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Power Doesn't Make You a Leader . . .
It Simply Makes You the Boss
In my web-surfing regarding leadership, I found Don Clark. He writes, "Although your position as a manager, supervisor, leader, etc. gives you the authority to accomplish certain tasks and objectives in the organization, this power does not make you a leader . . . it simply makes you the boss.
Bass' theory of leadership states that there are three basic ways to explain how people become leaders. These theories are:
? Some personality traits may lead people naturally into leadership roles. This is the Trait Theory.
? A crisis or important event may cause a person to rise to the occasion, which brings out extraordinary leadership qualities in an ordinary person. This is the Great Events Theory.
? People can choose to become leaders. People can learn leadership skills. This is the Transformational Leadership Theory. It is the most widely accepted theory today . . ."
Click here to go to visit Don's website.
by Beverly A. Behan
It?s easy to understand why. Because of the professional and social status of most directors, the idea of telling them that they are doing a poor job is awkward. And yet, it?s impossible to imagine how any board can hope to function as a high-performing team without finding some way to demand high performance from all its members.
In this instance, the lead director was actually spared the awkward conversation by a new process: peer review of individual directors. In this case, the board supplemented its annual board assessment process with a process allowing board members to give each other feedback on their performance. This peer review was designed for professional development purposes only, not for renomination decisions. This meant that only the individual directors ? and not the Nominating and Governance Committee ? received a summary of their own feedback. But it turned out to be enough. The disengaged director knew he?d been coasting; faced with candid comments from his peers, he resigned.
Cited and used with permission from Chief Executive Group. To read the entire article, click here.
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Your emotional intelligence is a product of Personal Competence and Social Competence. These qualities divide into these unique skills:
Personal Competence is the collective power of your self-awareness and self-management skills. It's how you use emotional intelligence in situations that are more about you personally.
Self-Awareness. Can I accurately identify my own emotions and tendencies as they happen? Can I manage my emotions and behavior to a positive outcome? Social Competence is the combination of your social awareness and relationship management skills. It's more about how you are with other people.
Social Awareness: Can I accurately identify your emotions and tendencies as I interact with you?
Relationship Management: Can I manage the interaction I have with others constructively and to a positive outcome?
Cited and used with permission from TalentSmart.
To read the entire article, click here and click on "download pdf" for the document.
by Ron Crossland
Encore means ?an additional performance in response to audience demand.? It means performing one final act or series of acts that let those who have admired your work see that your work is worth admiring. It?s often thought of as a command performance.
Some artists (aren?t you one?) simply repeat one of their favorites ? others perform something that was not in the original set. I really prefer the French saying (doesn?t this language just have the best phrases for everything) ?de l?audace, encore de l?audace, et toujours de l?audace,? which means ?audacity, more audacity, and ever more audacity.? An encore of audacity.
Cited and used with permission from The Point Newsletter. To read the entire article in PDF format, click here. To subscribe to The Point Newsletter or read the current issue which includes this article, click here.
What is it that allows some people to adjust to change better than others? The answer is a fairly complex concept involving three components: cognitive flexibility, emotional flexibility, and dispositional flexibility. CCL's research confirms this three-part framework of adaptability (originally developed by Steve Zacarro of George Mason University) and has identified specific behaviors tied to each element.
Used and cited with permission from Center for Creative Leadership. Click here to read the entire article.