Maintaining High Standards Of Personal Behaviour, by: maintaining high standards of personal beliefs; behaving with integrity and fairness; behaving ethically; showing respect and sensitivity for the views of others; ensuring that all relevant people are kept informed of plans, decisions, and progress; pro-actively seeking positive relationships; accepting criticism and feedback positively. The rationale is that the leader must aspire to be a role model for high standards of personal behaviour, be ethical, be honest, be genuine, so that they are ultimately trusted by colleagues and stakeholders. Even if the leader is required to carry out actions that have an unpalatable impact, such as when redundancies are necessary, the aim is to carry out such actions in as honest, open, and sympathetic manner as possible, so that observers, even those most negatively affected, will not be able to accuse the leader of unacceptable personal behaviour.
Establishing Supportive Communication Systems, by: establishing training programmes that develop individual and team communication skills; establishing systems that support collaboration and cooperation between internal and external individuals and groups; implementing information management systems that ensure key information reaches appropriate people in a timely manner; encouraging consultative and participative decision making at all levels. Systems and approaches described here are essential foundation blocks on which positive relationships can be built and developed. Without this underlying framework in place, information will be dissipated and misinterpreted, decisions will be based on inadequate information, and relationships will deteriorate. Promoting Values and Standards, by: consulting with specialists, individuals, teams, and legislative bodies, to identify and establish appropriate values and standards for the organisation; providing guidance on values and standards that is understood at all levels; ensuring that all external partners are made aware of the organisation’s values and standards; implementing policies and procedures that manage, monitor, and improve the quality of values and standards, at all levels; taking prompt and visible action when established values and standards have not been maintained. The objective here is to ensure that all working relationships are built and developed against a background of known values and standards, and that all parties are made aware that the quality of internal and external relationships is an important aspect of the organisation’s approach to these. Gaining The Trust of Colleagues, by: consulting with colleagues in an open and honest manner; keeping colleagues appropriately informed about decisions, plans, actions, and progress; providing colleagues with sufficient personal support; honouring commitments made to colleagues; treating colleagues with respect and with appropriate confidentiality. Leaders should work with colleagues in a way which demonstrates the leader’s commitment to the values and standards of the organisation, and in a manner which demonstrates to colleagues that they have the respect and support of their leader. This is vital in enabling the leader to draw the best performance from colleagues, and for those colleagues to achieve their personal performance targets. Gaining The Trust Of External Stakeholders, by: striving to understand the viewpoint and the objectives of the stakeholder; consulting with stakeholders in an open and honest manner; keeping stakeholders appropriately informed about the organisation’s decisions, plans, actions, and progress; demonstrating personal commitment to agreements and arrangements; honouring commitments made to stakeholders; treating stakeholders with respect and with appropriate confidentiality. The aim here is to behave with stakeholder in an honest, open, and positive manner. For the relationship between the organisation and the stakeholder to be successful, there must be mutual understanding, mutual respect, and a desire to develop a relationship that is beneficial to both parties. This is essential in all external relationships, and particularly critical when the relationship is intended to be long term. Evaluate Relationship Performance, by: laying down clear quality criteria for the assessment of the condition of relationships; establishing monitoring procedures which include scheduled evaluation review points; insisting that evaluation reviews are carried out even though the relationship appears to be healthy; taking appropriate corrective action to address problems; adopting a continuous improvement approach to all internal and external relationships; ensuring that the quality of relationships is high on the quality assurance agenda of the organisation. Regular and thorough assessments of the condition of relationships is vital. Without these evaluations, and appropriate corrective action, many relationships will deteriorate. Some will linger in a poor condition, causing a constant flow of minor difficulties, some will implode and cause major problems. These problems can be avoided by a regular health-check on each set of relationships followed by appropriate action. In Summary: just as the organisation’s leaders must maintain, develop, and continuously improve the quality of its physical resources, its marketing performance, its financial health, and so on, the leaders must also take the same approach to working relationships between themselves and others, and between all other internal and external partners in the organisation. For the organisation to achieve its operational targets and strategic objectives, it is essential that all working relationships are healthy and productive and continuously improving. The leaders of the organisation must ensure that this is the case. You are a leader if someone is following you. This could be as simple as one person watching you and following your example and encouragement, to being a leader in your home, your community, your workplace or even your nation. Leadership can take many forms, but typically it often involves managing people- one of the most difficult of all tasks. It means coordinating and motivating the actions of others to achieve a common goal. A leader has to establish that goal, and gain the willing agreement of others to be governed by and work together towards that goal.
