...on Emotional Intelligence in Organizations at Rutgers University, also is the author of Focus, the Hidden Driver of Excellence. Title of this article is “The Focused Leader”. This is mainly focused on ‘How effective executives direct their own and their organization’s attention. This is reviewed in December 2013, Harvard business review volume no. 91. Article theme: This article is written about the leadership. In this article the author focus that a good leader must be “self aware” and “self directed”. He argues that in a good leader Emotional intelligence begins with self-awareness. Leaders who heed their inner voices can draw on more resources to do so; leaders must learn to focus their own attention. A look at how people focus inward can make this abstract concept more concrete. Hearing your inner voice is a matter of paying careful attention to internal physiological signals. How well people can sense their heartbeats has, in fact, become a standard way to measure their self-awareness. A good leader has fully command and control on his emotions. He has ability to judge situation promptly. Leaders are self controlled especially in the anxiety and crises situations. They have ability to hide their emotions, in nutshell they are good actor. A good leader always keeps an eye on future. He is social person and very focused in his strategies. In organization leadership is all about the management staff that typically provides inspiration, objectives, operational oversight, and...
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...become a leader or a manager? Is there a difference between the two? Can people be trained to become leaders or a managers? Just like many other questions that might be asked in business; these questions have no one, definite answer. Let's begin first by acknowledging the definitions of the two root words; the word manage means to handle, where as the word lead means to go. Similarly as the two words have different definitions, they also have different purposes. To help individuals increase their potentials in business, an internationally recognized motivational speaker by the name of Marc Sanborn has developed certain "theories" that, much like in science or art, prove some things to be more true than others by providing supporting facts to prove the validity of certain ways of thinking. Many of Marc's theories validate the fact that in general, good managers tend to be good leaders, but good leaders are not always good managers. It is said, Any company that cannot imagine the future won't be around to enjoy it. Therefore before any manager or leader can affect changes in their business they have to do what Marc describes as visioning; they must mentally "look" into what they want to see as the potential outcome of any given situation. Managers are concerned with the problem at hand; they focus on what has to be done. Leaders on the other hand, notice what has to be done, but spend their time figuring out how to get it done. Marc states "managers vision the destination, leaders vision...
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... justification and proposal for change in the process of learning for the leaders, teachers and students. It highlights the need for ethics in the learning process and the results brought by adopting the student-centered education system. Its positive effects could be evidenced in the performance of individual students, teachers, schools and throughout the globe. This learning process is the change needed in the education system all over the world and therefore it is highly recommended for all institutions and the government. Past studies have illustrated the importance of ethics in the educational leadership. For instance, in the article the Union of Teaching, Learning, and Doing, it is stated that things must be done, individuals have got to learn, and those close to them should become teachers…education is not only focused on teaching learners how to learn, however it is teaching them to actively take part in life… Hansen,(2007). The term student centered is the main focus of my proposal and foundation of the ethics in educational leadership. Therefore, I am analyzing the term for better understanding of the whole theme. According to Maryellen Weimer( ), student centered teaching is 1 idea which is based on the following five principles; the balance of power, the contents’ function, the teachers role, the learning responsibility and finally the processes and purpose of evaluation. Student focused learning has a social and academic support scheme as well as healthcare and...
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...situations win-win as much as possible. When I imagine a leader, I see a person who in not afraid of dreaming, vision casting, strategy and people oriented. A leader should present themselves as humble, but charismatic. Overall, a leader is a person to look up to and emulate. 2. Differentiate between leaders and managers. Below I have listed several items that help us differentiate leaders and managers. Managers administer Leaders innovate Managers demand Leaders command Managers maintain Leaders develop Managers focus on systems Leaders focus on people Managers strive for control Leaders inspire trust Managers have short-term view Leaders have a long-term goal Managers are focused on the bottom line Leaders are focused on potential Managers imitate Leaders originate Managers do things right Leaders do the right thing Managers state their position Leaders earn their position 3. How do you know a leader when you see one? I believe we differentiate between a leader and manager by looking at what each is focused on. For example, a person that is focused on short-term goals, bottom line results and is more controlling in nature is probably more of a manager than a leader. Leaders are people that create a vision and see the potential opportunities in projects. 4. Describe the best leader you have ever personally known. The best leader that I have personally known is a good friend of mine that...
