The Makings of an Effective Leader!

Sandra Larson, previous executive director of MAP for Nonprofits, was once asked to write her thoughts on what makes an effective leader. Her thoughts are shared here to gel other leaders to articulate their own thoughts on what makes them a good leader.

Passion

An effective leader is a person with a passion for a cause that is larger than they are. Someone with a dream and a vision that will better society, or at least, some portion of it. I think a very key question has to be answered: Can someone who is a charismatic leader, but only to do evil or to promote herself, be a leader -- especially if she has a large following?” I would say no, she is a manipulator.

Also, without passion, a leader will not make the necessary courageous and difficult decisions and carry them into action. This is not to imply that all decisions are of this nature. But you can be sure, some of them will be. The leader without a passion for a cause will duck.

Holder of Values

Leadership implies values. A leader must have values that are life-giving to society. It is the only kind of leadership we need. This then also implies values that are embedded in respect for others. So often we think of people skills or caring about people as being “warm and fuzzy.” I think a leader can be of varying ‘warmth and fuzziness,” but a leader has to respect others. You can’t lead without it. Otherwise we are back to manipulation. Respect means also that one can deal with diversity -- a critical need for a leader in today’s world -- probably always has been, although diversity may have been more subtle in the homogenous societies of the past.

Vision

This is a bit different than passion, but in other ways it isn’t separable. If one doesn’t care about a subject, an issue, a system, then one won’t spend the time thinking about how it could or should be different. Yet, one could have strong feelings about something and not good ideas, particularly if she didn’t spend a good deal of time studying the topic. Thus a leader has to have some ideas about change, about how the future could be different. Vision then is based on two components that leaders also need: creativity and intellectual drive.

Creativity

One has to try to think out of the box to have good visions and to come up with effective strategies that will help advance the vision. I’d also add here the need for a sense of humor. It’s a creative skill that is in great need by leaders. We should read the funnies more!

Intellectual Drive and Knowledge

I believe a leader has to be a student. In general it is hard for a leader to be around enough other leaders to pick this up just through discussion, so I think a leader has to be a reader and a learner. Furthermore, I can’t see someone leading in a field they know nothing about.

Confidence and Humility Combined

While one can have a great vision and good ideas for change, and even passion for it, if one isn’t confident, then action will not occur. Without action, there is no change. Yet, paradoxically, a leader needs to have humility. No matter how creative and bright one is, often the best ideas and thinking are going to come from someone else. A leader needs to be able to identify that, have good people around who have these ideas. This takes humility, or at least lack of egocentricity. The leader is focused on the ends and doesn’t have to see herself always as the conduit or creator of the strategy to get to that end.

Communicator

None of the above assets will work for a leader if she can’t speak or write in a way to convince others that they should follow along, join the team, get on board. All the above gets to the old adage that a leader knows how to do the right thing and a manager knows how to do things right. But a leader has to be a manager, too. I don’t think these skills and abilities can be separated out very easily. Both need to be in the mix.

Thus a leader has to be some of the following, too:

Planner/Organizer

Someone who can see what needs to be done and help the team plan and organize the getting it done. Management is getting things done through people. While a writer or other visionary person may be very influential, even seminal for the cause of change, this is not quite my definition of a leader. A leader means to me, someone who is taking action, trying to get others to do something they want to see done.

Interpersonal Skills

Leaders must have the ability to act in an interpersonally competent manner, yet they also need to learn the techniques of good listening, honest and open communication, delegating, conflict resolution skills, etc., to actually get work done and keep the whole movement/organization/project together.

Other Business Skills

While in some arenas you may be able to get by with only some of these skills or none of them (if you can hire good enough people to do it for you), generally speaking you must have at least some skills in financial management, human resources, information management, sales, marketing, etc.

If I were to sum it all up, I’d say a good leader has to have a purpose that is larger than they are and the balanced personality and skills to put that purpose into action.

Copyright Sandra Larson, Minneapolis, MN.

Leadership Myths

Ten or twenty years ago, debunking leadership myths was easy. In every other corner office you could find an overconfident boss barking orders to masses of underperforming employees. However, over the last decade there has been a shift in the prevailing management winds.

Most of the changes have been good—though none revolutionary. People are getting more respect. Collaboration, engagement, and performance are all on the rise. More and more companies are doing well by doing good. None of it is “new,” successful leaders have been doing this stuff for years. It’s just becoming more acceptable.

However, there are some questionable tenants in this growing “new” leadership doctrine that haven’t been fully thought out. They sound good and leaders are assimilating them as founding principles, but after further inspection, you’ll see many of their premises are flawed.