The style of leadership taken by any leader is usually predetermined by the personality and motivational values of that person. They are who they are, as a personality, and that has a strong influence on the way they lead and communicate with others. The study of personality traits has been on going for centuries, and there is a great deal of agreement in the conclusions and findings of personality characteristics. In this article I am going to refer to the different types of personality in color form, adopts the categories applied by Linda Berens and Don Lowry. Every personality type has particular talents and skills that lend themselves to good leadership. Any form of leadership however, is greatly enriched and enhanced if it is able to draw on the strengths and characteristics of the other styles. A leader who has a strong Gold personality type is personally committed and dedicated to the goal. They work hard, and expect their team to do the same. They lead from a place of belief that the work is important, and has to be done right. Gold leaders value tradition- the ways of the past are proven ways, and so do not take well to new ideas unless they are well proven to have potential. Leaders with a strong Blue personality are motivated by their commitment to the people involved, and a strong sense of community. They have a democratic style of management, valuing the input of employees and team workers. Blue leaders tend to see the big picture, and have the ability to inspire others with the vision. The strong Green leadership style also sees the big picture as well as the complexity of detail. Green leaders excel in strategy. They bring intellect, ingenuity and design into the leadership role. They research and analyze facts and concepts, constantly looking for improvements for working smarter rather than harder. Facts and information are all important to the Green leader, and they pay little attention to the value of feelings and relationships. Action is the focus of the Orange leader. Administration and organization exist to make action possible. They are great troubleshooters. The Orange leader leads by example, setting the standard to follow. Orange management style can be quite authoritarian and abrupt as they are impatient with opposition, and expect their directions to be followed. Above all Orange leaders welcome change believing that the old ways can always be improved on. A new project represents, adventure, a challenge and potential fun, all of which the Orange personality thrives on. Every leader has a combination of all four personalities, but one will always be the stronger, more natural way to operate in. A leader’s style may also be a blend of their main strength, combined with their second strongest style. A wise leader will understand the strengths and weaknesses of their personal leadership style and use those team members with different styles to bring balance and greater efficiency in meeting the shared goal. In achieving ourselves to the comprehensible leaders and gain the reputable leadership quality, we should apply basic principles of how good leadership could be.
There are, in general, eleven principles of leadership to help us be, know, and do: 1. Knowing ourselves then seek for self improvement In order to know ourselves, we need to understand our attributes: be, know, and do. Seeking for self improvement means to continually strengthen our attributes. We could get into this principle by accomplishment through self-study, reflection, formal classes and interaction with others. 2. Being technically proficient As a leader, we are supposed to know our duty as well as to have a solid familiarity with our employees and their tasks. 3. Seeking for responsibility and taking responsibility for our actions Search for ways to lead our organization to better levels and heights. And when things are drifted unexpectedly – as they always do sooner or later, do not blame others. Best steps to do are to analyze carefully the situation, to take corrective action, and, when thing go along well again, to move on to the next challenge. 4. Making sound and timely decisions In applying to this principle, we should apply good problem solving, decision making, and planning tools. 5. Setting examples Be a good model for our own employees. In expecting them to follow our style, they must not only hear what they are expected to do, but also see. We must become the change we want to see 6. Knowing our people and looking out for their well-being This principle teaches us to know human nature and the importance of sincere care toward our workers. 7. Keeping our workers up-to-date with information It is important to know how to communicate with not only our workers, but also the other key people and the seniors. 8. Developing a sense of belonging and responsibility in our workers A good step at this principle is by helping to develop good character traits that will help our workers undergo their professional responsibilities. 9. Ensuring that tasks are understood, accomplished and supervised Communication is the key to this responsibility. 10. Training the whole assets as a team Although many leaders their organization, department, section, etc. a team, they are not really teams – they are just a group of people doing their own jobs. 11. Applying the full capabilities of our organization After developing a team spirit, we will be capable of employing our organization, department, section, etc. to its fullest capabilities. |