Ultimately, everyone has it in them to be a great and effective leader. It takes knowledge and practice sure, but if you are flexible and consider the many different forms of leadership out there, then you may find your skills as a leader, and the ultimate effectiveness of your team, grows and expands to greatness.
Each person in a group will be able to bring something different to the table, and a good leader will work with each member’s strengths and weaknesses in order to make sure that the best is being done.
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Employee service is a commitment from the leader to provide the employee with a high level of service to satisfy the employee’s needs, Employees have many needs and by satisfying these needs the leader will engage the employee’s discretionary effort of their people.
They look for the good in every situation and in every person. They seek the valuable lessons contained in every problem or setback. They never experience “failures;” instead, write them off as “learning experiences.”
Unfortunately, mediocre performances may be fostered under an affiliative leadership because it rarely puts team members under pressure. Some team members may feel they can coast on certain work because their managers will always support them.
Creating a vision is not simply a matter of having an idea. Good strategic thinking must be based on evidence, and that means being able to gather and analyse information from a wide range of sources. This is not purely about numbers, but also about knowing and understanding your market and your customers, and then—and this is crucial—using that information to support your strategic decisions.
Your leaders need a wide variety of skills and knowledge to motivate and support your teams, improve their own skills and connect with employees. No matter what industry you compete in, no matter how large or small your workforce, A Better Leader helps you create great leaders who will help you build your legacy with a true culture of engagement.
Over the years the philosophical terminology of “management” and “leadership” have, in the organizational context, been used both as synonyms and with clearly differentiated meanings. Debate is fairly common about whether the use of these terms should be restricted, and generally reflects an awareness of the distinction made by Burns (1978) between “transactional” leadership (characterized by e.g. emphasis on procedures, contingent reward, management by exception) and “transformational” leadership (characterized by e.g. charisma, personal relationships, creativity).
In most situations, no leader will be titled as such. It’s just a position that someone naturally gravitates to. People will not grant you the outright privilege, but they can keep you from having it. Avoid coming off as a dominant, who-does-he-think-he-is go-getter and wait for the right moment. You’ll feel it.
This book laid out the key characteristics that a great leader should possess. It also provides great information on the different types of leadership and personality and how to discover your own personal style of leadership. Great book and I find it really useful.
Once you have completed the quiz, read about the major characteristics of your dominant style. Are these qualities helping or hindering your leadership? Once you’ve determined which areas need some work, you can begin looking for ways to improve your leadership abilities.
Jump up ^ Baumeister, R. F.; Senders, P. S.; Chesner, S. C.; Tice, D. M. (1988). “Who’s in charge here? Group leaders do lend help in emergencies”. Personality and Social Psychology Bulletin. 14: 17–22. doi:10.1177/0146167288141002.
Reinforce positive behavior when employees are accomplishing their goals and objectives. This could be recognition in front peers and other rewards that don’t cost money, but are meaningful to the employee.
New methods and measurements were developed after these influential reviews that would ultimately reestablish trait theory as a viable approach to the study of leadership. For example, improvements in researchers’ use of the round robin research design methodology allowed researchers to see that individuals can and do emerge as leaders across a variety of situations and tasks. Additionally, during the 1980s statistical advances allowed researchers to conduct meta-analyses, in which they could quantitatively analyze and summarize the findings from a wide array of studies. This advent allowed trait theorists to create a comprehensive picture of previous leadership research rather than rely on the qualitative reviews of the past. Equipped with new methods, leadership researchers revealed the following:
Ask for opinions in a face-to-face situations. At the end of a meeting, you can casually ask if people have any questions or opinions. This will give your employees time to consider what they’re working on. You may also pull individual employees aside, or invite them to your office, to discuss the project further. Tell them that their perspective is crucial to your success.
Sure, it feels good to be needed and step in to save the day, but solving every problem is not the way to do it. When you involve yourself too frequently, you rob your employees of their sense of engagement and personal accountability—which is actually a key source of motivation (and happiness). Part of being a leader is providing an environment in which your team can think independently and solve problems for themselves.
