Here’s a few things that spring to mind:
- They lead by example. That example serves to both set a standard of acceptable conduct, inspire others to both lift their game and emulate that behavior.
One could say the principle is caught as opposed to being taught! Culture flows from the top down, who we are and how we conduct ourselves impacts and influences those around us.
They view each and every member of the team as a vital part in the organization. Value is not determined by position alone. Positions relate to specific roles within the organization, while they may differ, the basic value attached to each and every individual remains the same.
Using fear as a rod to motivate people, is both a negative principle and a practice that ultimately leeches the vitality of your staff.
It separates people, curtails creativity and stifles innovation.
Far better to give people a positive reason to perform and continue to do so.
Positivity creates the energy required to maintain a high level of productivity. Remuneration and perks must and should equal results.
We pay people what they’re worth not what the market says they’re worth.
They invest in the team. An investment in the team always equals an investment in the business. The team are and will always be your greatest asset, after all they’re responsible to execute your vision and enable the entity to grow.
Skills and experience alone aren’t the only critical elements in defining an individual or teams potential.
Work environment and conditions, structure and work flow, available resource and support also play a vital role. Great leaders empower those around them to succeed.
The quality of the tools we provide have a direct bearing on the productivity and success of those within the organization.
Great leaders know how to get the best out of people. They understand the basic principle underlying the process that states that leaders need people and people need leaders.
It’s a partnership that must be based around mutual respect and trust.
People aren’t expendable commodities and to treat them as such is not only to diminish them but yourself as well.
Maximizing an individual’s potential takes time. Great leaders take the people with them. Treating people as little more than expendable commodities sets up a revolving door within the business that sees people come and go on a regular basis.
An absence of long-term placement within the organization limits both the expertise and mentoring that can be leveraged over time.
Treating others in a way that we ourselves would like to be treated should be both obvious and fundamental to all we do.
Leadership is all about service, it’s a privilege not a right. How we view the platform ultimately affects how we both see the people and treat them.
2. Knowledge, communication, inclusiveness, the ability to function at the operational level (delegate responsibility) while also keeping in mind the larger picture (vision). the ability to instill organizational values/culture to subordinates… the ability to build loyalty in subordinates to the organization. Knowledge of a given field is essential for respect, style of communication is an acknowledged foundational aspect of leadership, as many studies have shown that leaders communicate with a particular style. Inclusiveness means the ability to make subordinates feel they matter, that their contribution means something, and that too, is accomplished by focusing on positive aspects of people’s suggestion. The ability to criticize in a constructive fashion is essential. Body language is essential. Entire books and libraries have been written on the subject, so it’s difficult to give an answer in one paragraph. Finally, I would emphasize that the very definition of good leadership is culturally and organizationally contextual – Japanese, Chinese, Russians, and Americans have cultural norms that influence the definition of leadership, and leadership is differently construed in the military and an advertising agency. In essence, it is impossible to give a single definition of what constitutes good leadership. Context is essential.
- The definition of leadership listed;
1. Personal Responsibility.
“You lead today by building teams, encouraging accurate conversations and placing others first. It’s not about you.”
2. Simplify Constantly.
“Every leader needs to clearly explain the top three outcomes the organization is working on. If you can’t, then you’re not leading well.”
3. Understand Breadth, Depth, and Context.
“One of the most important things is context. It’s how your company fits in with the world and how you respond to it.”
4. Company alignment and personal time management.
“Set the example by spending your time around the things that are really important: setting priorities, measuring outcomes, and rewarding them.”
5. Leaders learn constantly and learn how to teach.
“A leader’s primary roles are to teach, manage and coach. People who work with you don’t have to agree with you, but they have to feel you’re willing to share what you’ve learned.”
