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On Leadership
What is leadership?Its qualities are difficult to define. But they are not so difficult to identify.
Leaders don "t force other people to go along with them. They bring them along. Leaders get commitment from others by giving it
themselves, by building an environment that encourages creativity, and by operating with honesty and fairness.
Good leaders aren" t"lone rangers. "They recognize that an organization" s strategies for success require the combined talents
and efforts of many people. Leadership is the catalyst for transforming those talents into results.
Successful leaders are emotionally and intellectually oriented to the future--not wedded to the past. They have a hunger to take
responsibility, to innovate, andto initiate. They are not content with merely taking care of what" s already there. They want to move
forward to create something new. Leaders provide answers as well as direction, offer strength as well as dedication, and speak from
experience as well as understanding of the problems they face and the peopie they work with.
Leaders are flexible rather than dogmatic. They believe in unity rather than yielding. And they strive to achieve agreements out of
conflict.
Leadership is all about getting people consistently to give their best, helping them to grow to their fullest potential, and motivating
them to work toward a common good. Leaders make the right things happen when they"re supposed to.
A good leader, an effective leader, is one who has respect. Respect is something you have to have in order to get.A leader who
has respect for other people at all levels of an organization, for the work they do, and for their abilities, desires and needs, will find that
respect is returned. And all concerned will be motivated to work together.
论领导
什么是领导?领导应具备什么品质很难下定义，但这些品质却不难辨认。
领导不强迫他人追随自己，而是带领他们前进。领导通过自己承担义务从而要求他人承担义务。此外，他还营造一个鼓励创新的环境，并诚实公正地对待他人。
好的领导不是“孤胆骑警”。他们认识到一个组织的策略的成功是许多人的智慧和努力的结晶。领导才能是把智慧转化成成果的催化剂。
成功的领导者，从情感和理智上都着眼于未来而不是过去。他们渴望承担责任、创新和开拓，他们不满足于仅仅保持现状，他们要前进，要创新。
领导人给予指导和解答，拥有力量和献身精神，他们从经验及对所面对的问题的理解和对合作者的了解来说话。 领导处事灵活，不因循守旧。他们相信统一而不是顺从。他们力图在冲突中达成共识。
领导艺术是推动人们尽显其能，帮助他们充分发挥他们的潜能，使他们朝着一个共同的目标而奋斗。领导者在需要的时候能做出正确的决断。
一个好领导，一个奉有成效的领导是尊重他人的人。要得到他人的尊重必须先尊重他人。一个尊重各级员工，尊重他们的工作、能力、愿望与需要的领导会得到他人的尊重。所有这些都会激励大家共同努力。
豆豆staR-
Leadership is a complex process and we have serious reservations over the extent to which a set of standards, qualities or competencies can ever fully capture the nature of what makes some leaders/organisations successful and others unsuccessful.
Interest in leadership increased during the early part of the twentieth century. Early leadership theories focused on what qualities distinguished between leaders and followers, while subsequent theories looked at other variables such as situational factors and skill level.
Leadership has a formal aspect (as in most political or business leadership) or an informal one (as in most friendships). Speaking of "leadership" (the abstract term) rather than of "leading" (the action) usually it implies that the entities doing the leading have some "leadership skills" .
Types of leadership styles
The bureaucratic leader (Weber, 1905)[1] is very structured and follows the procedures as they have been established. This type of leadership has no space to explore new ways to solve problems and is usually slow paced to ensure adherence to the ladders stated by the company. Leaders ensure that all the steps have been followed prior to sending it to the next level of authority. Universities, hospitals, banks and government usually require this type of leader in their organizations to ensure quality, increase security and decrease corruption. Leaders that try to speed up the process will experience frustration and anxiety.
The charismatic leader (Weber, 1905)[1] leads by infusing energy and eagerness into their team members. This type of leader has to be committed to the organization for the long run. If the success of the division or project is attributed to the leader and not the team, charismatic leaders may become a risk for the company by deciding to resign for advanced opportunities. It takes the company time and hard work to gain the employees" confidence back with other type of leadership after they have committed themselves to the magnetism of a charismatic leader.
The autocratic leader (Lewin, Lippitt, & White, 1939)[2] is given the power to make decisions alone, having total authority. This leadership style is good for employees that need close supervision to perform certain tasks. Creative employees and team players resent this type of leadership, since they are unable to enhance processes or decision making, resulting in job dissatisfaction.
The democratic leader (Lewin, Lippitt, & White, 1939)[2] listens to the team"s ideas and studies them, but will make the final decision. Team players contribute to the final decision thus increasing employee satisfaction and ownership, feeling their input was considered when the final decision was taken. When changes arises, this type of leadership helps the team assimilate the changes better and more rapidly than other styles, knowing they were consulted and contributed to the decision making process, minimizing resistance and intolerance. A shortcoming of this leadership style is that it has difficulty when decisions are needed in a short period of time or at the moment.
The laissez-faire ("let do") leader (Lewin, Lippitt, & White, 1939)[2] gives no continuous feedback or supervision because the employees are highly experienced and need little supervision to obtain the expected outcome. On the other hand, this type of style is also associated with leaders that don"t lead at all, failing in supervising team members, resulting in lack of control and higher costs, bad service or failure to meet deadlines.
The people-oriented leader (Fiedler, 1967)[3] is the one who, in order to comply with effectiveness and efficiency, supports, trains and develops his personnel, increasing job satisfaction and genuine interest to do a good job.
