Archive for the ‘Leadership’ Category

A Checklist for Changing Me to Change Them

Posted in Leadership, Mind Management, Personal Development on 06/09/2010 10:29 am by Kairology

Introduction by Ian Williams

I recently came across this very challenging checklist in an article, but could not find who wrote it. If anyone knows, please tell me! Whoever it was has really given us all some interesting things to think about. I have just purchased a new business in the hospitality industry, taking on a new team of about 15 people, plus my own three sons! In setting up a family business, including non-family employees, it will an interesting time for me to demonstrate as a leader what I expect of other leaders! See how you measure up on this lot!

Ian

A Checklist for Changing Me to Change Them

“The cruelest lies are often told in silence.” — Robert Lewis Stevenson, 19th century Scottish poet, novelist, and essayist

We can’t build a team or organization that’s different from us. We can’t make them into something we’re not. Failing to follow this principle is the single biggest reason that so many team and organization change and improvement efforts flounder or fail. The changes and improvements we try to make to others must ring true to the changes and improvements we’re also trying to make to ourselves. The following is a checklist:

Are You Trying to Make Your Organization or Team Into Something You’re Not?

To What Extent am I:

  • Attempting to change my organization or team without changing myself?
  • Prodding my organization to be more people (customer/partner) focused when I am a Technomanager (driven by management systems and technology)?
  • Driving for industry or market leadership when I am afflicted with the Pessimism Plague and/or Victimitis Virus?
  • Striving to stimulate and energize others when I am not passionate about my own role and life’s work?
  • Promoting organization or team vision, values, and mission when my own picture of my preferred future, principles, and purpose aren’t clear and/or well aligned with where I am trying to lead others.
  • Pushing for a customer-driven organization while controlling and dominating, rather than serving (servant-leadership)?
  • Aspiring to develop new markets and fill unmet needs while spending limited time with customers, partners, or those serving them?
  • Trying to build a learning organization when my own rate of personal growth and development is low?
  • Declaring the urgency of higher levels of innovation while I stick to familiar personal methods and traditional command and control management approaches?
  • Aiming for disciplined organization or team goal and priority setting when I am not well organized, a poor personal time manager, and fuzzy about my own goals and priorities?
  • Setting organization improvement plans without an improvement process of my own?
  • Promoting teamwork and a team-based organization without providing a personal model of team leadership and team effectiveness in action?
  • Supporting high levels of skill development for everyone else?
  • Forcing accountability, performance appraisal, and measurement on others while I defend, avoid, or half-heartedly gather personal feedback?
  • Proclaiming empowerment and involvement while controlling and limiting people with a centralized structure and systems that constrain rather than support?
  • Talking about the need for better communications without becoming a strong and compelling communicator?
  • Establishing formal reward and recognition programs when my personal habits of giving sincere recognition and showing genuine appreciation are weak?
  • Espousing support for change champions while suppressing “off the wall” behaviour and pushing people to follow my plans and stay within in my established system?
  • Advocating reviews and assessments while doing little personal reflection and contemplation?

What do my answers tell me about my leadership? Does this exercise help explain the positive, negative, or so-so results of the team and organization improvement efforts I lead? My reflections are important, but an even better source of feedback are the people on my team or those in my organization who know my leadership behaviour well enough to give me some feedback. Ironically (and tragically), managers who need it most — the weakest leaders — are the least likely to ask for this kind of feedback.

 

The 7 Lies of Limiting Leadership

Posted in Ian’s Articles, Leadership, Personal Development on 01/07/2010 03:40 pm by Kairology

This month, I’m looking at the common lies around leadership, and how they impact on people and business. Next month I’ll be publishing the related truths of good leadership.

The 7 Lies of Limiting Leadership by Ian A Williams

This article was published in NZ Business Magazine Jan/Feb 2010

Too many people fall short of their potential in the leadership game, and also fail to enable or enhance the leadership of others. Ian Williams provides an interesting insight into some of the barriers to great leadership. In this issue, Ian shares with us his belief about some of the common lies about leadership, and in the next issue we follow this up with his account of the seven truths.

My passion for good leadership often leads me to observe and reflect on what happens in the workplace for individuals and teams. I listen out for comments and frustrations, and have concluded that there are some common misunderstandings about leadership issues, which I have summarised as the seven lies of leadership.