I offer the following examples and ask for your feedback:

Myth #1: There’s no place for harsh or domineering leadership styles. In this new era of individual respect, the idea of a leader issuing unilateral orders without asking for opinions from others seems utterly barbaric. As a result, the autocratic leadership style is snubbed and reserved for dictators and half-wits. In fact there a number of situations where a strong autocratic leadership style is called for—so we should learn how to use it, not ignore it. What would you think of an EMT that arrived at the scene of an accident and promptly gathered everyone around to hear their opinions on what to do first—CPR, call for more help, or tend to other wounds?

Myth #2: Experience is the best teacher for a leader. It’s etched in every big company’s fast-mover career timeline—get the right jobs to get the right experience. You do that and you’ll be better qualified for leadership positions at the top. I have nothing against experience. In fact, it’s an absolutely essential part of learning—but it’s not always the best teacher. Yesterday’s experience may be totally irrelevant to tomorrow’s challenges. If you’re not careful it could pigeonhole your view of the world and lock you into an antiquated perspective. For experience to make you better, you must reflect on it.

Myth #3: You have to be an optimist to be a great leader. There’s no room for pessimism among great leaders—they’re always hopeful, always positive, and always believing that good will triumph in the end. Yeah, well, you could say the same about the couch potato who sits at home all day watching motivational speakers on YouTube. The fact is, you need some pessimism as a leader. You need to be able to envision the worst possible scenario—and really believe it could happen—if you’re ever going to successfully defend against it. And honestly, without pessimism, there would be no real change. All change starts with a discontentment.

What do you think are the big myths in leadership today?

Source Geoffrey Webb

Solving the Leadership Puzzle

Many of the challenges we face as a leader seem tough, unusual, and perhaps unsolvable.  Many puzzle enthusiasts, working on puzzles as diverse as Sudoku,  crosswords, video games (and more) thrill for puzzles with those same descriptors.

Perhaps our leadership lesson from them starts from recognizing their attitude and it’s important to ultimate success.  Rather than procrastinating or ignoring a tough problem, puzzlers get started.

Once they get started they likely use a three step formula (consciously or not) to help them get going.

1.  Look for patterns.

2.  Find the way in.

3.  Build on your success.

These three points were in the May 2009 issue of  Wired Magazine (the issue isn’t online at this writing).  The points are attributed to Dvora K. Klaviatura, head of the Belarus Enigmatology Institute, and you can see how they make sense to a puzzle.

When considering a challenge or problem you as facing as a leader, make these steps part of your next leadership activities:

1.  Recognize that problems and challenges come with the territory. Rather than lamenting or procrastinating, take the puzzlers approach and dive in.  Not only do you stand to solve the problem, but you will also learn something and gain confidence and excitement from success!

2.  Look for patterns. Ask yourself questions like:  What about this situation looks or seems like past challenges or problems?   What else does this situation remind me of?

3.  Find the way in. Look for an entry point – something to try, someone to talk to, a way to begin a conversation, a question to ask.  Finding the way in, helps you take action and get started.

4. Build on your success. Once you have gotten started, be persistent.  Use what you have learned up until this point to help you be more successful.  Apply what has proven successful so far as you move forward (without becoming blinded by success – remember the challenge you face may be pretty complex!)

Consider these steps as you solve a leadership puzzle – and recognize these as building blocks to your effective leadership skills

Source Kevin Eikenberry

A Great Leader Guides!

A leader is a person who guides others toward a common goal, showing the way by example, and creating an environment in which other team members feel actively involved in the entire process. A leader is not the boss of the team but, instead, the person that is committed to carrying out the mission of the Venture. Below are some qualities a strong leader may possess.

Qualities of a Leader

Good Listener:

Your teammates may have a great way to improve your idea. By keeping your mind open to other ideas, you can come up with new ways to accomplish your goals. It is your job to make sure that everyone in the group is being heard. Listen to their ideas and accept their constructive criticisms.

Focused:

Constantly remind yourself and the group of your Venture’s goals and mission. If you stay on track and keep others on track, the team will stay motivated and be more productive. As leader of the group, it is important that you schedule time to meet with your Venture Team to establish and check-in about the goals you hope to achieve.

Organized:

A leader can set the tone for the team. A leader who is organized helps motivate team members to be organized as well.

Available:

As a leader, you’re responsible for a lot and you’re probably going to be very busy at times. However, you still need to find time to talk with your team. A good way to do this is to set frequent group meetings, so that no question or concern goes too long without attention.

Include others:

A leader should not do all the work. Doing everything yourself is a poor use of time and prevents your Venture from growing. Instead, a leader should work with his/her teammates and learn how to delegate responsibility while being mindful of everyone’s interests, goals, and strengths.

Decisive:

Although an important part of being a leader involves listening to the people around you, remember that you are not always going to be able to reach a compromise. When this happens, don’t be afraid to make the final decision, even if some team members disagree with you.

