Leadership Series
Part III-What Do We Expect of a Leader?
In previous issues we talked about the many reasons "Why" you
must be concerned ø now ø with developing new leaders. Also,
the question of "Who" should be developing your future
leaders was explored.
This month we would like to explore the characteristics of leadership
and the nature of the good leader. What is so special about those
we choose to follow.
What is Leadership?
Leadership is both the person and the process. A good leader
has a set of skills and capabilities to accomplish the process.
It is essentially the means by which a leader gets people to
follow in a certain direction. In this definition, leadership
has four key elements.
I. Imparting a Vision
First a leader must have the ability to "craft" a
vision of the future for the organization and to communicate
that future in a way that engenders enthusiasm and support.
An effective leader is one who actually gets people to follow
along in a direction by creating the vision, the motivation,
the excitement, the enthusiasm for moving in that direction.
Involving followers in the vision, in the strategic point of
view, is a wonderful strategy, because when you give people an
opportunity to participate in decisions and share their points
of view, they feel valued. They feel they have a stake in the
business, and are more likely to show commitment and enthusiasm
for the success of the organization.
II. Harnessing People-Power
Second is the ability to harness the kind of people-power necessary
to achieve that vision. To be able to identify and attract very
capable, reliable people, who share the vision and develop a
sense of loyaltyÉ people who can work together as a team to accomplish
that vision
Leaders aren't leaders unless they have followers. And the followers
actually give the leader authority over them. The leader's charisma
and personal magnetism engenders loyalty and draws people out.
The followers are persuaded by both the vision and the person
to pull together for the overall good.
It is a dynamic between the individuals that lead, and the people
in organizations, or communities, or societies, who are asked
to follow.
III. Building the Organization
The third ability of a successful leader is to build an organization
with the structure, systems and processes that can accomplish
the tasks required to fulfill the vision. Creating a structure
for the organization, with the proper levels of responsibility
and accountability, will help assure people can do their part
to perpetuate its success. This also includes making sure the
resources necessary to accomplish the vision are in place, or
acquired to be put in place.
IV. The Leader is a Role Model
A fourth key element in leadership ø which is often overlooked ø is
the ability to impart a sense of norms, values and ethics that
support the people, the structure and the processes.
An ethical corporate culture ø starting at the very top ø is
important to the ongoing well being of the organization. A positive
leader demonstrates the integrity and morality to create an ethical
climate thoughout the organization.
Knowledge Transfer to Leaders of the Future
Capturing and sharing the knowledge and vision of your organization's
successful leaders ø from the top ø can make an important difference
in future performance. When your leaders make knowledge
transfer a priority, the effect on the organization
is phenomenal! Many senior leaders recognize it is the most important
part of their job ... and their legacy. Leader-Led Leadership
Development¨, Quest's patented approach to knowledge transfer,
can help you perpetuate your success and avoid the upcoming leadership
void.
In future issues we will discuss further insights, tools and
resources that can help you address your leadership development
needs and unleash the leadership talent in your organization.
Email us at info@questcorp.com.
Or call 1-800-481-2914.
Part I and Part II of the Leadership Series
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