1. I’m not a leader

The person who thinks they are not a leader is in denial, and has missed the point about leadership. Everyone is leading someone - whether or not they know it, recognise it or want it. Even if we are on the same level, we lead our colleagues in some respects. We may lead projects, team tasks, or even a staff outing! We also lead our children and others among our families and friends. At the very least, we leave ourselves - or at least we should! Our only limit on personal leadership is what we put in place for ourselves, or how we allow others to limit us.

2. They (or I) have been trained

The magic land of training is where organisations send people for a few days, and expect them to come back as leaders. A whole host of courses and events, or any kind of qualification, doesn’t make a leader. Training and development will inspire people, inform them, give them practice, provide experiential learning, build confidence, build competence and skills - but all of this will not produce a leader. Too often I go into organisations, and they struggle to understand why their trained leaders are not leading effectively, despite the huge investment made. No human being can be fully trained in leadership, because it comes from within, and needs to be drawn out by line managers and others who are willing to coach people and give them the space to lead. As part of one-to-one coaching, they build experience and confidence and nurture the leader.

3. There’s a personality clash

This is one of the most wonderful leadership cop outs. While personalities do clash to some extent, and ‘problem people’ do exist, the challenge is to deal with it, rather than use it as an excuse for effective leadership. Leaders are accountable for their own relationships, and the relationships around them. They need to rise to that challenge and find strategies for having people work together. Too much time and money is wasted in avoidance, and in living with the consequences of poor relationships. Get people focused back on the goals, find specific reasons to their difficulties, and facilitate finding and implementing the solutions. If necessary get some help, but making work, rather than listen to excuses.

4. They won’t step up

This is often the concern of senior managers who feel that either their people will not step up to lead, or that they fail to step up to strategic leadership from operational. The key to this one is identifying the blocks. Is it a question of won’t or can’t? Are they willing? Are they capable? Are they confident? In my experience the ‘won’t’ part of this question is the lie. If the block is about skills, abilities, and/or confidence, it falls back on the senior leader to coach. Sometimes, it’s a case of making clear to people what you see as strategic versus operational. Ironically, the most common cause for people not stepping up is senior people holding them down. They too often hold on to strategic issues for themselves, tell people what the decision is, and then wonder why everyone is frustrated! If you want to grow strategic leaders, involve them in strategic leadership.

5. Not a people person

How does anyone walk the earth and deny being a people person.  People are everywhere, and we can’t avoid them. And if we want to get anywhere with anyone, getting along with people isn’t a luxury but a necessity. So unless you’re a hermit, or you’re in denial of your leadership role, you have to get on with people. You have to employ others who do this too. If someone is described as not a people person, they need to be given the feedback and required to do something about it, in order to lead themselves and other people. The key here is identifying the specific behaviour that causes the person to think this of themselves, or for it to be attributed to them. Then they need to do some self coaching will be coached. There are three aspects to balanced leadership: task, team and individual. If the leader is not a people person, they are missing two-thirds of their job; so in fact, they are not a leader but a person who just does jobs.

6. It’s not my style

We read about and experience all sorts of leadership styles. There is no right or wrong, they are just different. Any leadership style becomes inappropriate if it is used in the wrong way, in the wrong circumstances, or at the wrong time. That is of course the essence of situational leadership. An effective leader is able to use a range of styles appropriately. They fool themselves, and everyone else suffers, when they are attached to one favourite style, come what may. You will have met the constant bully, the habitual delegator, and the absentee. Adopting just one style is simply me centred, and the leader has to listen, learn and adjust if they are to motivate people and achieve tasks. They need to model a range of styles, so that others are learning from how they operate practically. After all, what is at stake if you have a leader who is not leading effectively?

7. Know it all, done it all

We’ve all met the magic leaders who have made it! We had better sit and listen to them, and sit back while they either do it themselves or give the orders! Who are they fooling with this lie? Individuals and teams are always different. Situations, resources, tasks and circumstances are always different. No season is the same; there is no constancy but there is always change. We all bring our experience and knowledge, we bring the benefit of wisdom, but we still need a refreshing quantity and quality of ideas, and the excitement of discovering something new together. It’s this sense of contribution to creativity and synergy that keeps people engaged. No one has the monopoly on knowledge, wisdom, ideas and solutions. The know-it-all leader is living a lie and fools no one but themselves. Don’t stand for their robbery.

I hope that some of these resonate with your own experience, and that you have found some ways to overcome the lies, and to stand up for the truths. Let’s stop kidding ourselves with all the hype about leadership, and get some of the simple things sorted out for ourselves and those we influence!

