To make significant gains in the quality of your thinking you will have to engage in a kind of work that most humans find unpleasant, if not painful — intellectual work. Yet once this thinking is done and we move our thinking to a higher level of quality, it is not hard to keep it at that level. Still, there is the price you have to pay to step up to the next level. One doesn’t become a skillful critic of thinking over night, any more than one becomes a skillful basketball player or musician over night. To become better at thinking, you must be willing to put the work into thinking that skilled improvement always requires.
In his book Leadership and the Culture of Trust, Gilbert W. Fairholm wrote: "In reality, leadership is an expression of collective, community action. Leadership is something that happens as a result of leader and stakeholder collaborative action. Leadership is not a starring role. True leadership describes unified action of leaders and followers (stakeholders) working together to jointly achieve mutual goals. It is collaborative."2 Collaboration is what happens in any organization or community. How well it is done—that is, how well the leader shapes the organization or the community to meet ever-changing needs—often dictates the outcomes.
Bennis uses the example of television writer/producer Norman Lear, who revolutionized American television by making shows such as All in the Family and Cagney and Lacey.
Such teachers recognize that students' school experiences depend not only on Teacher leaders serve in two fundamental types of roles: formal and informal.
Numerous articles and books have been written discussing and defining the role of a leader and what one should do in order to become an effective leader.
The attached papar is my two cents worth on emotional intelligence and leadership. I am working on my Masters of Arts in Management and it seemed like a good topic for a research paper for my first semester. I came across your web site during the research and decided to send the paper as you requested.
Consider the example of Warren Buffett -- CEO of Berkshire Hathaway (and generally considered one of the most trusted leaders in the world) -- who completed a major acquisition of McLane Distribution (a $23 billion company) from Wal-Mart.
"Employees don't respect phonies and being respected by your employees is something a leader can never lose. If he does watch productivity and quality plummet," says Brush.
Part of being consistent and honorable is managing by the age-old adage, lead by example. Your workers will emulate what you do and put out there for others to emulate. Being a consistent and honest leader lets those who work for you and around you know what to expect in any given situation. This in turn gives them a baseline for better decision making when you aren't around.
"If a leader is micro-managing they will fail because it is impossible to focus on the bigger picture and to micro-manage at the same time. You are either in the weeds of detail or you are managing a department. Also if you have an employee that needs to be micro-managed you should be contemplating how your success can be limited by this, "says Brush.
It's no secret that there are many in IT who chose their profession because they like working with machines and code better than they like working with people. Unfortunately, this mindset won't fly if you want to be a better leader. That's not to say introverts can't be great leaders, but it often means doing things that go against their natural tendencies. "One of the biggest challenges is that in a world where 75% of people are extroverts there is a tendency to view a quiet, introspective introvert as unsuitable to leadership. This is a wrongheaded conclusion, but it does not take away from the reality of there being a bias against selecting an introvert for a leadership position," says Brush.
If a person in a leadership position views his or her role as "just a job," it's going to show. To be an effective leader, you need to have the right motivation. Is it the money or the prestige you care about, or do you sincerely want to inspire people to do their best? St. Marie advised leaders to really ask themselves why they want to lead.
As Stephen R. Covey once said, "Most people do not listen with the intent to understand; they listen with the intent to reply." Most of us have dealt with colleagues or managers who don't hear a word they have heard or may think they know it all. For anyone in business, feeling like your voice isn't being heard is a motivational killer. Here's what our experts had to say on how a manager can learn to become a better listener.
He wrote On Becoming a Leader when American economic leadership was being seriously challenged - we forget now, but in the late 1980s, it did seem for a while that Japan was surpassing the US in production, wealth and innovation.