“want-to-be how to be the”

Responsive to the group’s needs: Being perceptive can also help a leader be more effective in knowing the needs of the team. Some teams value trust over creativity; others prefer a clear communicator to a great organizer. Building a strong team is easier when you know the values and goals of each individual, as well as what they need from you as their leader.
What happens when leaders must communicate facts that are hard to take? Nitin Nohria reflects on Winston Churchill’s devastating defeat at Gallipoli, which resulted in over 100,000 Allied casualties during World War I. “The campaign was a total fiasco for British military leadership,” he notes. “When it was over, Churchill took complete responsibility. A setback like that could have been paralyzing, but he was able to move forward to lead his country to victory in World War II.”
In every strategic planning session that I have conducted for large and small corporations, the first value that all the gathered executives agree upon for their company is integrity. They all agree on the importance of complete honesty in everything they do, both internally and externally.
Integrity is the integration outward actions and inner values. A person of integrity is the same on the outside and on the inside. Such an individual can be trusted because he or she never veers from inner values, even when it might be expeditious to do so. A leader must have the trust of followers and therefore must display integrity.
When it comes to public perceptions of great leadership, certain industries are highly regarded. The hotels, leisure and tourism industry is currently topping public perceptions, swiftly followed by business technology and professional and business services.
Most people are stuck in obligations they don’t even like, simply because they didn’t have the courage to say no. As a result, their days are spent doing things they don’t like that suck precious time and energy that could be spent on building their legacy.
In 1945, Ohio State University conducted a study which investigated observable behaviors portrayed by effective leaders, They would then identify if these particular behaviors reflective in leadership effectiveness. They were able to narrow their findings to two identifiable distinctions [34] The first dimension was identified as “Initiating Structure”, which described how a leader clearly and accurately communicates with their followers, defines goals, and determine how tasks are performed. These are considered “task oriented” behaviors The second dimension is “Consideration”, which indicates the leader’s ability to build an interpersonal relationship with their followers, to establish a form of mutual trust. These are considered “social oriented” behaviors.[35]
The first woman to head the 212-year-old company (DD), Kullman took over as a dismal 2009 began and by year-end had publicly vowed to raise earnings over three years at a 20% annual compound rate. She did 24%, as she accelerated a major strategic change — “and nobody likes change,” says a colleague — that downplayed chemicals and positioned agriculture and nutrition to power DuPont’s third century.
By: Ransi Samarasinghe It’s better to have an honest enemy than a fake friend. Friendship is a relationship of mutual affection between two or more people. Although there are many forms of friendship, some of which may vary from place, certain characteristics are present in many types of friendshi…
Multiple definitions of leadership exist, although the different definitions generally converge in the theory that great leaders have the ability to make strategic and visionary decisions and convince others to follow those decisions. The consensus is leaders create a vision and can successfully get others to work toward achieving that goal. They do this by setting direction and inspiring others to want to succeed in achieving the end result. Moreover, they are capable of getting people excited and motivated to work toward the vision.
In exhibiting leadership, there are essentially three things you must accomplish if you hope to make the company a success. These three things don’t represent every facet of leadership, but they do form the foundation on which leadership is built and are an integral part of leadership at every level.
In the words of author Hans Finzel, “Leaders are paid to be dreamers.” Whether you’re leading a small community group or a large corporation, you have to know your team/organization’s goals better than anyone else.
Executives are energetic, outgoing, and competitive. They can be visionary, hard-working, and decisive. However, managers need to be aware of unsuccessful executives who once showed management potential but who are later dismissed or retired early. They typically fail because of personality factors rather than job performances.[126]
Consult. Have the confidence to recognize when and where you might not have the right answer. If you believe your team may know best, invite discussion and ask the right questions. You are looking to support your team and encourage them to take greater responsibility for future action.
Another crucial element of great leadership is “brain” that is synonymous with intellect or “canniness.” It is the ability to separate the wheat from the chaff, and “make smart decisions in a complex and rapidly changing world.”
Share your vision. As a leader, you can see the bigger issues, but you can also see how things could be so much better if we could just remove those obstacles. To get people to help you in changing things, you need to share that positive vision with them. Inspire them. Motivate them. Guide them. Show them how their actions are bringing everyone closer to that dream.