Confident:

This could be the most important characteristic of a leader. If you don’t believe in yourself and the success of your Venture, no one else will. Show others that you are dedicated, intelligent, and proud of what you are doing.

How to Lead!

Contrary to popular belief leaders are not only born, but they are also made. However, made leaders have to work a little harder than born leaders to make sure they are successful and effective. The following steps will assist you in becoming a better leader, whether you are already one or desire to be one.

Make decisions. As a leader, making decisions will be one of your first objectives. You have to be able to make smart decisions without hesitation or regard for yourself

Learn how to take smart risks. These are all part of the game, regardless of the business of industry. You have to be ready and confident enough to take smart risks. People are told all their lives not to risk anything. These individuals were never and will never be leaders. To be successful in a business, leaders have to be able to take calculated risks.

Know how to motivate others around you. Know the members of your team. Understand what makes them tick. By motivating your co-workers and team members, your company/business will be more successful than ever.

Communicate well. Communication can either build a business stronger or tear it down to the foundation. Be honest in your communication with everyone you come in contact with. Honesty will strengthen the respect people have for you, as well as solidifying business relationships.

Guide others to success. As a leader, you cannot be solely concerned with your own success. You have to be concerned with the success of others in your organization as well. Without this guidance, the business will not thrive forever.

Set personal and team goals. You and your co-workers will not be working toward anything if you do not set goals. You should have personal goals but you should also get goals for the entire team as well. Set all goals lofty, but attainable.

Take criticism well. Remember you will never be able to make everybody happy. Because of this, you need to look at all criticism as constructive criticism. In other words, take all criticism and see what you can make positive out of it.

Stand strong in your beliefs regardless of who is standing with you or against you. You may not always be a popular person because of this but you will be a very successful and respected leader.

Be fair. To your customers, co-workers, and anybody else you come in contact with. As long as you remain fair to them, they will honor you with the same thing.

Source eHow.com

A Leader Who Shows Promise!

Ten Ways to Identify a Promising Person

The most gifted athletes rarely make good coaches. The best violinist will not necessarily make the best conductor. Nor will the best teacher necessarily make the best head of the department.

So it's critical to distinguish between the skill of performance and the skill of leading the performance, two entirely different skills.

It's also important to determine whether a person is capable of learning leadership. The natural leader will stand out. The trick is identifying those who are capable of learning leadership over time.

Here are several traits to help identify whether someone is capable of learning to lead.

• Leadership in the past. The best predictor of the future is the past. When I was in business, I took note of any worker who told me he was superintendent of a school or a deacon in his church or a Boy Scout leader. If he showed leadership outside of the job, I wanted to find out if he had some leadership potential on the job.


• The capacity to create or catch vision. When I talk to people about the future, I want their eyes to light up. I want them to ask the right questions about what I'm talking about.


• The founder of Jefferson Standard built a successful insurance company from scratch. He assembled some of the greatest insurance people by simply asking, "Why don't you come and help me build something great?"


• A person who doesn't feel the thrill of challenge is not a potential leader.


• A constructive spirit of discontent. Some people would call this criticism, but there's a big difference in being constructively discontent and being critical. If somebody says, "There's got to be a better way to do this," I see if there's leadership potential by asking, "Have you ever thought about what that better way might be?" If he says no, he is being critical, not constructive. But if he says yes, he's challenged by a constructive spirit of discontent. That's the unscratchable itch. It is always in the leader.


• People locked in the status quo are not leaders. I ask of a potential leader, Does this person believe there is always a better way to do something?


• Practical ideas. Highly original people are often not good leaders because they are unable to judge their output; they need somebody else to say, "This will work" or "This won't."


• Brainstorming is not a particularly helpful practice in leadership, because ideas need to stay practical. Not everybody with practical ideas is a leader, of course, but leaders seem to be able to identify which ideas are practical and which aren't.


• A willingness to take responsibility. One night at the end of the second shift, I walked out of the plant and passed the porter. As head of operations, I had started my day at the beginning of the first shift. The porter said, "Mr. Smith, I sure wish I had your pay, but I don't want your worry." He equated responsibility and worry. He wanted to be able to drop his responsibility when he walked out the door and not carry it home. That's understandable, but it's not a trait in potential leaders. I thought about the porter's comment driving home. If the vice-president and the porter were paid the same money, I'd still want to be vice-president. Carrying responsibility doesn't intimidate me, because the joy of accomplishment-the vicarious feeling of contributing to other people-is what leadership is all about.


