Leadership OrganizationalTASK 2 2.1The Skills and Attributes Needed For Leadership Organizational leaders today must portray a wide range of skills and attributes in order to be successful in driving their organizations to success. For instance, among the most significant skills and traits that leaders need to have include, communication skills, team management skills,decision making, and conflict resolution in order to manage the people within the organization effectively (Montana, and Bruce, 2008). These skills will enable the managers and organizational leaders in Delta Plc. Bank to be astute in their management and overcome emerging and existing challenges for their organizations. For instance, communication skills will enable the leaders in the bank to bring their interpersonal skills into use when relating with different people and creating a common understanding among key stakeholders in their organizations. Decision making and conflict resolution will help the banks managers resolve any emerging challenges and conflicts by making appropriate decisions that ensure the organization remains on course to achieve its objectives. According to Gordon Allports Traits theory, individuals have certain consistent forms of behavior that often define their general personality. These traits influence how people behave and are different from one person to another.The theory is based on the principle that some of the traits are consistent and stable over time and often affect how people think, and show their emotions. The theory goes further to state that these traits are inborn and often determine if an individual will be a leader or not. This is because there are certain traits that predispose individuals towards being great leaders naturally. Therefore, if one is does not have these traits, the chances of them being leaders are limited (Dale, 2004). This theory is particularly significant for leaders because it lays greater emphasis on the skills and traits that leaders must portray. However, in as much as there may not be consensus as to whether these traits and skills are inborn or they can be nurtured, it remains an important element in leadership. 2.2: Explain the Differences between Leadership and Management In as much as management and leadership both involve managing guiding a group of individuals towards a certain objective, the two are very different concepts. However, both concepts are complimentary to each other and often work hand in hand with each other. Management refers to a set of processes that keep an organization functioning (Montana, and Bruce, 2008). The processes are about planning, budgeting, staffing, clarifying jobs, measuring performance, and problem-solving when results did not go to plan (Tyson, 2006). On the other hand, leadership refers to the process of aligning people to the vision; that means, buy-in and communication, motivation and inspiration (Montana, and Bruce, 2008). The two processes or concepts are characteristically different from each other. For instance, managers have subordinate staff who work under them. Their authority comes from the companys constitution and by-laws that make up the organizations structure. Therefore, the junior staff has no other option, but to obey and trust the managers. Managers also have limited time and resources to handle all the work that is available to them, therefore, they hand over most of the responsibilities to their subordinates so that they focus on other matters. Finally, managers often tend to be well learned people with vast experience in business and organizational matters. On the other hand, leaders have followers, but not subordinates. They also focus on inspiring people to achieve their objectives through charismatic and transformational styles. They also focus on helping and empowering individuals. Most of the leaders have humble backgrounds, but with plenty of wisdom and courage to take risks. While managers focus on maintaining stability and managing work and organizational tasks, leaders focus on initiating change and leading people. The authority of the manager comes from formal authority while that of the leader comes from personal charisma. Nevertheless, the two concepts have a lot in common and are often viewed as complimentary.