 

Team Leadership - Lead Your Team, Don’t Manage It

Posted in Leadership, Management, Strategies, Team on 11/18/2009 03:09 pm by Kairology

Introduction by Ian Williams

Here’s a good article that has some good, simple hints and tips in leading teams. What often causes leadership to fail is allowing teamwork to go stale. It needs constant rejuvenation to keep motivation alive, and new thinking and ideas flowing.

Ian

Team Leadership -  Lead Your Team, Don’t Manage It by Andrew Gowans

Team management in the context of setting tasks, prioritizing, monitoring progress, agreeing and setting performance measures is all relatively straightforward.

If you don’t agree - get help now!

Let’s talk about your true value added, let’s talk about Leadership, Development, Empowerment and Having Fun

Being responsible for a team, large or small, is a serious business. Getting the best out of people takes creativity, guidance and perseverance.  If our team members lose focus, fail to achieve the group’s goals and objectives, we should be held accountable.  What am I saying?  You knew that when you took on the job.  Didn’t you?

Only you know your team (Or at least you should).

This article cannot comment on a special team situation you may have.  However, what it can do is focus on maximizing the benefit you get every time you get together with your team(s).

Examples of Spending Time Together:

Departmental Meetings

Task Force Special Project Team Training Session Workshops Team Briefing Product Review Customer Visits Focused Improvement Group

I’m sure you can add more.  However, you’ve guessed it - any setting where there is a sense of purpose, common goals, and a desire to achieve success by being part of your particular team.

Any of the above examples can be highly motivating, rewarding, and productive.  They can also be time consuming and costly.  Have you ever measured how much time you spend in a ‘team setting’?  Have you ever calculated the cost to the business?

Wasting time and resources is definitely one of my pet hates. And, yet, I’m probably as guilty as the next person  - losing focus, digressing, being reactive instead of proactive - even simply just having a bad day.

However, let’s keep things in perspective.

As a team, be single minded in achieving the common goals through that shared sense of Purpose and Direction, through that shared Vision BUT don’t get boring in the process.

For me, a key attribute of good leadership is having team members who

Enjoy being part of your team Have a strong desire to contribute Believe their contribution is valued Want to develop the team not just themselves Are recognized outside the team for their achievement Have fun

All of that isn’t as daunting as it may seem.

So, again, in the context of leadership and maximizing the value and benefit to be gained from a team setting, what are some of the positive things we can do as team leaders?

Suggestions

Publish agendas or session flows in advance with enough time for team members (including yourself) to prepare for that team session.  Why not invite inclusions to the agenda.

If the session is going to be a long one, break it up into manageable sections, take breaks.  Be creative, have some fun, do some exercises.  I personally would not go more than 50 minutes, an hour, before taking a break.

Introduce quick 15-20 minute training sessions any meaningful and contextual topic or theme. e.g. Giving and Receiving Feedback, Brainstorming, Setting S.M.A.R.T. Objectives. Empower team members by a) Have each team member prepare and deliver the training session and b) Have another team member facilitate the training session.

Deliberately have a non-context topic or theme on the agenda but, again, one that will add value and benefit participants - e.g. invite a technical expert or different functional / departmental head to give a 15-20 minute presentation on what and why they do what they do (This can be as good as having an actual break).

Before the formal session starts, get each team member to ‘dump’ - get rid of all the stuff in their head that’s going to prevent them from focusing on the task(s) in hand. Caution team members need to feel safe and comfortable to do this.  It also needs to be carefully led so it does not get out of control.  Most importantly, it needs to comply with the team’s agreed ground rules that were set at the formation of the team.

Continually develop individuals - give others the opportunity to prepare and publish the agenda for the next team session, empower them to lead and facilitate the session and to write the follow-up review afterwards (apart from anything else, it gives you a rest! ).  Further development can be achieved by inviting other team members to provide constructive feedback - with the knowledge that they too will be given the same developmental opportunity and will also be receiving ‘constructive’ feedback.

Have fun and celebrate successes.  Take time out, have a bbq, have a picnic, supply the supper when the team session’s a late one.

Lead by example at all times. Show the team that your business, their business is a serious one with specific goals and expected results BUT the best way to achieve success is through ongoing individual and team development, empowering others to succeed and having fun along the way.