• A completion factor. I might test somebody's commitment by putting him or her on a task force. I'd find a problem that needs solving and assemble a group of people whose normal responsibilities don't include tackling that problem. The person who grabs hold of the problem and won't let go, like a dog with a bone, has leadership potential. This quality is critical in leaders, for there will be times when nothing but one's iron will says, "Keep going." Dale Carnegie used to say, "I know men in the ranks who will not stay in the ranks. Why? Because they have the ability to get things done." In the military, it is called "completed staff work." With potential leaders, when the work comes in, it's complete. The half-cooked meal isn't good enough.


• Mental toughness. No one can lead without being criticized or without facing discouragement. A potential leader needs a mental toughness. I don't want a mean leader; I want a tough-minded leader who sees things as they are and will pay the price. Leadership creates a certain separation from one's peers. The separation comes from carrying responsibility that only you can carry. Years ago, I spoke to a group of presidents in Columbus, Ohio, about loneliness in leadership. One participant, president of an architectural firm, came up afterward and said, "You've solved my problem." "What's your problem?" I asked. "My organization's always confused," he said, "and I didn't know why. It's because I don't like to be lonely; I've got to talk about my ideas to the rest of the company. But they never know which ones will work, so everybody who likes my idea jumps to work on it. Those who don't, work against it. Employees are going backward and forward-when the idea may not even come about at all." Fearing loneliness, this president was not able to keep his ideas to himself until they were better formulated. A leader must be able to keep his or her own counsel until the proper time.


• Peer respect. Peer respect doesn't reveal ability, but it can show character and personality. Trammell Crow, one of the world's most successful real estate brokers, said that he looks for people whose associates want them to succeed. He said, "It's tough enough to succeed when everybody wants you to succeed. People who don't want you to succeed are like weights in your running shoes." Maxey Jarmen used to say, "It isn't important that people like you. It's important that they respect you. They may like you but not follow you. If they respect you, they'll follow you, even if perhaps they don't like you."


• Family respect. I also look at the family of a potential leader: Do they respect him or her? Fifteen years ago, my daughter said, "Dad, one thing I appreciate is that after you speak and I walk up, you are always attentive to me. You seem proud of me." That meant a lot to me. If respect isn't there, that's also visible. The family's feelings toward someone reveal much about his or her potential to lead.


• A quality that makes people listen to them. Potential leaders have a "holding court" quality about them. When they speak, people listen. Other people may talk a great deal, but nobody listens to them. They're making a speech; they're not giving leadership. I take notice of people to whom others listen.

It's not enough for people to have leadership potential; they must have character and the right setting in which to grow. Before I give someone significant leadership responsibilities, I find it helpful to ask myself several questions:

• What will this person do to be liked? It's nice to be liked, but as a leader it cannot be the controlling factor. The cause must be the prime motivator.


• Does this person have a destructive weakness? There are only two things I need to know about myself: my constructive strength and any destructive weakness. A destructive weakness may not show up on a test; it's a character flaw. A destructive weakness may, for example, be an obsession. An obsession controls us; we don't control it. It only grows worse over time.


• Can I provide this person the environment to succeed? It is so important, particularly in the early days of someone's leadership, that he or she be put into a congenial environment. I wouldn't want, for example, to put someone who requires mentoring with a leader who pays no attention to people. An environment that threatens our sense of security or well-being splits our concentration from the cause. Young leaders need an environment in which they can concentrate on leading.

(Fred Smith, LEADERSHIP JOURNAL; Fall 1996, Vol. XVII, No. 4, Page 30)

Define Your Leadership Style

Leadership has a formal aspect (as in most political or business leadership) or an informal one (as in most friendships). Speaking of “leadership” (the abstract term) rather than of “leading” (the action) usually it implies that the entities doing the leading have some “leadership skills” or competencies.

Types of leadership styles

The bureaucratic leader (Weber, 1905) is very structured and follows the procedures as they have been established. This type of leadership has no space to explore new ways to solve problems and is usually slow paced to ensure adherence to the ladders stated by the company. Leaders ensure that all the steps have been followed prior to sending it to the next level of authority. Universities, hospitals, banks and government usually require this type of leader in their organizations to ensure quality, increase security and decrease corruption. Leaders that try to speed up the process will experience frustration and anxiety.

The charismatic leader (Weber, 1905) leads by infusing energy and eagerness into their team members. This type of leader has to be committed to the organization for the long run. If the success of the division or project is attributed to the leader and not the team, charismatic leaders may become a risk for the company by deciding to resign for advanced opportunities. It takes the company time and hard work to gain the employees’ confidence back with other type of leadership after they have committed themselves to the magnetism of a charismatic leader.

The autocratic leader (Lewin, Lippitt, & White, 1939) is given the power to make decisions alone, having total authority. This leadership style is good for employees that need close supervision to perform certain tasks. Creative employees and team players resent this type of leadership, since they are unable to enhance processes or decision making, resulting in job dissatisfaction.

