Individuals who are highly ambitious, have high energy level, an urge to lead, self-confidence, intelligence, have thorough knowledge of job, are honest and flexible are more likely to succeed as organizational leaders. Individuals who learn the organizational leadership develop abilities and skills of teamwork, effective communication, conflict resolution, and group problem solving techniques. Organizational leaders clearly communicate organizational mission, vision and policies; build employees morale, ensure efficient business operations; help employees grow professionally and contribute positively towards organizations mission.
What underlies these later discussions is the assumption that if most leaders are also subordinates, most subordinates are also leaders, with power of their own that they can bring to bear on their bosses. This view was anticipated back in 1988, when in In Praise of Followers , Robert Kelley found that the traits of good followers are nearly the same as the traits of good leaders. They “manage themselves well; are committed to the organization and to a purpose, principle, or person outside themselves; build their competence and focus their efforts for maximum impact; and are courageous, honest, and credible.” Of course if everyone were like that, the Peter Principle would probably never have been written.