However, over the past several decades, we’ve seen a shift from physical-labor oriented jobs to thought and connection centered work. Today’s workers are not simply motivated the same way as their parents’ parents were. This is common knowledge, yet we insist on managing this new breed of workers as if they were still working on the factory floor.
In the autocratic/paternalistic strain of thought, traditionalists recall the role of leadership of the Roman pater familias. Feminist thinking, on the other hand, may object to such models as patriarchal and posit against them emotionally attuned, responsive, and consensual empathetic guidance, which is sometimes associated with matriarchies.
Andrew Deen Andrew Deen is a contributor who writes and blogs in the field of higher education. He stays up to date on all things higher ed, including new program opportunities, career trends, and new technologies in the industry.
Taking the time to build rapport with your team is a valuable exercise. When you get to know them and what’s most important to them, you can manage them more effectively. They’re also then more likely to come to you with problems that affect your work.
Successful school leaders show great determination, with the willpower and patience to see things through. They are willing to take risks and are steadfast in challenging under-performance or poor behaviour. “There’s a mental courage that you don’t waver from,” says Madeleine Vigar, principal of the Castle Partnership Academy Trust in Haverhill, Suffolk.
While this task might sound daunting to many people, it is actually quite simple once you can specifically identify the leader’s particular weakness. Because it’s “qualities” that we discuss when talking about good leaders, the best measure would be to use psychometric testing.
The old adage, “Do as I say, not as I do” is crap. It might have worked on you when you were 6 years old, but it will not work on a team of adults. They might not let you know explicitly, but they will be unhappy, eventually leave, and this will cut into your product. It may not have immediate repercussions, but eventually, any hypocrisy on your part will catch up with you.
It started with a challenge: imagine you are cast adrift on a desert island with a school full of children in desperate need of a great headteacher. What eight qualities would you take with you to run your desert island school?
A number of works in the 19th century – when the traditional authority of monarchs, lords and bishops had begun to wane – explored the trait theory at length: note especially the writings of Thomas Carlyle and of Francis Galton, whose works have prompted decades of research. In Heroes and Hero Worship (1841), Carlyle identified the talents, skills, and physical characteristics of men who rose to power. Galton’s Hereditary Genius (1869) examined leadership qualities in the families of powerful men. After showing that the numbers of eminent relatives dropped off when his focus moved from first-degree to second-degree relatives, Galton concluded that leadership was inherited. In other words, leaders were born, not developed. Both of these notable works lent great initial support for the notion that leadership is rooted in characteristics of a leader.
Learn from your failures. Each failure is an opportunity to learn. If you make a mistake and refuse to learn, odds are you’ll make that same mistake sometime down the line. If you make a mistake and learn from it, you won’t waste your time making the same mistake again.
In one leadership study, qualities such as assertiveness, adaptability, intelligence and conscientiousness were cited as the most important leadership skills. Research clearly shows that transformational leaders – leaders who are positive, inspiring, and who empower and develop followers – are better leaders. They are more valued by followers and have higher performing teams.
Another constraint faced by organisations is the difficulty of creating and embedding a single, clear, consistent vision, particularly in large diverse organisations that may have been through a number of reorganisations, mergers or takeovers. This was summed up by one participant who commented that their organisation had “more visions than you can shake a stick at”, which left people confused and unsure of where their priorities lay. It highlighted the important role that leaders at all levels can play.
Have unique activities that get your students moving and thinking. Allow your students to create their own paragraphs, board work, skits, or any other activity that may help them understand an old concept in a new way.
It took many years for me to realize how saying “I’m sorry” can help. For years, I thought leadership meant insulating myself from my subordinates and hiding any weaknesses. If I made a mistake, I’d pretend it was just a misunderstanding or someone else’s fault. If you fess up quickly, people working for you will respect you more and follow directions.
People learn by doing, and letting staff work things out for themselves and make their own mistakes is part of growing as a person and an employee. Times may be tough and change may be complex to cope with, but if the boss wants maximum energy behind the mission then don’t wrap them in cotton wool and don’t let them hide behind processes. The “computer says no” culture is holding back many large organisations.
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 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.
This formula is your key to success and has worked for almost everyone who has ever tried it. It will require the very most you can give and the best qualities you can develop. In developing and following these keys to personal success, you will evolve and grow to become an extraordinary person.
Consistency is a key component to making money in business. You have to consistently keep doing what is necessary to be successful day in and day out. This will create long-term positive habits that will help you make money in the long run.
When discussing business leadership, a distinction is often made between good management and good leadership. Managers are thought to be the budgeters, the organizers, the controllers — the ants, as one observer puts it — while leaders are the charismatic, big-picture visionaries, the ones who change the whole ant farm. But such a construction, those interviewed for this article agree, erroneously leads to a bimodal way of looking at something that should really be evaluated on two separate scales. “Everybody has got a little bit of each in them,” says John Kotter, who admits he is sometimes guilty of using the dichotomy in an effort at simplification. “It’s much better to think in terms of measuring people on a zero-to-ten scale for each quality.”
Networking at the highest level is important in providing a fresh current of resource inputs for the organization, be it talent, ideas, material inputs, customers, information, markets, and more. Networking is not just for, actually, not even primarily for, making sales. [More on networking here]
Collaborate. When the team is performing effectively, effective team leaders know when to get out of the way and hand over the remote control to the team. In this style of leadership, you will increasingly be collaborating as a first amongst equals in a web of mutual accountability.
Ever wonder why some leaders are so much more successful at driving results than others? That’s because a leader’s influence is limited by their skills. The stronger their leadership skills, the greater their ability to help their teams accomplish goals.
What SUCCESSFUL people do: They study salary negotiation, the mistakes most people make when trying to negotiate, and how to crack the negotiation code. They make a list of all the reasons they’ve EARNED a raise and they create a strategy for addressing the objections their boss might throw at them. Then they rehearse their pitch 100 times. They practice in front of a mirror, with their friends, and with strangers on the street. And they get results like Andrew who doubled his salary to nearly six figures.
Show your commitment to your team’s betterment. For your organization to grow, everyone has to get better. This has nothing to do with just you being great — you have to make your team great. Ideally, when the task is done the team will say, “We did it!”, not you exclaiming, “I did it!” It’s about the whole of the group, not the one.
Identify a problem. Look around and find ways to make the world a better place. Observe your surroundings and listen to people. How can you help? What challenged has yet to be answered? What could use organization?