The democratic leader (Lewin, Lippitt, & White, 1939)listens to the team’s ideas and studies them, but will make the final decision. Team players contribute to the final decision thus increasing employee satisfaction and ownership, feeling their input was considered when the final decision was taken. When changes arises, this type of leadership helps the team assimilate the changes better and more rapidly than other styles, knowing they were consulted and contributed to the decision making process, minimizing resistance and intolerance. A shortcoming of this leadership style is that it has difficulty when decisions are needed in a short period of time or at the moment.

The laissez-faire (”let do”) leader (Lewin, Lippitt, & White, 1939) gives no continuous feedback or supervision because the employees are highly experienced and need little supervision to obtain the expected outcome. On the other hand, this type of style is also associated with leaders that don’t lead at all, failing in supervising team members, resulting in lack of control and higher costs, bad service or failure to meet deadlines.

The people-oriented leader (Fiedler, 1967) is the one that, in order to comply with effectiveness and efficiency, supports, trains and develops his personnel, increasing job satisfaction and genuine interest to do a good job.

The task-oriented leader (Fiedler, 1967) focus on the job, and concentrate on the specific tasks assigned to each employee to reach goal accomplishment. This leadership style suffers the same motivation issues as autocratic leadership, showing no involvement in the teams needs. It requires close supervision and control to achieve expected results. Another name for this is deal maker (Rowley & Roevens, 1999)[4] and is linked to a first phase in managing Change, enhance, according to the Organize with Chaos approach.

The servant leader (Greenleaf, 1977) facilitates goal accomplishment by giving its team members what they need in order to be productive. This leader is an instrument employees use to reach the goal rather than an commanding voice that moves to change. This leadership style, in a manner similar to democratic leadership, tends to achieve the results in a slower time frame than other styles, although employee engagement is higher.

The transaction leader (Burns, 1978)  is given power to perform certain tasks and reward or punish for the team’s performance. It gives the opportunity to the manager to lead the group and the group agrees to follow his lead to accomplish a predetermined goal in exchange for something else. Power is given to the leader to evaluate, correct and train subordinates when productivity is not up to the desired level and reward effectiveness when expected outcome is reached.

The transformation leader (Burns, 1978) motivates its team to be effective and efficient. Communication is the base for goal achievement focusing the group in the final desired outcome or goal attainment. This leader is highly visible and uses chain of command to get the job done. Transformational leaders focus on the big picture, needing to be surrounded by people who take care of the details. The leader is always looking for ideas that move the organization to reach the company’s vision.

The environment leader ( Carmazzi, 2005) is the one who nurtures group or organisational environment to affect the emotional and psychological perception of an individual’s place in that group or organisation. An understanding and application of group psychology and dynamics is essential for this style to be effective. The leader uses organisational culture to inspire individuals and develop leaders at all levels. This leadership style relies on creating an education matrix where groups interactively learn the fundamental psychology of group dynamics and culture from each other. The leader uses this psychology, and complementary language, to influence direction through the members of the inspired group to do what is required for the benefit of all.

From en.wikipedia.org

Leadership Skills and Leadership Qualities

Leadership qualities matter in business, in education. Yet the doctoral student can't find information on leadership skills. If the discipline isn't leadership she has to cry for help: What're leadership qualities?! Others would like to know too what are the personal qualities of leadership! Business leadership is important. Educational leadership is in demand. But, what are leadership skills, qualities?

Reason for Leadership

Interest they have in business or educational leadership. Perhaps also leadership qualities. Knowledge of what is leadership, not. If they see a worker a few times resting who routinely unloads, sorts, stacks, rests, repeats, he is lazy. That's not good leadership! If leadership qualities or skills are lacking it causes annoyance, loss of production.

Need for Leadership

Leadership in education or business are acquirable skills.

In Britain there is confusion on what is leadership. The Department of Employment has publications on how to train, e.g., supervisors. Yet even supervision are known to have been deemed by the Training & Enterprise Councils to be an inherent quality, by the Employment Tribunals with members from the Trades Union Congress and the Confederation of British Industry not an acquirable skill. In the USA the position is not dissimilar.

Leadership qualities aren’t the same as leadership skills.

There are exceptional 'born leaders', extraordinary circumstances calling for inherent leadership qualities for exceptional motivation with no apparent incentives. But routine administration, business leadership or educational leadership demand only professional acquirable skills.

Leadership qualities are different than leadership skills.

Popularity in Leadership

Approaches to administrative leadership differ. Business leadership strategies vary. Educational leadership policies change. So do leadership skills. The value of leadership qualities never change.

