Buffalo bull.
Now each bull took many cows to look after When they all came together they lay down in a hollow for the night. The next night the Buffalo all jumped and traveled toward the western country. When the Coyote-Buffalo got up he saw that he had been left behind, all alone. He arose, but did not follow the other people. The CoyoteBuffalo came across a Coyote, and said: “Why are you not as I am? I was a Coyote once, but now I am a Buffalo.” The Coyote-Buffalo told the Coyote to throw his bow and arrows away, for he was going to make him into a Buffalo. He set the Coyote in a certain place and made a rush at him. The Coyote jumped sidewise. Three times did the Coyote-Buffalo try to run into the Coyote, but every time the Coyote jumped sidewise. The last time, the Coyote-Buffalo said, “Now you must close your eyes and let me run over you.” The Coyote obeyed and the Coyote-Buffalo ran into him, and there were two Coyotes instead of the Coyote-Buffalo and the Coyote. So the Coyote-Buffalo turned back into a Coyote.
FOOTNOTES:
[51] Told by Antelope.
51. THE COYOTE AND THE ARTICHOKE.[52]
The Coyote was going along through thick timber. He saw an Artichoke plant, which he dug up. He asked it its name. The Artichoke said, “Cososit,” meaning artichoke. The Coyote wanted to know if he had any other name. The Artichoke said, “Take-a-Bite.” When it said that, the Coyote took a bite. The Artichoke repeated this name four times, and every time it repeated it the Coyote took a bite of the Artichoke. Finally, the Coyote had eaten the Artichoke.
The Coyote went on, and again and again he expelled flatus, moving his feet each time. Every time he expelled flatus he seemed to grow worse. Once it threw him up in the air. Now, before expelling flatus, he got hold of a tree, and he said, “Now let me expel flatus.” The flatus threw him up in the air, tree and all. Again he went on, and he came to a stone, and when he knew he was to expel flatus, he said, “Now let me expel flatus.” This he did, and the stone went up with the Coyote. The stone fell on the Coyote and killed him. This is the reason we find coyotes lying beside stones.
FOOTNOTES:
[52] Told by Cut-Arm
52. THE COYOTE RIDES THE BEAR.
[53]
The Coyote was going along through the timber, and he met a Bear The Coyote made all kinds of threats against the Bear, and finally got on his back and rode him. All at once the Coyote jumped off and said, “You can go your way, and I will go mine!” The Coyote went up on the top of a hill, to see if the Bear was still going, but he did not see him. Then the Coyote yelled, and said, “You Bear, you claim to be a fierce animal, and here I have ridden upon your back!” The Bear, hearing this, became mad. He turned around, and said: “I will kill that being, whoever he is. No matter where he goes, I will follow him.” So the Bear ran up the hill, and when the Coyote saw the Bear coming he ran. The Bear caught up with the Coyote on the next hill, and killed the Coyote and tore him up.
FOOTNOTES:
[53] Told by Antelope.
53. THE COYOTE RIDES THE BUFFALO.[54]
There was a village, and in the village lived one young girl who was very pretty All the young men courted her, but she did not care to marry. A Buffalo came who wanted to marry her. Once in a while he would turn into a young man, nicely dressed and smelling very fine. The girl became very much attached to the Buffalo.
The Coyote came to visit the girl, and he talked to her. The girl said she did not care to talk to anybody now, because she had a young man, and that young man was the Buffalo. The Coyote said: “Why, that Buffalo is my horse. I ride him.” The girl said, “If you will ride that Buffalo here I will marry you.” The Coyote went home, took a club and hit himself very hard on the knee, so as to make it sore. The Buffalo came to the girl to talk with her. The girl told the Buffalo what the Coyote had said. The Buffalo was mad, and said, “I am going to bring the Coyote here and kill him.” The Buffalo pawed the ground and threw up the dirt. The Coyote saw the Buffalo coming. The Buffalo called to the Coyote to come out. He said: “I want you to go with me to the girl’s tipi; I am to kill you.” The Coyote said, “I am a cripple, I can not go.” “It is not true,” said the Buffalo. “Come out, uncle, can’t you? Come on.” Said the Coyote, “If you want me to go, and can carry me to the girl’s tipi, I will go.” The Buffalo agreed to carry the Coyote. The Buffalo got down on his knees and the Coyote got on top of him and sat upon him. The Coyote had a cane that he was to hit the Buffalo with.