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...performance excellence, the organizational leadership must be both inspiring and supporting. Mangers must also remain focused on planning, both short and long term. The organizations customers must become a top priority and their satisfaction must be a constantly calculated metric. The last required constant is performance measurement and analysis. Performance excellence is a multifaceted approach that encompasses leadership, strategic planning, customer focus, measurement and analysis. Leadership is such a hard commodity to find in adequate supply. So few individuals are inspirational to their people; they don’t lead by example. “Research has unequivocally demonstrated that when leadership inspires trust and confidence in the future, and managers recognize and respect employees, ensure they are growing and developing, and match them to assignments for which they are well suited, employee engagement is higher” (KINEXA). The majority of people will follow a leader that exemplifies the mission oriented posture and selfless motives of an inspirational guide. The success of an organization is basically dependent on the skillful actions of its leaders. The leader must lead the engagement of the employee. It is the leader that stands out front and charges into quality focus, employee training, and takes a personal interest in decision making. A great leader has to communicate results to his boss, and communicate orders to...
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...that inspire and create effective leaders and followers within organizations. The Trait Leadership Model, Behavior Leadership Model, Situational Leadership Model, and Charismatic Leadership Model provide assumptions built on theories from approaches that incorporate characteristics, leader behaviors, outcomes affected by situations and how leader relationships inspire change in an organization. Differences and similarities exist among these approaches and may address some of the contemporary leadership and challenges in organizations. Trait Leadership Model The Trait Model examined specific traits researchers believed were associated with leadership and focused on the innate characteristics that make good leaders. This body of research included theories that “leaders were born and not made” (Clawson, 2006, p. 379) in the “Great Man” Theory of Leadership. Kouzes (2003) believes that to view a few men and woman as innate greatness is wrong and that heroes do exists in organizations. Other Theorists like Stogdill’s Leadership Traits, Maccobys Leader, and John Gardner’s Leaders noted characteristics believed to make great leaders. Stogdill believed leaders were strong, task-oriented, confident, handled stress, and accepted responsibility for actions were qualities of a good leader (Clawson, 2006; Clemers, 1984/1995). Theorists Maccoby identified the positive and negative tendencies of leaders and suggested that characteristics of a new leader should be centered on characteristics...
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...“Moments of Greatness” Summary: The Moments of Greatness article explores entering the fundamental state of leadership. The author, Robert Quinn, discusses how individuals can strive to always lead at their best. It doesn’t come from traditional training methods which believe leadership comes from studying behavior of others. Quinn concluded that when leaders are at their best they don’t copy anyone. They draw on their own values and frame a reaction appropriate to their personality. This is at the core of fundamental leadership. Quinn believes that everyone can function at a fundamental state of leadership by asking the following 4 questions: Am I results centered? - Have you articulated the results you want? Am I internally directed? - Are you willing to challenge others’ expectations? Am I others focused? - Have you put your organization’s needs above your own? Am I externally open? - Do you recognize signals suggesting need for change? You cannot always perform in the fundamental state. But by entering this state you become more comfortable and will return more often and inspire others at the same time. In the normal state people stay in their comfort zone. They allow others to direct how they react. This creates a pattern of leadership where imaginative ideas or thoughts are never explored. Boundaries are never tested to see how far you can go. The result is to stay complacent and in the same state of mind. Getting into the fundamental state can be very uncomfortable...