Leadership is about people. Good leadership is popularity based. A French emperor called his soldiers his children, after a defeat again raised volunteer armies. A popular Scottish preacher got nominated for the US senate.

Leadership qualities are inherent. But leadership skills often suffice. Both involve popularly interesting people.

Popularity aids leadership qualities. It helps leadership skills. So in business or educational leadership.

What is Leadership?

Charisma alone it isn't. Nor is it love, care, perseverance that enables popularity in successful leadership. It is also an interest in understanding the human nature, knowing what motivates. That is the basis of leadership.

A car plant boss praises the night shift's work, the day shift competes for equal pride, production increases.

A congressional medal, the offer to be Education Secretary, a biographical movie for a Chicago school teacher who enabled exam. success for eleven pupils was because she could get from them what an education authorities' educational leadership skills couldn't.

Personal Qualities of Leadership

Depending on approaches, business and educational leadership classifications vary. Basically all leadership are of two kinds: leadership and exceptional leadership.

The former is leaderships skills; acquired, ordinarily, routinely at work: e.g., leadership in education, business.

The latter is based on inherent leadership qualities. It enables exceptional motivation with incentives hardly perceptible in extreme inappetence. It is the most rare extraordinary leadership, enhanced by the most exceptional leader's charisma, communication ability, wit, trustworthiness, with much philosophical, sociological, psychological insight, high logical reasoning ability, the vision, heroic courage, love, care, dedication, passion of rational sensible idealism, sacrifice in time, effort. This 'moves mountains'; be it leadership in education, culture, religion, politics, business, it reforms: socially and historically visibly, lastingly, memorably changes established culture, life styles, society.

Exceptional leadership, business or educational or other -in one field or more, of historical noteworthiness demands personal qualities, for it begins with popularity that is not coerced but is by virtue of, irrespective of wealth or position, at personal level earned and deserved trust and faith in the genuineness, sincerity of one's intentions -honesty in intention.

Professional Leadership

What is routinely at work is skills based leadership. Mostly it is leadership in education or in business, of the kind that acquirable skills are adequate for. It does not demand any exceptional leadership qualities. Acquirable are interested behavior and competence. Proportionately to one's degree of interest, basic leadership skills often suffice to function as a professional leader, to lead in one's field.

On professional leadership many have written. There are commonly agreed basic modern leadership principles generally adequate in any field of average competence.

Effective Leadership

Leaders with leadership qualities or skills know this: The average employee does like to be so directed as presumes that he generally wishes to avoid responsibility with relatively little or no ambition and dislikes work except to the extent essential for survival with basic security. People have an inherent need in an adult way to exercise their understanding, capacities, skills motivated by incentives also non-economic and culturally varying. This appreciation is a must for effective leadership.

Leadership Values

Trustworthiness is one of the personal qualities of leadership that can never be imitated in professional leadership for truly great achievement. But the skilful appearance of trustworthiness succeeds. Usually the only task of professional leadership is obtaining the co-operation of colleagues and employees.

This is best done, by making the organization's objects or visions pursued or desired of personal significance to people. That must be based on their values and expectations to generate their energy and enthusiasm. Good leadership on that basis can prepare people for the various controllable and uncontrollable changes, appreciating that leadership attitudes matter above all and must be 'trust' based... In the 1990s' England an industrial strike over pay continued after Railtrak agreed: the workers had discovered that the government had secretly sought to influence the negotiations.

Leadership Strategies

Trust is the most useful of leadership values. Good leaders' people feel valued. Job satisfaction enhances performance and productivity and job satisfaction includes feeling valued. This leadership strategy avoids dissatisfaction, increases job satisfaction. Co-operation is based on others feeling valued enough to be trusted.

Information works at two levels: it shows trust and contributes to the leader's objective others' valid views.

The value of others valid views which free flow of information (or the successful [but risky] appearance of it) enables is not overlooked in good leadership. In, e.g., educational leadership staff's familiarity with consumer culture, in business leadership workers' consumer choices reduce the risk of missing the wood for the trees.

In leadership strategies learning from experience by trial & error is unaffordable in the short term. The complexities of long term results necessitate cultured thought.

Leadership Qualities

In leadership it is generally agreed that personal leadership qualities mater. Success in leadership depends also on the degree of the knowledge, understanding and appreciation of the needs and the expectations of those who are to be led, and of how the group is structured -especially as to the relevant situation immediately confronting them in their environment.

What exactly are the personal qualities of exceptional leaders, in leadership of historical noteworthiness, have not been able the psychologists to ascertain in terms of specific character or personality traits. But professional leadership also is people based and it often suffices to 'Do unto others as you would have them do unto you.'

