Start “seeing” more than “doing.” As you have probably started gathering, being a leader is more of an innate quality than a series of actions. To lead a situation, you need to see it arising, see how you can help it, and see the path it’s going down. Let your team take care of the doing. You just gotta have a vision.
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Leadership can be perceived as a particularly emotion-laden process, with emotions entwined with the social influence process. In an organization, the leader’s mood has some effects on his/her group. These effects can be described in three levels:
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.
2. Compassion. Too many leaders these days manage with the balance sheet, often times at the expense of their employees and long-term customer relationships. Talented people want to work for leaders and organizations that truly care about their employees and the communities in which they operate.
Everybody defines leadership differently but I really like the way John C Maxwell defines leadership, “A leader is one who knows the way, goes the way, and shows the way.” Irrespective of how you define a leader, he or she can prove to be a difference maker between success and failure. A good leader has a futuristic vision and knows how to turn his ideas into real-world success stories. In this article, we take an in-depth look at some of the important leadership qualities that separate good leaders from a bad one.
The true leader will have the ability to gather people around him. People will listen to him even when he’s not known as the leader. He’ll motivate people. The one with those abilities should be the right leader.
The Integrated Psychological theory of leadership is an attempt to integrate the strengths of the older theories (i.e. traits, behavioral/styles, situational and functional) while addressing their limitations, largely by introducing a new element – the need for leaders to develop their leadership presence, attitude toward others and behavioral flexibility by practicing psychological mastery. It also offers a foundation for leaders wanting to apply the philosophies of servant leadership and authentic leadership.
Rather than aiming to “earn a million dollars,” you should set a theme in your life like, “I want to add more value everywhere I can.” Once you do that, you stop fearing failure and start embracing the moment.
Successful school leaders are team-builders. They understand the importance of relationships, empower their staff and pupils and show great empathy. “Get the relationships right – open, trusting, humorous – and much else follows naturally,” says Kingsbridge Community College principal, Roger Pope. “They feel motivated. They want to follow you.”
Maybe you can show them that you are worthy of there respect. You could show them that you are smart enough, and/or you could show them that you are strong enough and let them know that they can trust you.
As an executive educator and coach, I help people understand how our beliefs and the environments we operate in can trigger negative behaviors. Through simple and practical advice, I help people achieve and sustain positive behavioral change.
Cecil Rhodes (1853–1902) believed that public-spirited leadership could be nurtured by identifying young people with “moral force of character and instincts to lead”, and educating them in contexts (such as the collegiate environment of the University of Oxford) which further developed such characteristics. International networks of such leaders could help to promote international understanding and help “render war impossible”. This vision of leadership underlay the creation of the Rhodes Scholarships, which have helped to shape notions of leadership since their creation in 1903.
When it comes to accountability, you need to follow the approach highlighted by Arnold H Glasow when he said, “A good leader takes little more than his share of the blame and little less than his share of the credit.” Make sure that every one of your subordinates is accountable of what they are doing. If they do well, give them a pat on the back but if they struggle, make them realize their mistakes and work together to improve. Holding them accountable for their actions will create a sense of responsibility among your subordinates and they will go about the business more seriously.
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 that you don’t waver from,” says Madeleine Vigar, principal of the Castle Partnership Academy Trust in Haverhill, Suffolk.
Abreu started El Sistema in a garage with 11 musicians in 1975. Today it teaches music to 400,000 poor kids in Venezuela and has inspired similar programs worldwide. Its value is that it teaches not just music but also discipline, practice, cooperation, and culture. A canny leader, Abreu has cultivated support from Venezuela’s many varying governments over the past 39 years.
Good leaders recognize that delegation does more than simply alleviate their own stress levels (although that’s obviously a nice perk). Delegating to others shows that you have confidence in their abilities, which subsequently results in higher morale in the workplace, as well as loyalty from your staff. They want to feel appreciated and trusted.
Be an effective communicator: You can build trust by being approachable and encouraging openness in your office. Listen and give your attention. Employees appreciate a leader who keeps open the lines of communication.
In business, a vision is a realistic, convincing and attractive depiction of where you want to be in the future. Vision provides direction, sets priorities, and provides a marker, so that you can tell that you’ve achieved what you wanted to achieve.