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...Compare and contrast the economic policies of Stalin and Mao. In Russia and China, both Stalin and Mao emerged as almost god-like leaders despite making their respective countries endure harsh programs of reform all economically, politically and socially. Mao can be seen to have adopted the policies of Stalin, both inspired by the Marxist ideologies of Lenin. Both Stalin and Mao recognized the economic backwardness of their respective countries and wanted to use industrialization and collectivisation as the primary means of increasing their economies. Although the original plans were very similar, the actual undertaking of the plans in addition to the results and how it helped consolidate both leaders may slightly vary. Comparing and contrasting the economic policies of both Stalin and Mao provides great insights into two valuable leaders and their quest to success in Russia and China, respectively. The initial aims of both the leaders can be identified as similar since they both focused on industrialization and collectivisation within their countries. Starting off with the introduction of the first 5 Year Plan by Stalin in Russia in 1928, and the introduction of Mao’s first 5 Year Plan in China in 1952, both focused on state directed growth of heavy industry, predominantly the output of coal, steel and petro-chemicals. The result of Stalin’s first 5 Year Plan was that there was very little production of consumer goods as the population’s focus was solely on heavy industry...
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...Leadership Series Helping you navigate the leadership landscape Are Leaders Born or Made? Perspectives from the Executive Suite By: William Gentry, Ph.D., Jennifer J. Deal, Ph.D., Sarah Stawiski, Ph.D., and Marian Ruderman, Ph.D. Issued March 2012 Introduction Do you think a leader should be a hero or a negotiator? Out in front leading people or coordinating the work of the group? Destined to be a leader or developed to be a leader? The way we think about leadership affects how we perceive the leaders around us. For instance, if we expect a leader to be a hero, we are likely to see someone who takes charge to save the day as a good leader and someone who asks everyone’s opinions and lets the group make decisions as weak. Alternatively, if we think a leader should be collaborative and focused on making sure decisions arise from the group, we would view someone who is directive as aggressive or a tyrant. our beliefs about how people become leaders affect how we evaluate people’s leadership potential. Believing people are born leaders is likely to result in a focus more on selecIn the same way, tion (identify the right people) rather than on development (develop the people you get). On the other hand, believing that people are made into leaders by their experiences would be more likely to result in a greater focus on making sure people had the right opportunities to develop into leaders. Consider United States Supreme Court Justice Antonin Scalia’s description...
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...SPOTLIGHT ON LEADING THE FOCUSED ORGANIZATION Spotlight ARTWORK Mark Dorf,//_path/untitled 73 2013, archival pigment print 60 Harvard Business Review May 2014 HBR.ORG May 2014 Harvard Business Review 6i SPOTLIGHT ON LEADiNG THE FOCUSED ORGANIZATION It's a sad truth about the workplace: Just 3 O ^ of employees are actively committed to doing a good job. According to Gallup's 2013 State of the American Workplace report, 5 O ^ of employees merely put their time in, while the remaining ÄO*^** act out their discontent in counterproductive ways, negatively influencing their coworkers, missing days on the job, and driving customers away through poor service. Gallup estimates that the ÎÎO"/« group alone costs the U.S. economy around half a trillion dollars each year. What's the reason for the widespread employee disengagement? According to Gallup, poor leadership is a key cause. Most executives—not just those in America—recognize that one of their biggest challenges is closing the vast gulf between the potential and the realized talent and energy of the people they lead. As one GEO put it, "We have a large workforce that has an appetite to do a good job up and down the ranks. If we can transform them—tap into them through effective leadership—there will be an awful lot of people out there doing an awful lot of good." 62 Harvard Business Review May 2014 Of course, managers don't intend to be poor leaders. The problem is that they lack a clear understanding of...