Leadership Skills

Personal qualities of leadership enhance professional skills. But in no field are called for exceptional personal leadership qualities or even professional skills routinely. In ordinary, e.g., business or educational leadership to envision and enable, to empower and energise routinely basic leadership skills suffice. These comprise simply of the knowledge of, and an honest intention to also cater for, the expectations of those to be lead, any problems faced in terms of their means, abilities, social influences.

In ordinary routine leadership, subject to average competence in one's field, nothing is basically essential other than this leadership appreciation and reasonable honesty -i.e., simply treating people as people.

 

Empower Your Staff Through Leadership Training

"Empowerment" is a key word whenever you go to any human resources conference these days. However, it takes more than bandying about the word to empower your staff. The essence of empowering your staff is to provide a facilitative style of leadership that enables you build up and encourage individual staff members to reach their full potential. This leads to many benefits for the company including higher staff morale, increased productivity, reduction in leave, and reduction in staff turnover.

Your role, as a leader in this process, is to ensure your team has:

A clear understanding of their boundaries
Access to the information required to make confident decisions
The ability and skills needed to work in smaller, self-managed teams

As part of this strategy leadership training can be the key to empower individuals and team members to tap into their full potential.

Personal Empowerment

When you send an individual to a good leadership training course, you provide that person with the opportunity to learn personal development skills. Since good leaders must understand the intricacies of interpersonal communication and learn how to motivate team members, the leadership training course will enable individuals to learn a range of skills that will allow them to better communicate on a number of different levels.

An individual attending a leadership training course will learn what their own personal motivation for working is and will learn how to self-motivate to achieve their goals. These communication skills and increased motivation are useful to individuals in whatever role they have within the organization. Individuals who undertake leadership training become more self-aware, empowering the individual to put those new communication skills into practice on the return to the workplace.

Building Team Skills

One of the ‘hidden' benefits of sending an individual staff member to a leadership training course is the difference it can make to team communication practices. Leaders learn how to appreciate other people's contributions to team projects and how to encourage individuals to give their best performance to each task.

Even if an individual does not take on a leadership role within the team, the training will open his or her eyes to the contributions of others within the team. This understanding can encourage greater team harmony and the willingness to work together to achieve the goals of the organization.

Team Empowerment

When you send several team members to a leadership training course, you will find that the entire team becomes empowered. Increased skills in working together are derived through such things as:

The leadership skills of appreciating another's contributions
Enhanced interpersonal communication skills
The ability to motivate others to achieve

The entire team or department can benefit from the increased understanding and reduction in miscommunication that arises when people learn interpersonal communication skills through leadership training. If you want to empower your team to move past a "storming" phase and get into productive work faster, you need several people on the team with a range of skills that will build up and encourage the team to succeed as a unit.

Leadership Empowerment

Finally, sending your team members to leadership training can have many benefits for you as a manager. If you have people who have some leadership skills working with you, it is easier to delegate tasks and share the burdens. You may not need to facilitate as many team sessions, or could find that the team is able to work productively without your continual input, as the team members become empowered to take on a range of leadership tasks themselves.

As a manager, you have many roles within the organization and delegating some of the tasks involved in leading a department can ensure you have time to attend to other important tasks too.

Leadership training empowers individuals, benefits the team, and provides easier delegation for leaders and managers. Everyone in the department wins when individuals become empowered through leadership training.

Source Timothy Millett

Educational Leadership Degrees Build Strong Foundations

In the field of education, there is a strong need for leaders and administrators who will be able to instill confidence in the teachers who work for them, the students who learn from them, and the parents who trust their children to them. The educational system is in flux right now and school environments are changing. Parents are holding teachers more accountable than ever for the success of their children, and governments are using standardized testing to measure the effectiveness of teachers. Good educational leaders are not those who simply hand out directions and expect that they will be followed; rather, they are those who pave the way for success through knowing the current lay of the land and leading by example. Building these critical leadership skills necessary for the modern school administrator begins with a solid educational foundation.

Many Areas of Specialization

There are a variety of degrees in Educational Leadership available, both available online, in a traditional setting and in a setting that combines both. The choice is really up to the person pursuing the degree. Educational leadership degrees can range from master's-level degrees up to the doctoral level. These degrees help interested professionals pursue positions such as assistant principal, principal, or superintendent; and help administrators enter leadership positions at the local, state and national level. The requirements for these specific positions vary from state to state, and acceptance into these programs usually requires a bachelor's degree.

Many states require teachers to receive a master's degree within a few years of starting their teaching career. Even teachers who have no designs to become administrators or policymakers can benefit from continuing their education by staying on top of the most current trends.