The Coyote jumped up and ran back to the village and married the girl. The Buffalo was so ashamed that he never came back to the village. For this reason, the descendants of the Coyote are bad and tricky. By foul means, they marry.
FOOTNOTES:
[54] Told by Cut-Arm
54. THE COYOTE AND THE BUFFALO
RUN A RACE.[55]
Once when a Coyote was sauntering along he looked up and saw a Buffalo a long distance off. The Coyote ran, and nearly caught up with the Buffalo. The Coyote saw the Buffalo drop chips. He went and ate some of them. The Buffalo looked around and saw the Coyote eating the chips. The Buffalo turned back and asked the Coyote what he was doing. The Coyote said: “O, you shaggy-looking thing; why do you not go on your way and not bother a poor fellow like me? I am eating some pemmican that some fellow must have dropped.” After a while, the Coyote said, “Say, grandfather, can you run?” “Yes,” said the Buffalo, “I can run fast.” “But,” said the Coyote, “I do not see how you can run with such big feet. Then there is danger of your breaking your legs. Ah, grandfather,” said the Coyote, “I think I can beat you. I am a man who has fought in battles, and have killed many people on account of my swiftness. If you are willing to run with me, do not stand there and laugh at me. I can beat you.” So the Buffalo said, “If you want to run a race, I will run with you, and I will show you that my legs can carry me a long way and beat you.” “All right,” said the Coyote, “I will go and measure the ground, and we will run.” So the Coyote went away and selected a place. The place selected was a tableland, and there was a steep bank at the other end. The Coyote set landmarks near the steep bank and winked to himself, and said, “Now I will have a whole buffalo to eat,” for at the bottom of this steep place there was a rock. The Coyote went where the Buffalo stood, and said: “Now we will run. As soon as we get to the two landmarks I have made we will run
fast. At this place we will close our eyes. When we have gone a short distance we will open our eyes and see who is in the lead.” The Buffalo agreed. They began the race, and as they came to the landmarks, the Coyote said, “Now run your best and close your eyes.” The Coyote, being on the right side of the Buffalo, closed his left eye. The Buffalo ran with his eyes closed and jumped over the steep bank. The Coyote stopped, looked, and saw the Buffalo lying dead at the bottom of the steep bank.
The Coyote went down and skinned the Buffalo and cut him up. He then took the meat to a place where there was a creek, and there he put up a small lodge for himself. He made a fire and roasted some meat. Then he went out to see if he could see any one. He saw a Fox coming along. He waited for the Fox. When the Fox came up, the Coyote said, “My friend, I want you to come to my lodge and pack water for me.” The Fox said, “I will go with you and pack water for you.” So they went together and entered the lodge. The Coyote fixed the buffalo pouch for a bucket, and said, “Fox, you go after water with this pouch.” The Fox obeyed. Before he got to the creek he had eaten up the pouch. Four times the Coyote gave the Fox a pouch to bring water, and every time the Fox would say, “Coyote, as I dipped water, something came and took away my pouch.” The Coyote was mad, and he took some coals and threw them into the Fox’s face, so that the Fox cried and ran off. The Fox told his story to every animal he met. All the living animals got together, and when the Coyote was fast asleep they went in and ate all he had in his lodge. When he woke up he found all his meat gone, and he went away crying.
When you have plenty, do not trust your friends, or they will get all you have.
FOOTNOTES:
[55] Told by New-Man.