*****

Andrew has over 20 years experience providing personal and business coaching specialising in strategic planning, continuous improvement, personal development and lifelong learning.

Providing a focused problem solving approach through our personal and business coaching (especially to small businesses). Our primary theme and overriding goal is to provide you with the right choices that fit your needs, solve your problems.

Want to discuss any of these articles further - no problem.

The quickest way to contact Andrew is to visit his internet marketing website, http://www.youraffiliatecoach.com and click on the “Your Request Form” button on the navbar.

Article Source: http://EzineArticles.com/?Team-Leadership—-Lead-Your-Team,-Dont-Manage-It&id=223864

 

Personal Leadership Requires a Never Give Up Attitude

Posted in Leadership, Mind Management, Personal Development on 10/09/2009 08:35 am by Kairology

Introduction by Ian Williams

This article is from Dr Mario Barrett. It’s a great article to encourage us to draw on our resources of perseverance and resilience. The temptation is always to give up when things don’t work out first time, or even second or third! Most successful and innovative people are those who don’t give up easily, but have their effort and energy engaged with purposeful determination. Learning and moving on isn’t giving up either, it’s continuing the journey but perhaps using a slightly different route.

Ian

Personal Leadership Requires a Never Give Up Attitude by Dr. Mario Barrett, Ph.D.

As human beings, we tend to give up when things don’t seem to go our way or when times get tough. The belief that life will simply roll over, give in to our demands, and allow us to achieve our goals is unrealistic. The truth is that life is neither for nor against us. No, life is simply just the natural process of existence. What we have to understand is that the power to determine the direction that our life takes is not decided by life itself, but rather by us. We hold the power, regardless of the challenges we may face. Therefore, our power rests in how we handle our daily interactions within the context of life. These interactions are what determine our ability to overcome what we may perceive as insurmountable odds. Therefore, we must learn not to blame life itself for our successes or failures, but when faced with challenges, to simply stand our ground and work smarter with a never give up attitude firmly in place.

The following comparison may add more clarity to what I am speaking of. Life is like a blank piece of paper. As that paper exists, so do we. However, just like that paper is blank, so too is our life until we create something out of it. Until that piece of paper is written on, there is no story, no direction, no purpose, but there is endless possibility (positive or negative-you will determine that by the story you write). However, interesting things begin to happen as soon as we begin to write on that once blank piece of paper. A story starts to emerge, a direction begins to tug at us, a purpose starts to form, and meaning which gives life to passion begins to set in. The same occurs when we choose to engage life. However, this engagement does not come without pitfalls. You will find in many of America’s children classics such as Snow White, Pinocchio, and Cinderella that the main characters often have to overcome seemingly insurmountable pitfalls and challenges in order to achieve their dreams. I say this to say that we need to reinforce from young that never giving up in order to achieve our dreams is essential to our being able to live out our dreams, much like our childhood literary heroes.

Therefore, regardless of the pitfalls, or the challenges you may encounter in life, know that you get the final say in writing and living out your life’s story. With all of this in mind, I ask the question, what are you writing on your blank piece of paper called life? Are you utilizing the words and thought process of a quitter (one who buckles to the challenges of life that we all face)? Or, are you utilizing the words and thought process of a winner (one who never gives up in pursuit of his/her vision)?

I implore you to take on the role of the winner, and not to quit in the face of adversity. Do not succumb to life’s challenges, and never stop creating and working on making your life’s vision a reality. Remember, everyone has challenges to overcome. Life is full of them, but be passionate about your dreams, and continue to push, even when it seems most difficult.

Again, never give up! Never give up!

Dr. Barrett has an earned PhD in applied management and decision sciences, with a specialization in leadership and organizational change. He also holds a MS in organizational leadership and a BS in organizational management. In addition to these degrees, Dr. Barrett has completed several executive certificates focusing on various areas of management and leadership development.

Dr. Barrett is proud of his academic accomplishments, as they are the product of his long and sometimes difficult journey out of poverty. Along his journey, Dr. Barrett served honorably in the U.S. Air Force, participating in several vital overseas operations in the Middle East and Europe. He has also taught organizational leadership courses at the graduate degree level at Mercy College. This desire to develop leadership whether it be in myself or others is what drives Dr. Barrett. Dr. Barrett currently lives in NYC, where he runs The Barrett Center for Leadership Development, LLC and produces The Barrett Leadership Blog

 

What is strategic leadership and why do I need it?

