means being prepared to answer for our own actions and not abusing our personal
power. Unlike the other three elements responsibility cannot be learned, nor is it a
hereditary trait. Responsibility is a choice. Malik summarizes this point concisely:
anyone who does not choose responsibility is not a manager, but a careerist.
2.1.2.1 The Principles
Principles are paramount and should be used along with leadership tools and
the ability to ensure task development and fulfillment. Principles are “the core of
managerial effectiveness” and “a must-have in every organizational culture” (Malik
2001, p. 65). In order to uphold business principles, a certain measure of self-
discipline is necessary. Almost every employee can learn the principles of the
business. An effective employee needs to have an insight into the meaning of his/
her own occupation, its risks and pitfalls. He or she must also understand that one
can learn how to learn. As an organization grows and expands, the leadership and
managerial roles will also grow and expand. These roles will evolve, diverge, and
change along with the growth of the company.
Malik defines the six principles of effective leadership as follows:
First Principle: Focus on Results
The thinking and acting of competent managers is oriented on results. Management
is part of a business that demands its personnel to have intelligence, drive and skills
for positive customer relationships. If these skills are in the right place, the organi-
zation’s structure is well oriented and, if the results are evaluated, then the organi-
zation should prosper.
Malik stresses the simple importance of effectively working with employees.
Today, complex management models and leadership theories are often blown out of
proportion to the point of losing effectiveness. Malik states that above all leadership
should be effective. Managers may tend to forget the basic rules of leadership when
bombarded with new theories and techniques. Most will describe their job as 80%
managerial duties and job stress, the remaining 20% consisting of setting and
achieving goals. Those who are focused on the negative side (80%) forget to
acknowledge and celebrate the 20%.
Frequently, results-driven theories are falsely regarded as a style of leadership.
Yet results can be achieved with a variety of different styles of leadership. Malik
states that managers should derive pleasure and fulfillment from their job, and that
this fulfillment should not be solely attributed to external incentives. “One must be
glad and believe work is a privilege – if work is interesting on the whole and for the
majority of the time, a certain level of satisfaction will arise. It is unrealistic to
expect more from a work environment than general satisfaction on a certain level”
(Malik 2001, p. 81). If leadership training, good management and a healthy work
environment can efficiently co-exist, the satisfaction and drive of the employees
should follow.
2.1 The Craft of Leadership 29