6. Stay true to your own style.
“Leadership is an intense journey into yourself. You can use your own style to get anything done. It’s about being self-aware. Every morning, I spent a minute thinking to myself ‘I could have done three things better yesterday.’ “
7. Manage by setting boundaries with freedom in the middle.
“The boundaries are commitment, accuracy, trust, and teamwork. Within those guidelines, there’s plenty of freedom. But no one can cross those four boundaries.”
8. Stay disciplined and detailed.
“Good leaders are never afraid to intervene personally on things that are important. Michael Dell can tell you how many computers were shipped from Singapore yesterday.”
9. Leave a few things unsaid.
“I may know an answer, but I’ll often let the team find its own way. Sometimes, being an active listener is much more effective than ending a meeting with me defining 17 actions.”
10. Like people.
“Today, it’s employment at will. Nobody’s here who doesn’t want to be here. So it’s critical to understand people, to always be fair, and to want the best in them. And when it doesn’t work, they need to know it’s not personal.”
Adapted from a GE Leadership meeting presented by Jeff Immelt
3. Leadership is a situational attribute. It is complex…and it can be mapped in different ways. True Leadership is Perceptual leadership that has been proven consistently over time. Here are some points to ponder:
A leader should have some value in the form of a power, skill, knowledge or a talent, that followers can imbibe or benefit from.
2. Walk the talk.
What is said… should be done. What is committed should be delivered. No excuses or blame.
Whether in principles or ethics… or in delivering value. There must be consistency.
4. Create Leaders.
A leader has to c4eate more leaders, rather than more followers.
A listening ear that understands and does not judge… that listens intently… sometimes for what is not even spoken.
A helping hand that reaches out to those who need it without expecting anything in return.
A warm heart that fulfills the emotional needs of the followers without building dependence.
A sharp mind that is always learning new things. Planning for the future … creating a vision… solving issues…
A strong back that can carry the load that others cannot manage.
A true leader has the basic 4 qualities and most of the Bonus Qualities described above.
Are you going to be a true leader? Then more power to you.
- A good leader is a multiplier – a person who can bring out the best in his or her followers. In contrast, a diminishes is one who suppresses the brilliance of his subordinates.
The greatest difference between a multiplier and a diminishes is the way he views his team. A diminishes tends to believe that he is the most intelligent, hence he is the one who needs to make all the decisions. He pushes his view forward and suppresses the thoughts of his team, leading to the team giving up on bringing out ideas and just follow whatever the leader says. On the other hand, the multiplier sees brilliance in everyone, and makes sure to bring out the best in them. He knows he is smart, but he cannot be the best in everything. Thus, he ensures that his team engages in serious debates to let all the thought processes flow and makes his decisions based on there.
When you meet a diminishes, you feel that he is the smartest person in the world. When you meet a multiplier, he makes you feel like you’re the smartest.
Personally, I have just recently realized how much of a diminishes I have been, so I’m still actively working to change for the better.
4. A good leader is someone who understands that their role as a leader is to empower people, help them develop and help them reach their goals.
To do this I believe a good leader would have these 3 traits.
- Ability to empower.
The greatest leaders are humble. They realize that if they move on their own decisions all the time they will miss out on the minds of the whole company that could potentially contribute. They understand their weaknesses and are open about it so that they can fill in the gap.
The greatest leaders empower. They give their followers and team the ability to develop and pursue their dreams, allowing them to transform into a better version of themselves.
The greatest leaders have vision. They can look forward, see what is around the corner and inspire others to understand how to get there and that it is worth getting there.
Someone is a good leader when he has thoughts that are far beyond the present times and lead into a future that is a bold new world. Leaders are not made but born they say and it might be true, if you look at the biographies of many great leaders like Winston Churchill, Mahatma Gandhi or even Martin Luther King, they all came with the innate born skills of:
- Thoughts about how to change the world.
- Knew how to conquer the world.
- Knew how to move their followers.
- Legacies that lasted beyond their lives.
To be a good leader is to be a LEADER, led by example and always be correct. Leaders are spotted by their ability to stand up and be counted every time they hear their names being called.