55. THE COYOTE AND THE DANCING CORN.[56]
Two Coyotes were going along, and as they became hungry one of them said: “Let us go where the people have left their village. We will find some pounded corn.” As they came to the village they separated, one going through many lodges, while the other went another way. The leader came to a lodge, and there he saw pounded corn, in lumps, running into the mortar. The Coyote ran into the lodge and begged the lumps of pounded corn to come out, saying that he was an old man who sang for people in their sacred ceremonies. The Coyote walked around the fireplace and began to sing. The lumps of pounded corn came out and danced. The lumps began to dance with the Coyote. “Close your eyes,” said the Coyote. The lumps had danced so hard that they had raised a dust, and the Coyote thought it was time to act. So he ran to the mortar, stuck his head into the bowl, and became fast. After a time the brother of the Coyote came, and said, “Wa, what are you doing?” The captive Coyote said: “I am fast, but I have lots to eat in this bowl. Take an axe and cut the bowl open.” The other Coyote took the axe and chopped the mortar open, cutting the other Coyote on the head so that he died. There was nothing in the mortar. The Coyote went away crying, for he had killed his brother
FOOTNOTES:
[56] Told by Little-Crow.
56. THE COYOTE AND THE TURTLE
RUN A RACE.[57]
One time a Coyote met a Turtle. The Coyote began to boast of his swiftness, and the Turtle said, “Why, I can beat you running!” So the Coyote said, “We will run a race to-morrow.” That night they parted, and went to their homes, so that they could get ready for the race the next morning. After the Turtle reached home he began to worry, and he could not get to sleep, for he knew that the Coyote could run fast. But the Turtle said to himself: “I will take him up there and go to the other Turtles, and ask them to assist me.” So the Turtle went to the other Turtles, and said: “I am about to run a race with the Coyote. I want you to help me.” He told them the place where they were to run, and the distance they were to run. So several Turtles volunteered to go and help the Turtle to beat the Coyote.
All the Turtles went to the place. They placed one Turtle at the end of the course; then they placed another one at a certain distance back of him; then another back of this one, and so on, and finally the Turtle himself took his stand. Each Turtle carried a long pole, and hid in the ground.
The next morning the Turtle met the Coyote. The Coyote began to run around and was happy, for he thought that he was going to beat the Turtle. The Turtle and the Coyote got ready to start. The Turtle gave the command to start. The Coyote ran and the Turtle crawled into his hole. When he got over a little ridge the Coyote saw the Turtle going ahead of him. Coyote ran and caught up with the Turtle. The Turtle threw his pole away and crawled into the ground. When
the Coyote got to another knoll, there was the Turtle ahead of him again. The Coyote caught up with him. The Turtle crawled into the ground. The Coyote ran, and when he got up to another hill, there was the Turtle going ahead. The Coyote caught up with and passed him. At the end, the Turtle was at the goal, and the Coyote got up, and said, “You have beaten me.” This fine stretch of running killed the Coyote.
FOOTNOTES:
[57] Told by Standing-Bull.
57. THE COYOTE AND THE STONE RUN A RACE.[58]
The Coyote went up on a high hill, and there he saw a stone. The Coyote asked of the stone its name. The Stone said, “Run-Fast.” “A good name,” said the Coyote, “but I can beat you running.” The stone said, “You will spoil my rest, but if you want to race I will run with you.” The Coyote said, “All right, I want to race with you.” So the Stone told the Coyote to carry him to the top of the hill. The Coyote placed the Stone upon the hill and started him rolling down the hill. For a time the Coyote ran along side of him, then passed him. The Stone ran down the hill and caught up with the Coyote, and rolled upon his back. The Coyote then tried to shake off the Stone, telling him that he had beaten him and begging him to get off his back. But the Stone stayed upon the Coyote’s back. As the Coyote walked along the Stone grew heavier. It was now towards evening, and as the Coyote walked along he saw the Bull-Bats fly overhead. He told them to fly lower; that he had something to tell them. The Bull-Bats flew down. The Coyote told them that the Stone had been calling them names. He said: “When I told the Stone that I would tell you he jumped up on my back so that I could not tell you.” The Bull-Bats said, “We will take the Stone off.” So the Bull-Bats flew up high in the air, then came down with a swoop, making a peculiar noise upon the stone and cracking the Stone. The Bull-Bats kept on flying towards the Stone, until the Stone split in two.
After the Stone had fallen from the Coyote, the Coyote ran along making fun of the Bull-Bats, calling them names. He said, “You
