Tag Archives: Leonardo da Vinci

Leadership

Intent And Urgency In Leadership

In this life of mad activity and high levels of stress it can be seen as dangerous and unwise to call for urgency. However, excellence and effective leadership is not achievable without a good sense of urgency. Of course, no-one needs more fruitless activity. What we do need is urgency in leadership.

Too often does one find that managers get worked up about the demands of the customer, operational tasks, project deadlines, the boss’s or shareholders’ expectations, the competition’s latest moves and many other typical considerations, but they drag their feet when it comes to leadership. Working on their personal vision for their area of responsibility, consulting key people about the vision, giving new direction, planning and facilitating meetings for optimum engagement of team members and building of the team, setting up one-on-one meetings for feedback and executing plans to develop team members are things that can wait for another day. More often than not these things remain only good ideas and intentions. They never become a matter of urgency.

Some people rationalise about their leadership responsibility with thoughts such as: it is a waste of time; it is not work; other people need to take responsibility for themselves; this is not what I was trained for; I have a job to do; it is for higher level management to do; the time is not right.

The truth is that the lack of leadership actions leads to low levels of collaboration, shared purpose and focus, commitment and general effectiveness. The cost is huge in terms of time spent to correct wrong perceptions, miscommunications, uncoordinated work and poor application due to low motivation. The truth is that people with those views and lack of urgency in leadership never get to develop beyond their functional, technical or managerial expertise. They become a lid to the potential of their own and others’ collective efforts and growth.

Controlled urgency

Once the leader interacts with others with intent and urgency in his leadership, it is infectious. It stimulates energy and movement. However, misplaced urgency can be very demotivating and counterproductive. If in the leader’s communication everything seems to be equally urgent the potential positive effect is lost. If the leader’s urgency is experienced as inauthentic a lot of damage will be done. Pretending his message is urgent in the interest of the organisation the truth might be that it is driven by personal interests or ambitions. Urgency should also not be driven by fear, but by inner conviction. In time people are perceptive enough to ‘read’ the leader’s sense of urgency and where it comes from.

As with so many dimensions of leadership, the art is how to deal with two paradoxical but equally important approaches. Urgency in leadership does not translate to impatience where others can sense the leader’s frustration, or worse, irritation. The leader needs to demonstrate urgency in his leadership and be willing to be patient when it comes to the effects of his leadership actions. There has to be urgency in doing what is right, patience in the expectation of results. Urgency in the empowerment of others, patience in the act of doing so.

Consistency

Mixed signals of what the leader sees as urgent is also counterproductive. Urgency in leadership is not compulsive or an emotional reaction to pressure. It is about commitment and application in the areas that will ensure sustainable effectiveness. Enthusiasm for new technology, new products, the promise of an acquisition or bonusses when targets are met can easily overshadow the more important commitments for building the organisation for the long haul.

Fuel your passion

We are only human and personal dissapointments, disruptions and all kinds of adversities impact on the levels of our energy and entusiasm for what we do from day to day. From time to time we can even be in the situation where the next challenge is not that obvious. We become complacent. Work, as we see it from day to day, has become boring. The problem is not only the lack of urgency we have, it is the lack of desire and passion.

Even as our energy is deserting us, in fact more so then as in other times, we need to see the urgency of refueling our passion. It is time for ‘timeout’. Time to break away from the usual routines and make new discoveries. Of course one has to take some risks. Of course one has to enter the unknown. Else, how can there be new discoveries? The more important and transforming risks will be the risks we take in our thinking. But often we need a different experience to stimulate different thinking.

For reflection

We therefore need to face some tough questions and face them courageously.

 

  • Have you made the commitment to your leadership responsibility over and above your functional or role responsibilities?
  • Have you worked out what such a commitment means in practice?
  • Do you procrastinate the actions you know you need to take as a leader?
  • Are you consistent in the energy and passion you show in your leadership?
  • Is it time to prioritise refueling your passion for and purpose in life?

 

Let us be reminded by Leonardo da Vinci’s observation:

I have been impressed with the urgency of doing. Knowing is not enough; we must apply. Being willing is not enough; we must do.

New Era Leadership offers an unique online development program on 32 leadership principles. A one year registration give access to a journey through 32 week modules with blog participation and a journal included. This program can easily be linked to coaching to help you develop your leadership. Coaching can be done on Skype. Register to receive regular articles and key thoughts on leadership and self-development.

Visit my website at http://www.newlead.co.za to register and begin your development journey!

Article Source: https://EzineArticles.com/expert/Dr_Gerhard_van_Rensburg/1587108

 

Leadership

Leadership – The Medium Is the Message

The titanic achievements of Ghengis Khan, Julius Caesar, F John Kennedy, Winston Churchill, Albert Einstein, Leonardo Da Vinci, Socrates, have left an indelible impression on our civilisation. They are remembered not only for their achievements, but for their ability to communicate their leadership to others. Leadership that inspired, and motivated, their followers to great achievements.

