To inspire your workers into higher levels of teamwork, there are certain things you must Be, Know, and, Do. These do not come naturally, but are acquired through continual work and study. Good leaders are continually working and studying to improve their leadership skills; they are NOT resting on their laurels. Anyone can be a good leader. Like everything else, it takes is commitment, knowledge, and practice.
You've probably had all kinds of managers in your career. Some were marginal and others had outstanding leadership skills and abilities. What are some of the characteristics of the better leaders you've worked with? Do you think you could lead like them?When you look at successful supervisors, managers, or directors, you only see them in their current role. Unless you've known them for a long time, you don't know how hard or long they've worked to build their leadership skills. Some people learn how to be good leaders through trial and error. Others gain their leadership skills through books, coursework, and working with mentors.
You might think that you're too shy or not educated enough to be a leader. But that's what leadership development is all about - helping people move beyond what stops them to become better leaders.
Before we get started, let’s define about leadership. Because some people think they know about leadership and can’t differ which is a leader skill and being bossy.
Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent. Leaders carry out this process by applying their leadership attributes, such as beliefs, values, ethics, character, knowledge, and skills. Although your position as a manager, supervisor, lead, 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. Leadership differs in that it makes the followers want to achieve high goals, rather than simply bossing people around.
When a person is deciding if she respects you as a leader, she does not think about your attributes, rather, she observes what you do so that she can know who you really are. She uses this observation to tell if you are an honorable and trusted leader or a self-serving person who misuses authority to look good and get promoted. Self-serving leaders are not as effective because their employees only obey them, not follow them. They succeed in many areas because they present a good image to their seniors at the expense of their workers.
Here some reference from few sources to someone with ego’s talking about being a good leadership to us. We will appreciate if that people can teach, show and lead us how to be a good leader instead of insinuation and intemperated to employee. You in are high rank in admin organization shall know how to manage or deal with you staff. And one more thing, please down look down other people because we don’t know how intelligent there are.
The basis of good leadership is honorable character and selfless service to your organization. In your employees' eyes, your leadership is everything you do that effects the organization's objectives and their well-being. Respected leaders concentrate on what they are be (such as beliefs and character), what they know (such as job, tasks, and human nature), and what they do (such as implementing, motivating, and providing direction).
So in a nutshell -- you must be trustworthy and you have to be able to communicate a vision of where the organization needs to go. If you are a leader who can be trusted, then those around you will grow to respect you.
BE a professional. Examples: Be loyal to the organization, perform selfless service, and take personal responsibility.
BE a professional who possess good character traits. Examples: Honesty, competence, candor, commitment, integrity, courage, straightforwardness, imagination.
KNOW the four factors of leadership - follower, leader, communication, situation.
KNOW yourself. Examples: strengths and weakness of your character, knowledge, and skills
KNOW human nature. Examples: Human needs, emotions, and how people respond to stress.
KNOW your job. Examples: be proficient and be able to train others in their tasks. KNOW your organization. Examples: where to go for help, its climate and culture, who the unofficial leaders are
DO provide direction. Examples: goal setting, problem solving, decision making, planning
DO implement. Examples: communicating, coordinating, supervising, evaluating.
DO motivate. Examples: develop morale and esprit de corps in the organization, train, coach, counsel
People who get this rating are very much task oriented and are hard on their workers (autocratic). There is little or no allowance for cooperation or collaboration. Heavily task oriented people display these characteristics: they are very strong on schedules; they expect people to do what they are told without question or debate; when something goes wrong they tend to focus on who is to blame rather than concentrate on exactly what is wrong and how to prevent it; they are intolerant of what they see as dissent (it may just be someone's creativity), so it is difficult for their subordinates to contribute or develop.
This type of person leads by positive example and endeavors to foster a team environment in which all team members can reach their highest potential, both as team members and as people. They encourage the team to reach team goals as effectively as possible, while also working tirelessly to strengthen the bonds among the various members. They normally form and lead some of the most productive teams.
Country Club Leader
This person uses predominantly reward power to maintain discipline and to encourage the team to accomplish its goals. Conversely, they are almost incapable of employing the more punitive coercive and legitimate powers. This inability results from fear that using such powers could jeopardize relationships with the other team members.
A leader who uses a "delegate and disappear" management style. Since they are not committed to either task accomplishment or maintenance; they essentially allow their team to do whatever it wishes and prefer to detach themselves from the team process by allowing the team to suffer from a series of power struggles.
Certain situations might call for one of the other three to be used at times. For example, by playing the Impoverished Leader, you allow your team to gain self-reliance. Be an Authoritarian Leader to instill a sense of discipline in an unmotivated worker. By carefully studying the situation and the forces affecting it, you will know at what points you need to be in order to achieve the desired result.
- Challenge the process - First, find a process that you believe needs to be improved the most.
- Inspire a shared vision - Next, share your vision in words that can be understood by your followers.
- Enable others to act - Give them the tools and methods to solve the problem
- Model the way - When the process gets tough, get your hands dirty. A boss tells others what to do, a leader shows that it can be done
- Encourage the heart - Share the glory with your followers' hearts, while keeping the pains within your own.
Lastly, even Im not a leader in company organization but Im still a role model to my family. everyday trying to be better, learn from other people experiences and study on it. Take care to people around me will make me exist. even hard but I will move on to be a better person In My Life..
Bass, Bernard (1989). Stogdill's Handbook of Leadership: A Survey of Theory and Research. New York: Free Press
Bass, Bernard (1990). From transactional to transformational leadership: learning to share the vision. Organizational Dynamics, Vol. 18, Issue 3, Winter, 1990, 19-31.
Blake, Robert R. and Mouton, Janse S. (1985). The Managerial Grid III: The Key to Leadership Excellence. Houston: Gulf Publishing Co.
Bolman, L. and Deal, T. (1991). Reframing Organizations. San Francisco: Jossey-Bass
Kouzes, James M. & Posner, Barry Z. (1987). The Leadership Challenge. San Francisco: Jossey-Bass.
Lamb, L. F., McKee, K. B. (2004). Applied Public Relations: Cases in Stakeholder Management. Mahwah, New Jersey: Lawrence Erlbaum Associates. Routledge U.S. Army Handbook (1973). Military Leadership.