Posted in Leadership, Strategies, Team Building on 09/22/2009 08:10 am by Kairology

Introduction by Ian Williams

A number of my clients have recently been working through issues around strategic versus operational leadership. We all want to understand the difference and be involved in both, in the most appropriate way. What we often forget is that our personal leadership needs to be strategic, so that we can demonstrate the skills needed in leading others strategically. The leader’s job is to involved people in strategic issues – particularly those relevant to their job and goals – and to allow them the space and time to be strategic. What I often hear is frustration from senior people that leaders don’t or won’t rise to the challenge. My advice is coach, encourage and build confidence – then have the courage to step back. This article gives some good definition and helpful pointers.

Ian

What is strategic leadership and why do I need it? by Stephanie Tuia

Strategic leadership is a self-explanatory term, and even when separated, still provides a meaningful definition. A definition of strategic leadership can be summed up as the ability to anticipate, prepare, and get positioned for the future.”

In my experience, I have been able to pinpoint specific examples of colleagues who have exemplified strategic leadership in their professions. I’d like to share some examples of how strategic leadership is essential to a work environment.

A small company had been acquired by a larger firm. With this, the current leader had been let go and a new leader was appointed to take charge.

Anticipate and Prepare
Being acquired by a larger firm may bring more awareness to a company or provide better benefits, but several cons may get in the way at first. During a transition period, many employees are sometimes left without a job, or have decided to move on to other things in the wake of unsatisfied changes. It was no different when a well-liked president of the company was phased out due to financial setbacks. The firm took a lengthy process to make a move until finally appointing an internal employee to serve as the interim president. Left with a lot of the dirty work, the new leader immediately went to work and restored and initiated productivity with his employees. His biggest attribute was that he was prepared for this new role before he was even appointed as the new president. His natural work ethic had already groomed him for charismatic leadership and when the opportunity for advancement came, he wasted no time in taking charge and continuing the work. Likewise, a strategic leader will be able to pick up the pieces and restore work productivity regardless of a drastic change. Being the cheerleader and still an enforcer, Teams leaders are versatile figures held accountable for their employees work performance.

Get positioned for the future
A team leader’s major objective is to keep worker performance at a high and encourage improving results that would ultimately lead to a brighter outlook and future. Preparing employees now enables them to do such. Team Leaders have a weekly, monthly or even yearly report to give so their main motivation would be to constantly focus on the progress and performance of their individuals. In order to maintain and continue a future of positive results, an effective team leader will use strategic planning in his/her strategic management. Mentally, he/she will find ways to encourage employees to perform high to obtain team incentives, but will also encourage strategic planning at the individual level. Training employees to strategically plan in their prospective territories will alleviate the leader with multiple responsibilities and generate a more productive outcome in the work area. With a focus on the individual employee, a team leader will have the power to influence his/her employees to control their progress and look towards a better outcome.

One department is flourishing with work productivity, while one department is far behind.

Focus on the right energies
In a business world where deadlines are demanding and profits are important, companies and their leaders will hold work productivity as a high priority. A strategic leader will observe less than optimum circumstance and move quickly to create beneficial change. Saving time by focusing only on the right energies will help a company profit. For example, an employee serves in two departments, splitting duties between each. It is evident that his/her skills are stronger in research and development rather than in the sales department. A strategic leader may see more value in changing this employee’s role to work in this stronger area of expertise. At the same time, a strategic leader will realize that this employee may be able to provide unique insight across both functions that others cannot. Strategic leaders will observe these situations quickly and waste no time in shifting employees to areas where both the individual and organizations can benefit the most.

These glimpses give you some helpful scenarios of how strategic leadership can be applied in your work environment. Should you have any future problems with work productivity, profits or even issues with your employees, address those concerns with some professional guidance and you’ll discover how an investment in your team will result is bottom line results.

To learn more about effective strategic leadership visit http://www.cmoe.com

Article Source: http://EzineArticles.com/?expert=Stephanie_Tuia http://EzineArticles.com/?Applying-Strategic-Leadership-in-the-workplace&id=292267

 

5 Things You Should Know If You Want To Be A Leader

Posted in Leadership, Strategies on 09/01/2009 03:19 pm by Kairology

Introduction by Ian Williams

My feature article this month is by Maynard Trist, who successfully sums up some simple principles that brings the essence of leadership into perspective, and also draws together the principles of other well-known writers we know. Clients often ask my view on whether leaders are born or made. As I understand it, leadership guru Warren Bennis sees them as born, whereas expert Peter Drucker sees them as made. My own view is that both are true: leaders develop from whence they came! In other words, there are some inherited and innate qualities within us, but the values we develop, and the life experience we have, shapes our leadership qualities. See what you make of these 5 principles, and consider how you can apply and use them in your own leadership development journey.