3. Don’t play favorites. Avoid assigning friends plum assignments and not-so-close colleagues the grunt work. Now is the time to bring out those leadership and collaboration skills to encourage everyone to do their best work and meet deadlines. Remind the team of short and long-term project objectives, and celebrate when each one is met.
Jump up ^ Zaccaro, S. J., Gulick, L. M. V. & Khare, V. P. (2008). “Personality and leadership”. In C. J. Hoyt, G. R. Goethals & D. R. Forsyth (Eds.), Leadership at the crossroads (Vol 1) (pp. 13–29). Westport, Connecticut: Praeger.
When Gallup asked over 10,000 adults to describe the leader who had the most positive impact on their lives, trust emerged as one of the top four responses. We know what it means to trust someone, but what separates trustworthy leaders from untrustworthy ones?
The fourth necessary characteristic is the combination of humility and presence. Acting aloof, or above your employees, does not make a leader. Leaders have to be able to talk and listen to their employees on all levels of the company. At the same time, they must have the respect of their employees, the kind of respect that’s earned by being honest, having integrity, and being tough but fair.
Great leaders find the balance between business foresight, performance, and character. They have vision, courage, integrity, humility and focus along with the ability to plan strategically and catalyze cooperation amongst their team.
I would say his/her humility. True leaders recognize they’re nobody special; they’re just like everybody else. Therefore, they treat people like they would be treated; no being high and mighty. They also like to roll up their sleeves and put work in like another laborer. Isn’t it true that in wartime , the soldiers will listen to the officers with wartime experience much more than the officers out of West Point, Annapolis, and the other military academies?
The Situational Leadership® Model proposed by Hersey suggests four leadership-styles and four levels of follower-development. For effectiveness, the model posits that the leadership-style must match the appropriate level of follower-development. In this model, leadership behavior becomes a function not only of the characteristics of the leader, but of the characteristics of followers as well.
Take the time to share your vision, your mission and your goals with your team. Your job as a leader is to provide a clear path that your team can follow. Your team also must understand why the goals you have set are valuable to them. Take the time to explain to them, in detail, why and how your vision will not only improve the business, but how it will benefit them in return. Include your team in your strategic planning sessions, ask for feedback and get them to “buy into” your vision for the future of the company.
Functional leadership theory (Hackman & Walton, 1986; McGrath, 1962; Adair, 1988; Kouzes & Posner, 1995) is a particularly useful theory for addressing specific leader behaviors expected to contribute to organizational or unit effectiveness. This theory argues that the leader’s main job is to see that whatever is necessary to group needs is taken care of; thus, a leader can be said to have done their job well when they have contributed to group effectiveness and cohesion (Fleishman et al., 1991; Hackman & Wageman, 2005; Hackman & Walton, 1986). While functional leadership theory has most often been applied to team leadership (Zaccaro, Rittman, & Marks, 2001), it has also been effectively applied to broader organizational leadership as well (Zaccaro, 2001). In summarizing literature on functional leadership (see Kozlowski et al. (1996), Zaccaro et al. (2001), Hackman and Walton (1986), Hackman & Wageman (2005), Morgeson (2005)), Klein, Zeigert, Knight, and Xiao (2006) observed five broad functions a leader performs when promoting organization’s effectiveness. These functions include environmental monitoring, organizing subordinate activities, teaching and coaching subordinates, motivating others, and intervening actively in the group’s work.
Unlike management, leadership cannot be taught, although it may be learned and enhanced through coaching or mentoring. Someone with great leadership skills today is Bill Gates who, despite early failures, with continued passion and innovation has driven Microsoft and the software industry to success.
According to the annual Ketchum Leadership Communication Monitor, (KLCM) which measures the link between effective leadership and effective communication, the top five traits most with an effective leader are:
Jump up ^ Gershenoff, A. G.; Foti, R. J. (2003). “Leader emergence and gender roles in all-female groups: A contextual examination”. Small Group Research. 34 (2): 170–196. doi:10.1177/1046496402250429.
The purpose of a leader is to achieve a goal by inspiring the best performance from the rest of the team. In order to be a good leader you must be able to get the best performance from others. And you would probably agree, before you can get the best performance from others, you must first be able to get the best performance from yourself.