The task-oriented leader (Fiedler, 1967)[3] focuses on the job, and concentrates on the specific tasks assigned to each employee to reach goal accomplishment. This leadership style suffers the same motivation issues as autocratic leadership, showing no involvement in the teams needs. It requires close supervision and control to achieve expected results. Another name for this is deal maker (Rowley & Roevens, 1999)[4] and is linked to a first phase in managing Change, enhance, according to the Organize with Chaos approach.
The servant leader (Greenleaf, 1977)[5] facilitates goal accomplishment by giving its team members what they need in order to be productive. This leader is an instrument employees use to reach the goal rather than an commanding voice that moves to change. This leadership style, in a manner similar to democratic leadership, tends to achieve the results in a slower time frame than other styles, although employee engagement is higher.
The transaction leader (Burns, 1978)[6] is given power to perform certain tasks and reward or punish for the team"s performance. It gives the opportunity to the manager to lead the group and the group agrees to follow his lead to accomplish a predetermined goal in exchange for something else. Power is given to the leader to evaluate, correct and train subordinates when productivity is not up to the desired level and reward effectiveness when expected outcome is reached.
The transformation leader (Burns, 1978)[6] motivates its team to be effective and efficient. Communication is the base for goal achievement focusing the group in the final desired outcome or goal attainment. This leader is highly visible and uses chain of command to get the job done. Transformational leaders focus on the big picture, needing to be surrounded by people who take care of the details. The leader is always looking for ideas that move the organization to reach the company"s vision.
The environment leader ( Carmazzi, 2005)[7] is the one who nurtures group or organizational environment to affect the emotional and psychological perception of an individual"s place in that group or organization. An understanding and application of group psychology and dynamics is essential for this style to be effective. The leader uses organizational culture to inspire individuals and develop leaders at all levels. This leadership style relies on creating an education matrix where groups interactively learn the fundamental psychology of group dynamics and culture from each other. The leader uses this psychology, and complementary language, to influence direction through the members of the inspired group to do what is required for the benefit of all.
When we talk about leadership we have to talk about Teamwork,open communication and leadership behaviour and values as well.
Let"s see what is Teamwork:
Teamwork is the concept of people working together cooperatively as a team in order to accomplish the same goals/objectives.
A general dictionary defines teamwork as a "Cooperative or coordinated effort on the part of a group (sociology) of persons acting together as a team or in the interests of a common cause, unison for a higher cause, people working together for a selfless purpose, and so on."
Teamwork was first applied to the art of coconut gathering when the monkeys from the forest of Peru would climb on each other to reach the top of the tree. Therefore reaching the coconuts. It was applied first in AD 1400.
Applied to workplaces teamwork is a method that aligns employee mindsets in a cooperative and usually selfless manner, towards a specific business purpose. Today there is no business or organization that does not talk about the need and value of teamwork in the workplace. While the concept of teamwork and its benefits are well known and talked about, it is very rare to see it being practiced truly in reality. And you may have often noticed what appears outwardly as teamwork is not really teamwork internally. Some things cannot be accomplished by people working individually. Larger, more ambitious goals usually require that people work together with other people. Because of this, teamwork is a desired goal of many businesses and organizations today. Projects often require that people work together in order to accomplish a common goal. Although critics often argue that in the corporate world teamwork has become an empty buzzword, or a form of corporate-speak. Effective collaborative skills (knowledge) are necessary to work well in a team environment. As businesses and organizations become larger or more sophisticated. Many employers attempt to enhance their employees" collaborative efforts through training, cross-training, and workshops in order to help people effectively work together in a cohesive group and accomplish shared goals.
Human beings are fiercely independent animals and we will always have our own opinions and independent methods of doing something. This is the way our minds are hardwired by nature. Except for a very small percentage of us, sharing and collaboration with others is not exactly programmed inside each and every one of us. This is because each person is mainly concerned about his or her rewards, appreciation, need for power over others, and so on. But teamwork is a different ballgame that aligns mindsets in a cooperative, and usually selfless manner towards a specific business purpose. And it involves sacrifices, sharing of rewards, sharing the blame and punishments, true uniformity, suppression of personal opinions, etc., which is not very palatable to many. It is always, "What is in it for me" rather than "What is in it for us.
In order for teamwork to succeed one must be a teamplayer. A Teamplayer is one who subordinates personal aspirations and works in a coordinated effort with other members of a group, or team, in striving for a common goal. Businesses and other organizations often go to the effort of coordinating team building events in an attempt to get people to work as a team rather than as individuals.
A 2003 national representative survey, HOW-FAIR [1], revealed that Americans think that "being a team player" was the most important factor in getting ahead in the workplace. This was ranked higher than several factors, including "merit and performance", "leadership skills", "intelligence", "making money for the organization" and "long hours".
“The old structures are being reformed. As organizations seek to become more flexible in the face of rapid environmental change and more responsive to the needs of customers, they are experimenting with new, team-based structures” (Jackson & Ruderman, 1996).
With good leadership we also need leadership in a certain high level. But what is leadership and how does it work?
The behaviour associated with the exercise of authority. Effective leadership behaviour is characterized by the ability of the leader to influence the activities of a group, by initiating structures (such as goal setting), which enable the group to successfully overcome mutual problems and to achieve their group goals. The leadership behaviour exhibited by leaders may or may not reflect their personalities.
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