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Leadership Impact
"There are an unlimited number of leadership conversations on every Leadership platform. There are few asking the question of leaders, "What do they believe their IMPACT is on their organization; its people; its customer/clients; its systems; the present culture of their organization; the future direction of the organization.
This is not a defensive query, but one that authentic leaders might take a pause and ask themselves about their IMPACT on all that they either come in CONTACT with or INFLUENCE in both the short and long term.
What are the top 3 areas authentic leaders impact and influence?" |
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Can a Sports Team Leader Become a Business Leader?
"In a world where, everyday, there are constant calls for more effective leaders, better leadership or even leadership, one cannot help but lament on the fact that we have so many great sports team leaders and captains, then why can't they be as good in business.
In other words, can a successful sports team leader become a successful business leader? By 'successful sports team leader', I am talking about a team captain/leader. Has it been done before? If so, by who?" |
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Leadership is a Lifestyle and not Just a Work-style...
"Far too often I find myself hitting a brick wall when I meet people that believe that you can put on Harry Potters magic cloak when you come into the office and suddenly become a leader.
Leadership begins at home and grows into the workplace." |
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Leadership and Trust: the Trustworthy Leader
"A thought worth sharing with you all: Amy Lyman, author of ‘The Trustworthy Leader writes:
Trustworthy leaders…understand the complexity of bringing together a group of human beings to pursue extraordinary accomplishments. They are masters at guiding, directing, encouraging, and challenging people to contribute their best, in part because they ask the same of themselves. Trustworthy leaders know that their relationships with others throughout the organization are key to their success—however success is measured.
To me, however, a leader by definition must be trustworthy!" |
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Leading a Family Business
"How can a leader serve in a family business and still be effective when all he decides is hard to surface since there is a strong tendency to protect each other (that is the family members) and the leader is considered an outsider.
How in this situation can you serve and still be effective? What approach do you recommend?" |
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A Leader is Someone Who Has Followers...
"A key issue that is sometimes overlooked is that a leader is a leader when, and only when (s)he has followers. These followers will follow the leader if:
1. The followers think that the leader wants there well-being (compare servant leadership);
2. The followers think that the leader is capable;
3. The leader communicates a strategic vision as something that it is worth to pursue (as in: "We are building a new country" or "You can be too first new world citizen" rather then "We need to increase productivity by 17% or the quality of your products by 20% to reach an international cost and quality level"." |
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Effective versus Strong Leadership
"At the heart of every successful organisation or group is the driving force of effective leadership. "Everything rises and falls on leadership" (Maxwell, The 21 Indispensable Qualities of a Leader, 1993). Weak leadership can wreck the soundest strategy and even an organisation itself.
A strong leader is one who approaches leadership with an attitude that assumes responsibility for group or organisational outcomes. This sense of responsibility ought to translate into positive leader behaviours that leverage the potential of the most essential asset of an organisation - people.
The effective leader understands and demonstrates that there is no one way that is the best way to influence people. And being aware of his responsibility he is willing to adapt to derive positive results for the group members, the organisation at large, and himself." |
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Leadership Styles in Schools
"What leadership styles are required to be exhibited by educational leaders such as deans, heads of schools and principals of high schools?" |
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Machiavellian Management Style
"While I was reading a book on Machiavellianism with unusual interest, my 13-year old daughter asked what is this all about. Usually I like such questions and I encourage them to ask such questions. My son also joined his sister...
To maintain the brevity, I decided to spend some time to recollect what I just read. The essence was: “leaders can accomplish their goals only by being tough, manipulative, dictatorial, or paternalistic as the situation requires…” “never make your intentions clear when you communicate…” “ consider everybody as potential rivals and never believe…“
I realized the mistake I was going to make if I told the true content with full ownership. So I decided to take an advance bail this book I am not reading for practicing. I am just reading it for understanding the perception of the author and others who would read this...
Is the Machiavellian approach sustainable?" |
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Leadership Definition
"Leadership has been described as "The process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task."
Definitions more inclusive of followers have also emerged:
Alan Keith stated that, "Leadership is ultimately about creating a way for people to contribute to making something extraordinary happen..
Tom Demarco says that leadership needs to be distinguished from posturing." |
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Why Should one be a Leader?