Leadership Skills

In educational leadership programs, participants learn a variety of skills including historical applications, qualitative applications, theories about leadership, skills in analysis of a variety of situations, communication skills both as a skilled writer and an orator, skills in problem-solving and critical analysis of situations that appear instantly, how to develop team-building qualities in a staff and, in the age in which we live, technology skills that will be critical to both job performance and curriculum development. Courses will be specific to the state in which the degree is being sought but these skills will enhance the knowledge base of each participant and help them develop the critical thinking skills needed for the administrative roles they seek.

The current state of our educational system is in flux. Now, more than ever, school districts and states are seeking qualified leaders to help their schools and their students succeed.

The Educational Leadership program DOES NOT lead to teacher or administrator certification, licensure, or endorsement in any state in the United States. These programs are designed to enhance the skills and knowledge of students who are already certified, licensed or endorsed and for students who are interested in pursuing these degrees for reasons other than obtaining teacher or administrator certification, licensure, or endorsement. Additionally, the credits earned through participating in these programs offered by Argosy University are unlikely to be transferable to any other similar program that is approved for teacher or administrator certification, licensure or endorsement in any State.

 

Team Building to Improve Efficiency

by yewenyi

Team Building to Improve Efficiency

There is no doubt about it; Team building certainly does improve efficiency in the workplace. Very often people from different cultural or ethnic backgrounds find it difficult to work together. They are under the pressures of their work and do not then have the time to find out just where the other person is coming from or what makes them tick.

It's like working with strangers all the time - people you are not quite sure you can trust and you don't empathize with. But once Team Building Activities begin you are able to relate to those people in a different way. Team Building Games help people to see each other in a different light – in a social atmosphere rather than just in the workplace.

Team building events place people on the same team so that they begin to see each other as team mates who must pull together to win. This feeling then spills over into their working relationships and their workplace. Suddenly they start to work together as a team rather than several different entities that just happen to work for the same company.

This is particularly so with adventure team building because there is nothing like having an adventure to meld people together. There are now many Corporate Team building events that employees can be booked into, from paintball to table tennis and from ten-pin bowling to caving. Melbourne team building can help many companies with their team building efforts.

If you are based in Sydney and looking for some ways to help your employees into higher creativity, Team building in Sydney have many solutions. Likewise, team building in Canberra may have just the right games, events and simulations to ensure your team building efforts not only build teams but that those teams have fun while they are learning to work together to achieve their goals.

Source Team Building Articles

Evolution of an MBA

Obtaining an MBA can be cumbersome for some. Enjoy this parody depicting the evolution of an MBA!!

 

Produced by the 2011 Wharton Follies Video Team. Written and Co-Directed by Dan Garblik; Co-Directed, Shot, and Edited by Paul Vogelman. A Dove Evolution parody depicting the evolution of an MBA. From studying to partying, it is truly a wonder what goes into an MBA.
Video Rating: 5 / 5

The High School to College Transition

The transition that one goes through from School to college life comes with a mixed bag of emotions. In school you are just too pre-occupied with how to break the rules and become cool among your friends, sleeping in the classes, just freaking out at the thought of holidays and of course the classes, tests, studying just the day before the exams. It was just like a second home and one would just wish that they remain and enjoy there their whole life that was school life. But then the time comes when one gear towards making a grand entry to their college life.

College is a different bet where you have no rules at all you are free to do anything you want and that is where the fun goes missing as breaking the rules had a different feeling. In college one gets involved in the politics and just thinking about the future. But college life is not that boring it comes with its share of fun when one the college festivals are round the corner that is when the whole fun starts. And yes the age-old tradition of ragging comes with it which is quite cool. Then you are just busy attending fresher's parties and farewell parties.

College really is the best time of your life. It is a time to be involved in everything your college or university will have to offer. When you reach your 30s, you will likely look back at your college experience and wish you really could do it all over again. College is a time when the "cool kids" disappear. Who you eat lunch with does not define you as a person. There is no such thing as "un-cool." Welcome to college, where you are now considered an adult.

Being a first-year student is fun! Unlike high school, where your first year is usually filled with anxiety and the occasional wrong-classroom mishap, colleges prepare their students to get to know their classmates. Get used to saying "Professor" or "Dr." Your teachers are no longer Mr. or Ms. Brown, but Professor or Dr. Brown, and guess what? You are expected to have an opinion! You are no longer a passive learner who just sits and listens to a teacher, occasionally writes a paper, and takes a test in which you are expected to simply reiterate what you have learned or been told by the teacher. You will not be provided with notes; rather, you are expected to figure out on your own what's important.

So just enjoy your trip from school to college which can be life-changing…

Top 10 Characteristics of a Leader

This video is a simple presentation that reveals the top 10 characteristics of a successful leader.

This is a top 10 qualities of a good leader for people in any business. These leadership qualities fit together in perfect harmony as you will see after you read the list.