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...CASE STUDY 123 SYNTHESIS 130 LIFE'S WORK 136 The first step in a testy negotiation The rise of women and the silence of men Former Irish president Maiy Robinson on wielding influence »(ähoiit authority Managing Your Professional Growth hbr.org MANAGING YOURSELF Know what really motivates you. by Heidi Grant Halvorson and E. Tory Higgins n n what kinds of situations are you most effective? What factors strengthen—or U undermine—your motivation? People answer these questions in very different ways, and that's the challenge at the heart of good management—whether you're managing your own performsince or someone else's. One-size-fits-all principles don't work. The strategies that help you excel may not help your colleagues or your direct reports; what works for your boss or your mentor doesn't always work for you. Personality matters. In business the most common tool for identifying one's personality type is the Myers-Bdggs Type Indicator. But the problem with this and many other assessment tools is that they don't actually predict performance. (In fairness to Myers-Briggs, it doesn't claim to.) These tests will tell you about attributes—such as your degree of introversion or extroversion, or your reliance on thinking versus feeling—that indicate what you like to do, but they tell you very little about whether you are good at it, or how to improve if you're not. Fortunately, there is a way of grouping people into types on...
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...Certainly, an army would not be able to battle in the war without a commander who in charges of the whole strategy. Correspondingly, any organizations cannot function without leaders. Leader is the most substantial element of successful organizations. Becoming outstanding leaders, leadership skill is vital in order to drive the organizations forward. Several leadership principles are extensively used these days. Burns (1978) identified two types of leadership comprise of transactional and transformational leadership. Hence, leaders should be capable to indicate which theory should be applied in accordance with organization’s culture and objectives. This essay aims to evaluate the resemblances and the differences between transactional and transformational leadership as well as the feasibility to utilize a mixture of them by giving the definitions and examples followed by the supporting researches and studies. Initially, transactional and transformational leadership are different in terms of implementation and its outcomes. However, transformational leadership was developed from transactional leadership (Downton, 1973). Bass (1985) defined transactional leadership as an exchange activity that leaders execute to motivate subordinates in order to achieve their tasks by giving out reward or punishment correspond with their performance. Additionally, active and passive management by exception are taken into account when it comes to misconception and faults. Bass (1985) stated that...
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...style is how the task is approached while motivating and instructing a team. Without an effective leader the completion of the goal is reduced. Leadership Styles The authoritarian leader tells people how they want things done without discussing it with others. This style is commonly seen used in services such as the Army, where a strict role of discipline is expected from soldiers under higher commands. In war, there is no time to think so a set task can help prevent deaths and mistakes. It also helps newer recruits know what to do when they need to. Authoritarian leadership is useful when working with time restraints and deadlines. These leaders often keep their team motivated which allows jobs to be finished quickly and effectively and allows the best equipped to be making decisions. However, it may lead staff to feel unappreciated and angry. This style can also prevent staff from developing their own initiative. Communications can break down and in the long run the employees can lose their drive for the job. The democratic leader encourages people to be part of the decision making process. The leader is still in control, however, this leadership style allows others to use their personal experiences and expertise to help the team. An example of this style could be at a community meeting with the public; they bring forth their suggestions but in the end it is the leader that has the final say. Democratic leadership is very useful for problem solving and can produce...
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...the rise to power of some of the famous and controversial figures. Leaders of these states, such as Hitler, Mao and Stalin, not only influenced other countries around the world, but also changed their countries internally as well. In Russia and China, Stalin and Mao built themselves up as a great and god-like leaders, they promoted personality cult and also forced their countries to go under a series of reforms, especially in the aspect of economy. As both of them are leader of communist countries, their aim of economic policies are likely to be the same. However, there are still some differences to be seen. Now, I would like to compare the economic policies of the supreme leaders in the world history. Compare of Stalin and Mao .The conditions of Stalin and Mao are similar. Their countries both faced a hand-to-mouth existence at that time. In order to improve the livelihood of the people and to solid the rule of the communists, they both introduced economic reforms. However, their reforms were different from each other and brought different blessing to their countries. In their economic policies, they both undertook aggressive industrial reform programs to industrialize their countries, though Mao undertook an alternative to Stalin's heavy industry model. Stalin introduced three 5 Year Plans (1928, 1933 and 1938) and collectivization when he was in the office. The 1st 5 Year Plan focused mainly on heavy industry, very little in the...
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