"After studying some of the threads I somewhat miss the discussion "Why are we leaders?" Ownership leaders are of course obvious. Is it the role as manager or is it the own personal development that is the driving factor for entering the leader role, or is it something else? Does the reason has anything to do with the results?" |
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Attributes of a Personal / Executive Assistant
"I'm interested to learn from members that serve on either executive committees or boards of global companies: what are the common attributes you look for when planning to employ a Personal Assistant? (not a secretary).
Which 3 are a must and why? Do you personally brief the recruiter or the head of HR? Why?" |
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Leadership Perceptions and Competency
"In addition to leadership perception we also need to look closely at available leadership competency. The available depth and breath of executive competency will determine the height of the 'barrier of complexity' that needs to be routinely scaled by the company and staff in order that a change management programme and strategy implementation may reach a satisfactory conclusion as well as dictating the pace at which of the processes can be implemented." |
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Identifying Leadership Competencies
"Do you have any organisation which trains assistant managers / managers / senior managers / assistant vice presidents on some identified leadership competencies. If yes, how is it that you are doing it and what competencies are you training them on. Also, how have you identified these leadership competencies?
The question stems from the fact that we are trying to do the same in our organisation." |
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Leadership and Silent Individuals
"Some authors say that leadership is born not created,
Some say it can be created through practice and applying certain principles.
But as per my research it is really difficult to learn it by controlling all our emotional feelings and developing good communication skills when you do not like to talk much or if you are a silent person. Is there any way in such cases?" |
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You can Lead Without the Title
"Well, the subject title is not exactly mine, but from Robin Sharma, who is a well know leadership person.
What I like about this subject is that to achieve anything in life one has to perform like a leader. The title should not matter to perform any task, no matter what's one's title is, and without a title everyone can be a leader and perform like leaders do.
It's the care you show to your work and profession that makes you the real leader." |
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Establishing Self-Leadership in Organizations
"A culture of self-leadership in the organization leads to less dependency and promotes responsible, active, motivated and creative employees who help to achieve efficiency and effectiveness.
How can self-leadership best be encouraged within organizations?" |
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Management Theory of Rosabeth Moss Kanter
"I am currently doing a Level 5 management course and we are looking at theories but I have to look at Kanter but cant find details of her theory. Can you help by sending me some information please?
Regards, Julie" |
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Are Leaders Born or Made?
"Hello everybody, what is your opinion: is leadership a god-given gift which comes naturally with birth, or can it be gathered and learned after some age?
In other words, is leadership development a matter of Nature or Nurture?" |
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3 Levels of Leadership
"Always keep in mind that organizational leadership has to be taken as executing capabilities at three levels:
- individual capabilities;
- group capabilities;
- organizational capabilities.
These capabilities are different and only the synergy between them is giving the excellence of true leadership." |
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What is Triadic Leadership? Harnessing Knowledge, Trust and Power.
"Effective leaders harness three forces: knowledge, trust and power.
The first force in the triad of leadership is knowledge. Effective leaders know or can find out what should be done. In other words,they have vision, and they know wow to fulfill that vision.
The second force in the triad is trust. People trust effective triadic leaders, giving them loyalty and commitment. Triadic leaders earn trust by disclosing relevant information, sharing influence, and competently using knowledge. They earn trust by fairness in their dealings with others-fulfilling the spirit of their agreements, sharing rewards and hard times and not abusing their power.
The third force is power. Effective triadic leaders use their power appropriately. They know when and how to delegate. They know how to review and evaluate constructively. They know how to be consultants, providing guidance rather than issuing commands." |
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Attributes of Leaders | Leadership Attributes
"I'd like to give some basic attributes on leadership that run on all fields of corporates. In my view, attributes of high quality leadership are:
A. Forming and inspiring a shared vision
inspiring people to achieve more
B. Open to learning with mental resilience
C. Mental and emotional strengths
energizing the people
D. Guiding as a vital skill." |
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New Management Position? Avoid Quick Win Traps
"Of course, realizing quick wins is important when you're in a new management job. By doing so you reassure your boss that he made the right promotion / hiring decision, you convince your employees that they can have confidence in you, and you show to your colleagues that an equal has joined their ranks.
