Centerpoint for Leaders' and The Points of Light Foundation's
e-publication designed to give you relevant and concise information on leadership and organizational development.
My personal best wishes to all our subscribers for a healthy and prosperous 2007!
Some of the traits that seem to be repeated in numerous studies and guides include: role modeling (being willing to serve others as a guide); charisma (attractiveness to others and the ability to use it to motivate others); a very clear sense of mission or goal; results orientation (and measurement); optimism; self-awareness and rejection of the idea of "fate" or that things are pre-determined. A few others include risk-taking and self-knowledge.
As we begin 2007, Centerpoint for Leaders will continue to search the internet and other outlets to bring you the very latest, unique and most exciting sources of information in the ever-growing field of leadership.
" . . . think about leadership in a different way:
? Leadership is not about position. Just because you hold the position of Director or have Manager in your job title it doesn?t make you a great leader. Many managers are competent in managing their people but few can lead. What organisations need to do is make leadership a core expectation at any level regardless of the role.
? Leadership can be developed. To do this, focus is needed on making the behaviors (not the traits or characteristics or attributes) required by a leader relevant and correctly scaled for the role being modelled. They need to be transparent and easily observable so that the leadership expectation is clear and measurable.
? Leadership is about ownership. When people own issues that face them or the organisation, they begin to take part in finding solutions or designing action plans. Managers who demonstrate a command and control style will simply stifle the leadership potential within their team. Those that empower their team members will provide a grounding from which leadership potential can be nurtured.
? Leadership frees up management time. Leadership behavior reduces management time needed for checking, telling and generally coping, freeing managers to complete more value-added activity such as contributing to the strategic direction of the organisation.
? People love being leaders ? fact!
Cited and used with permission from structuretraining.com. Read the rest of the article here.
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by Dr. John C. Maxwell
1. Let People Know You Need Them (e.g., inspire others to participate in your dream);
2. Create a Memory and Visit It Often (e.g., commemorate defining moments through momentos);
3. Give Others a Reputation to Uphold (e.g., steer people toward a promising future);
4. Share a Secret with Someone (e.g., sharing a secret with someone includes them in your journey);
5. Do for Others What They Can't Do for Themselves (e.g., by sharing your ideas, you impart your knowledge);
6. Find the Keys to Their Heart (e.g., search for common connections with colleagues);
7. Practice the 30-Second Rule (e.g., within 30 seconds, say something encouraging to someone); and
8. Write Notes of Encouragement (e.g., if you want to reach the top, don't run over others).
Cited and used with permission from Leadership Wired. Read the rest of the article here.
by Ron Crossland
". . . the key ingredient is the appreciative mindset. Seeing others as whole human beings, with potential beyond what they currently demonstrate, and a capacity for growth that may or may not have evidence to support it, has powerful effects both on the leader and the talent. When an appreciative mindset is adopted by leaders at the individual level, it not only allows contingent rewards to be distributed within context and sufficient meaning to be applied to these rewards, but it allows the leader to add confirming messages to the individual concerning the individual's higher potential.
Cited and used with permission from Bluepoint Leadership Development. Read the entire article here.
A Great Internet Leadership Resource: Situational Leadership Theory
As a leadership model, the best known example of situational leadership theory was developed by Ken Blanchard, the management guru who later became famous for his One Minute Manager series, and Paul Hersey. They created a model of situational leadership in the late 1960s that allows one to analyze the needs of the situation, then adopt the most appropriate leadership style. It has proved popular with managers over the years because it is simple to understand, and it works in most environments for most people. As a basic tool, Wikipedia provides a really great jumping off point.
To get started (and be led to lots more links), click here.