First things first, take a minute and spend some time thinking about how you behave under stressful situations. What is your preferred leadership style? Do you ask others for their opinions? Do you tell everyone what to do and how you expect them to do it? Do you lead from the front? Do you worry about where your team is headed and whether there is a clear vision ahead? You’ll gain great insight into your preferred style of leadership by taking a few minutes to introspectively think about these questions.
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In his research, Mann has found that, after individuals point out things they’re happy with in a problematic situation, they don’t feel so strongly about the problem and are better able to think clearly and solve it. The same is true when a leader needs to improve his or her strategy. If you or a team member notices a particular course of action you’ve taken that just isn’t working, figure out some things you’ve done in the past that have worked.
According to Leadership Expert, there are four primary styles of leadership and each different style has a time and a place when it is most effective. A leader should demonstrate elements of each leadership style in order to be the most effective version of themselves.
Hadley Cantril (1958) “Effective democratic leadership: a psychological interpretation”, Journal of Individual Psychology 14: 128–38, and pages 139–49 in Psychology, Humanism and Scientific Inquiry (1988) edited by Albert H. Cantril, Transaction Books.
None of the old theories successfully address the challenge of developing “leadership presence”; that certain “something” in leaders that commands attention, inspires people, wins their trust and makes followers want to work with them.
Control. At the beginning of a team’s life or your tenure as the team leader, when you do not yet have the insight into the team’s capabilities, the right approach is to exert authority and control. It is far easier to start tight and loosen control as needed.
This month we choose The 21 Irrefutable Laws of Leadership by John C. Maxwell as our book club book to learn what it takes to be an effective leader (in and out of the office) from one of the world’s top leadership experts.
No matter who you are, it’s always helpful when you have someone to look up to who is experienced with strong leadership capabilities. It makes it a lot easier to see someone perform in action than living by words on paper.
Tiffany Pham is the Founder & CEO of MOGUL, an award-winning technology platform for women worldwide, connecting users to trending content, including stories, jobs, and products that are personalized to their interests. MOGUL is ultimately democratizing information for women worldwide by enabling users to connect, exchange such information, and access knowledge. MOGUL was the Recipient of the 2014 Innovator Award presented by Cadillac, named one of the Top NYC Startups to Watch in 2015 by Entrepreneur Magazine, named one of the Best Websites for Finding Top Talent by Inc. Magazine, and has been honored and recognized by Forbes, Business Insider, and Harvard Business School.
If want to study more in one day, follow a schedule of 1 hour and 40 minutes for study, 5 min for quick revision and 15 min to relax. For next hour, change the subject. Like this, you can achieve 6 to 8 hours study continuously.
Google’s (GOOG) employee No. 16 officially joined the company in 1999 as its first marketing manager, just a year after Larry Page and Sergey Brin set up their first office in her Menlo Park, Calif., garage. Widely admired within the Googleplex for her management style, Wojcicki was instrumental in guiding the evolution of the company’s hugely successful advertising and commerce platforms. Now, many expect Wojcicki, who took the helm of Google’s YouTube division in February, to rev up the troops there.
While there are people who seem to be naturally endowed with more leadership abilities than others, people can learn to become leaders by improving particular skills. (See The Best Advice on Being a Business Leader and Secrets of Leadership Success.)
Because of increasing competitiveness, only the leaders and organizations that can accurately anticipate future markets can possibly survive. Only leaders with foresight can gain the “first mover advantage.”
Twenty-five years after turning her Princeton senior thesis into a national education reform program called Teach for America, Kopp is taking her model global. A low-ego leader with big dreams, the 46-yearold Kopp has recruited social entrepreneurs in 32 countries to become teachers in underfunded public schools. Her aim? “To narrow educational disparities around the world.”
House, Robert J. (1971). “A path-goal theory of leader effectiveness”. Administrative Science Quarterly. Johnson Graduate School of Management, Cornell University. 16 (3): 321–339. doi:10.2307/2391905. JSTOR 2391905.
This is critical because the longer you or an employee withholds key information, the more it hurts your organization. It prevents you from building trust and an open environment that will develop your team. You’ll earn credibility when you are open to feedback and work toward making changes to fix issues as they arise.

0 Replies to ““want-to-be how to be the””

  1. Situational leadership theory takes us on a journey of group development. An appropriate leadership style is needed that complements the person and the situation. The styles a leader uses to manage the team may include telling and directing, selling and coaching, facilitating and supporting, or delegating. But what qualities does a good leader need to display? What traits are needed for the situational leader?
    Let the members of your team know that you welcome their ideas. Leaders who encourage involvement from group members are often referred to as democratic or participative leaders. While they retain the final say over all decisions, they encourage team members to take an active role in coming up with ideas and plans.

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