But Mark van Buren and Todd Safferstone have found through a large-scale survey that there are 5 frequent traps on the way to a quick win, leading to what they call a "quick-win paradox":
1. Focus too heavily on the details
2. React negatively to criticism
3. Intimidate others
4. Jump to hasty conclusions
5. Micromanage direct reports
In general van Buren and Safferstone recommend to shift your focus from creating individual quick wins to creating collective quick wins. This advise makes sense being a manager. After all your primary job is to make your people successful. Source: The Quick Wins Paradox, HBR Jan 2009, p. 54-61." |
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Unlearning and Leadership
"Unlearning is more important than learning for modern leaders. Leaders can have no appreciation of understanding the situations of the 21st century without full control on unlearning. Unlearning has to be made integral part of decision making for leaders.
Most people have grown in the last few decades through suitable education, good opportunities, hard work and acquiring wisdom. The decisions have to be made from mind and logic rather than heart. And that is the core of the information age.
In spite of learning, changing places, new professions, astronomical growth, etc individuals will be able to manage their present, and plan their future, through systematic unlearning only." |
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Management and Leadership
"Warren Bennis, the leadership guru has differentiated leadership from management with two simple acronyms:
1. The management acronym POEM means: ‘Plan, Organise, Execute and Monitor and Measure’. This is quite different from
2. The leadership acronym MAST, which means: ‘Meaning, Attention, Self and Trust’:
- Management of Meaning (what does this mean for us / our company?)
- Management of Attention (if this is important, then we’d better focus on the following activities, and importantly STOP these activities).
- Management of Self is fairly obvious although I’ve seen many leaders transgress this simple principle by contravening their own espoused principles.
- Management of Trust is another key leadership element: True leadership will require a special brand of honesty if trust is to be built – this honesty tempers hype with business sense, and filters everything through the organisation’s strategic intent." |
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Leadership And Ownership
"Our research (my co-researcher R. Chandrashekar and myself) shows that Leadership without Ownership does not exist.
We used to debate as to whether "Leadership is a myth or not". Myth generates false hopes and hope is HOPE, whether false or genuine.
We arrived at the notion of "ownership". When we extend our sense of ownership to our organisation, our reflexes include the organisation's well being - a sense of total belonging. People working with me, their well being becomes my well being. The moment the sense of ownership is infused in a relationship, the reflexes take over. You cease to think and debate. You start to feel and react. Thinking cannot produce spontaneous reaction. There is always latency in thinking. But feeling is spontaneous. It delivers the reaction 100% without transmission loss. But it should originate from a center of purity without selfish motives and there lies the essence of leadership." |
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Leadership is context specific
"Leadership is context specific. There is no such thing as 'global leadership'. Experience of leaders in different fields has proven this. It is about clarity of purpose in a given context (business, organization building) and achieving the goal, fully involving the team in the process. Study of different leaders & leadership styles will help in gaining insight as to how goals have been achieved and what style has helped, but individuals can innovate styles and still succeed." |
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The Glass Ceiling: Leadership Barries for Women
"According to a study by catalyst.org, gender stereotyping is one of the key barriers to women’s advancement in corporate leadership. It leaves women with limited, conflicting, and often unfavorable options no matter how they choose to lead.
The 2006 Catalyst Census shows that, even though women make up over 50% of the management, professional, and related occupations, only 15.6% of Fortune 500 corporate officers and 14.6% of Fortune 500 board directors are women.
They are either considered too soft or too tough, they face higher standards than male leaders and are rewarded with less, and when women exhibit traditionally valued leadership behaviors such as assertiveness, they tend to be seen as competent but not personable or well-liked.
Those who do adopt a more stereotypically feminine style are liked, but are not seen as having valued leadership skills." |
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The Incomplete Leader
"I noticed a new perspective on leadership methods in HBR Feb 07 by Deborah Ancona c.s. She argues no human being is perfect and no leader can be perfect. So maybe its for the best to stop trying to be a perfect leader. Leaders should find others who can offset their limitations and complement their strenghts. A framework of distributed leadership is provided. This leadership model mentions 4 important capabilities: sensemaking, relating, visioning and inventing. Do you agree we should stop expecting so much of leaders in organizations?" |
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Leadership Community of Interest
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Leadership Education & Events
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