Ian

5 Things You Should Know If You Want To Be A Leader

By US author, Maynard Trist

Much has been written about leadership: rules, pointers, styles, and biographies of inspiring leaders throughout world history. But there are certain leadership ideas that we ourselves fail to recognize and realize in the course of reading books. Here is a short list of things you thought you knew about leadership.

1. Leaders come in different flavors.

There are different types of leaders and you will probably encounter more than one type in your lifetime. Formal leaders are those we elect into positions or offices such as the senators, congressmen, and presidents of the local clubs. Informal leaders or those we look up to by virtue of their wisdom and experience such as in the case of the elders of a tribe, or our grandparents; or by virtue of their expertise and contribution on a given field such as Albert Einstein in the field of Theoretical Physics and Leonardo da Vinci in the field of the Arts. Both formal and informal leaders practice a combination of leadership styles.

  • Lewin’s three basic leadership styles - authoritative, participative, and delegative
  • Likert’s four leadership styles - exploitive authoritative, benevolent authoritative, consultative, and participative
  • Goleman’s six emotional leadership styles - visionary, coaching, affiliative, democratic, pacesetting, and commanding.

2. Leadership is a process of becoming.

Although certain people seem to be born with innate leadership qualities, without the right environment and exposure, they may fail to develop their full potential. So like learning how to ride a bicycle, you can also learn how to become a leader and hone your leadership abilities. Knowledge on leadership theories and skills may be formally gained by enrolling in leadership seminars, workshops, and conferences. Daily interactions with people provide the opportunity to observe and practice leadership theories. Together, formal and informal learning will help you gain leadership attitudes, gain leadership insights, and thus furthering the cycle of learning. You do not become a leader in one day and just stop. Life-long learning is important in becoming a good leader for each day brings new experiences that put your knowledge, skills, and attitude to a test.

3. Leadership starts with you.

The best way to develop leadership qualities is to apply it to your own life. As an adage goes “action speaks louder than words.” Leaders are always in the limelight. Keep in mind that your credibility as a leader depends much on your actions: your interaction with your family, friends, and co-workers; your way of managing your personal and organizational responsibilities; and even the way you talk with the newspaper vendor across the street. Repeated actions become habits. Habits in turn form a person’s character. Steven Covey’s book entitled 7 Habits of Highly Effective People provides good insights on how you can achieve personal leadership.

4. Leadership is shared.

Leadership is not the sole responsibility of one person, but rather a shared responsibility among members of an emerging team. A leader belongs to a group. Each member has responsibilities to fulfill. Formal leadership positions are merely added responsibilities aside from their responsibilities as members of the team. Effective leadership requires members to do their share of work. Starting as a mere group of individuals, members and leaders work towards the formation of an effective team. In this light, social interaction plays a major role in leadership. To learn how to work together requires a great deal of trust between and among leaders and members of an emerging team. Trust is built upon actions and not merely on words. When mutual respect exists, trust is fostered and confidence is built.

5. Leadership styles depend on the situation.

How come dictatorship works for Singapore but not in the United States of America? Aside from culture, beliefs, value system, and form of government, the current situation of a nation also affects the leadership styles used by its formal leaders. There is no rule that only one style can be used. Most of the time, leaders employ a combination of leadership styles depending on the situation. In emergency situations such as periods of war and calamity, decision-making is a matter of life and death.

Thus, a nation’s leader cannot afford to consult with all departments to arrive at crucial decisions. The case is of course different in times of peace and order—different sectors and other branches of government can freely interact and participate in governance. Another case in point is in leading organizations. When the staffs are highly motivated and competent, a combination of high delegative and moderate participative styles of leadership is most appropriate. But if the staffs have low competence and low commitment, a combination of high coaching, high supporting, and high directing behavior from organizational leaders is required.

Now that you are reminded of these things, keep in mind that there are always ideas that we think we already know; concepts we take for granted, but are actually the most useful insights on leadership.

About the Author: Maynard Trist is the webmaster of unblock myspace

 
Older Entries