Instead of feeling overwhelmed, leaders who know that culture influences the conditions that individuals have as to what makes an effective leader should embrace the various aspects of culture as opportunities to educate themselves on the many dimensions of culture and what they mean for leaders in a multicultural environment.
“When leaders assume 'heroic' responsibility for making critical choices, when their reaction to problems is to go it alone, work harder, and do more – with no collaboration or sharing of leadership – their 'heroism' is often their undoing.
How well leaders use purpose to create the vision, mold the mission, and shape the values will serve as a testament to their ability to bring people together for a common cause.It may begin with an explanation of what the organization does, says Baldoni, but it is vital that it be linked to the organizational culture and values.
So unless we get a grip, the prognosis is grim.”
Kellerman says that the leadership industry must make at least four changes:Kellerman lays the foundation with this: “We need to think of leadership as a creative act—for which leaders and followers both are educated, for which leaders and followers both are prepared over a lifetime of learning….There are ways to educate women and men so they learn to be good, smart followers as well as good, smart leaders, and develop as large a capacity for contextual intelligence as for emotional intelligence.” Absolutely.
The real problem, as I contend in my new book , is that we have collectively, quietly, even subconsciously lost sight of what it really means to lead—the essential, fundamental, unshakeable human core of what leadership is, amongst and on behalf of others.
Tackling America’s historical background, she writes, “When the history of a country leaves a legacy that renders its citizens virtually allergic to authority, leadership is more difficult.” The capacity to persuade is more important than the capacity to control.
Her extensive examination considers twenty-four different ways the context in which we lead shapes leadership now—in the United States—in the second decade of the twenty-first century.
In , Sydney Finkelstein discovered that although they may differ in leadership styles, they share a playbook that leads to extraordinary success founded on making other people successful.
But as Joe Badaracco has pointed out, “leadership is a struggle by flawed human beings to make some important human values real and effective in the world as it is.”
It may sound counterintuitive, but considering the benefits illuminated by Stephen Snyder in , we should welcome it as an important element of the leadership process and our own personal development.
Apparently, many people are settling for a job that satisfies their basic needs, yet denies them a motivating answer to two important questions: “How does my personal work connect to my company’s goals, and how can I help us achieve them?” In these cases, leaders have unfortunately failed to fully engage workers in either the development or execution of their company’s mission, goals, and ultimately its journey toward success or failure.
Snyder writes that we should face struggle “head on—not hiding from it or feeling shame—because struggle is the gateway to learning and growth.” It can also help us to discover our purpose and meaning and develop the adaptive energy necessary to sustain our leadership for a lifetime.
Ability to Move through Uncertainty to pursue Opportunities—The skillful weighing of risks and rewards attached to the opportunities available is one of the most important actions that leaders can take on.
I’m more focused on what’s important, and I let things go that aren’t important.”
Instead of allowing our emotions to adversely affect our leadership, it is wise to move away and deal with them in private.
When employees see their leader act with honor, feel included, choose to follow, have access to information they can use, and are supported in their development, they will support their leader’s efforts to try novel approaches and find the best way forward.Trustworthy leaders succeed in the marketplace because their trustworthiness provides them with two key competitive advantages: first, they benefit from the cooperation of employees with each other, across departments, and throughout the organization as a whole; and second they engender a deep, strong commitment among employees to the long-term success of the company, its mission, and its vision as expressed by the leader.