One of my greatest challenges as a leader had to do with my introverted personality. I didn’t share enough about myself, my family life, and my aspirations for the team. (I’ve since realized how being hyper-focused and analytical by nature also helped me get promoted and were probably my greatest strengths.) I wish I had tried to understand my team’s personal motivations more and relate on a personal level.
There’s no such thing as a fleeting cause célèbre for Jolie; since joining forces with the UN’s refugee agency in 2001, first as a goodwill ambassador and now as special envoy, she’s undertaken 50 field missions to countries including Iraq, Syria, and Pakistan. Her decision to explain her preemptive double mastectomy in a New York Times editorial, though controversial in some health circles, underscored her willingness to foster hard conversations by taking a public stand. “Angelina Jolie represents a new type of leadership in the 21st century,” says U.K. Foreign Secretary William Hague, who has worked with Jolie on efforts to end a plague of rape in war-torn regions. “Her strength lies in the fact that she is able to influence governments and move public opinion at the same time.” That Jolie chooses to use her global influence to highlight neglected human rights and humanitarian issues, adds Hague, “is in keeping with the finest traditions of leadership.”
Leaders who demonstrate persistence, tenacity, determination, and synergistic communication skills will bring out the same qualities in their groups. Good leaders use their own inner mentors to energize their team and organizations and lead a team to achieve success.
This LMX theory addresses a specific aspect of the leadership process is the leader–member exchange (LMX) theory, which evolved from an earlier theory called the vertical dyad linkage (VDL) model. Both of these models focus on the interaction between leaders and individual followers. Similar to the transactional approach, this interaction is viewed as a fair exchange whereby the leader provides certain benefits such as task guidance, advice, support, and/or significant rewards and the followers reciprocate by giving the leader respect, cooperation, commitment to the task and good performance. However, LMX recognizes that leaders and individual followers will vary in the type of exchange that develops between them. LMX theorizes that the type of exchanges between the leader and specific followers can lead to the creation of in-groups and out-groups. In-group members are said to have high-quality exchanges with the leader, while out-group members have low-quality exchanges with the leader.
As the CEO of a scientific-based enterprise, I can see very clearly the differences between an effective employee and an effective manager. And while there are certainly overlapping skills and knowledge sets, an effective manager needs to have a few extra components in order to be more than just a domain expert—and become a successful leader.
Making choices and taking actions out of accordance with your morals and values leaves you with a nagging “bad” feeling. This feeling seeping in from your subconscious mind hinders your success in your career and your relationships. On the other hand, making choices and taking actions aligned with your morals and values helps you succeed almost effortlessly as key leadership skills. People sense integrity and will naturally respect your opinion and leadership.
One of the most important key steps to achieve success in life is to know the meaning of successfor your personal life. The true meaning of success goes far beyond the common definitions of success, such as having a lot of money, being wealthy, having a lot of tangibles and earned degrees. Quite the opposite: true success in life cannot be measured with the above named factors, but instead with the amount of people that are able to life a better and more advanced life because of what you created. This is the meaning of success. Not the trophies people are collecting in their lives. Media and society lets us often conclude that living a successful life means to be extraordinarily wealthy and have a lot of tangibles. But the meaning of success is to live a happily life and to make this world a better place for everyone.
So, be careful you use the terms, and don’t assume that people with “leader” in their job titles, people who describe themselves as “leaders,” or even groups called “leadership teams” are actually creating and delivering transformational change.
To transition from a manager to a leader, you must let go of the reins and allow your team to take full control of their roles and responsibilities. Believe in their abilities wholeheartedly, even if the position they are taking on is more demanding. Not only will this give you the opportunity to put more of an emphasis on long-term goals, capabilities, and the company’s vision, it also helps everyone grow and develop. So be sure to give them (and you!) the opportunities they deserve.
Principal Parrott at Miraloma holds a monthly parent-principal chat, an informal time when parents can come to ask questions and give input. She also schedules meetings and events at times when parents are already at the school picking up their children, for example, when the after-school program closes for the day.
An eye for recognition. The best leaders understand the importance of not only recognizing others, but also providing them with a reward. This technique will positively affect your personal brand through the engagement and happiness of others. Your ability to see and thank individuals for their hard work will gain brand loyalty.
I often try to get things done and I am passionate about most of the things I do and the people involved. What are the best ways I can build on these qualities to become, a drum major or team captain?
Jack Welch, former CEO of General Electric, is a successful example of a pace-setter. Welch despised micro-managing and thought leaders needed to focus more on setting examples and deadlines. That’s the essence of a pace-setting leader.
Select one of the highlighted interactions below and discover the tips and tricks that will turn you into a high performance leader or use the button below to discover all of the leading people skills that you will need
Partner with a competitor. Whether you’re a long distance runner or rolling out back-end solutions to technology giants, partnering with the competition may help you pool your resources, motivate you to work harder, and build new relationships.
Jump up ^ CARSON, J. B.; TESLUK, P. E.; MARRONE, J. A. “SHARED LEADERSHIP IN TEAMS: AN INVESTIGATION OF ANTECEDENT CONDITIONS AND PERFORMANCE”. Academy of Management Journal. 50 (5): 1217–1234. doi:10.2307/20159921.[permanent dead link]
Form refers to what a leader DOES – behaviours and actions taken that demonstrate leadership competencies and often are driven by organisational rules and policies. Form comes from the outside in. It is the image or persona the leader creates.
But leadership really isn’t about a particular position or a person’s seniority. Just because someone has worked for many years doesn’t mean he has gained the qualities and skills to lead a team. Getting promoted to a managerial position doesn’t automatically turn you into a leader. CEOs and other high-ranking officials don’t always have great leadership skills, either. Read more to find out Why Top Performers Have Nothing to Do With Their Ages
Why? Because making your bed not only tidies the appearance of your room, but it also sets a small but powerful intention for your day. Making your bed is an accomplishment. You didn’t have to, but you chose to, because you’re a successful person.
Surround yourself with other people who are successful. When you’re surrounded with people who are highly-driven, it’s encouraging. You can bounce ideas off people, and they can even connect you with other people. Surrounding yourself with driven, successful people is a way to create a culture of success.
Don’t do everything yourself. Great leaders, such as Amazon founder Jeff Bezos and Virgin mogul Richard Branson, surround themselves with talented individuals who can offer their own solutions. Set the vision and determine the goals, but trust people to make it happen. Tolerance is good; indecisiveness is bad. Communicate the vision for the future and if things need changing, tell people and involve them in making the changes. Show your confidence by letting them participate in the design of a new strategy. If the team is too cautious in their approach to change, give them one more chance but with greater clarity.
Part of a leader’s remit is to set bold goals. They could take years to achieve, but they need to be specific enough that everyone in the organisation understands them, buys into them and is willing to work together to achieve them. Bold must also mean achievable.
Another important quality of transformational leadership involves a focus on providing one-on-one communication with group members. Good leaders should express sincere care and concern for the members of their group both verbally and nonverbally.