Some leaders rely on the power of their position, or fear. Others rely on their power of persuasion. Versatile leaders rely on both the power of their position, and persuasion, as the situation demands.

Leaders exist only by their ability to communicate. The medium is the message! Leadership is the message. A message determined by the medium in which a leader chooses to communicate that message e.g. aggressive, cooperative, facilitating, can’t miss, etc.

One-dimensional leadership that uses the power-of-position only, is destructive. One-dimensional leadership discourages the personal growth of other’s, denies them fulfilment, and responsibility, does nothing for their self-esteem. Power-of-position leadership negatively motivates by anxiety, implied threat, and fear for a person’s performance review, employment, and career should they not comply with their leader’s commands.

Persuasive, versatile, leadership encourages personal growth, fulfilment, responsibility and self-esteem. Versatile leadership motivates by example of the ‘right’ attitude. The ‘right’ leadership attitude, of feelings, emotions, beliefs, and values, that permits the leaders information to enter the mind of the other person, and influence, motivate and predict his, or her, behaviour.

You have probably met a person with the same attitude as yourself. You instinctively like that person. Your information, your reasoning, your leadership, is readily allowed to enter that person’s mind. You talk easily, freely, together. Words have the same meanings and implications, for both of you. Trust is almost spontaneous. Your message, your sales, your negotiation, your leadership, your friendship, is most effective in motivating that other person’s self-esteem, and confidence, to achieve your objective.

On the other hand when you meet a person with different attitudes to yourself, your information, your leadership, your persuasion, meets barriers, and is refused entry into that person’s mind, it is ignored and cannot motivate him, or her, in the way you want. You have nothing in common to discuss!

As a versatile leader your awareness recognises, and adopts, the other person’s attitude, to ensure your leadership is permitted to enter that person’s mind, inspire and self-motivate him, or her, to achieve your objective for his, or her, reasons, not yours.

What are the attitudes of a versatile leader? Watch a good leader. Look for his, or her, situational awareness as they deftly adopt different attitudes to motivate different people in changing situations. These situations include:

1. Organising Others: to achieve the objective uses attitudes of: accommodating – compromising – complimenting – conciliatory – moderate – prescribing – prescriptive – resistant

2. Engaging with Others: to achieve the objective uses attitudes of: collaborative – conferring – experimental – conciliatory – facilitative – prescribing – prescriptive – what ‘if’

3. Motivating Others: to achieve the objective uses attitudes of: authoritative – “can-do” – “can’t miss” – confronting – emphatic – persuasive – single – minded – visionary

How many Leadership attitudes do you use?

The greater the number of leadership attitudes you adopt (without self-stress), the more effective your leadership. Your leadership readily self-motivates a greater number of people, with its vision, drive, planning, and commitment to achieve your objective.

The fewer the number of leadership attitudes you adopt without stress, the less effective your leadership. Your leadership is less effective in motivating others to achieve your vision, drive, commitment, planning and objective.

Your culture of Leadership Attitudes significantly influences the situational quality of your leadership.

Versatile leaders Culture of Leadership attitudes (without self-stress), that spreads across all three culture groups, of organising, engaging, and motivating, have significant advantages when leading, and motivating people to change, and to succeed in our increasingly complex and fast changing world

On the other hand, leaders whose culture of attitudes is confined to one culture group are hobbled by self-stress, have difficulty in leading and dealing with change. Their self-stress can increase, spark, or spontaneously combust into ineffective, inappropriate, or even counter-productive leadership decisions and attitudes.

Everyone has attitude? Effective leaders lead with the ‘right’ attitude. The more attitudes in your quiver, the better your leadership.

Harry Wolfe. Grad. Dip. Org. Behav. FAICD.

[http://www.managementdynamics.info]

Management Dynamics International, Geier Profiles translate intangible motivatation into validated fact. They examine beliefs, values to describe, psychologically measure, benchmark & validate: attitudes, behaviour, leadership, ability to manage change, organisatuion culture, to predict a person’s job performance, future potential, and culture ‘fit’.

Unsurpassed for: Personal & Leadership Development – Teambuilding Programs – Selecting the best person for the job – 360 Performance Management – Executive & Leadership Development – Organisational Design & Development – Managing Change Programs

Visit [http://www.managementdynamics.info] to purchase profiles, or to be an accredited faciltator of Geier profiles

Article Source: https://EzineArticles.com/expert/Harry_Wolfe/136300

 

Leadership

Leadership Exposed – Things You Thought You Knew About Leadership

The literature written on leadership is absolutely phenomenal. The guide lines, tips, styles and profiles of exceptional leaders during the course of history are everywhere… and worth reading! As we read and research, we learn to recognize specific leadership ideas and qualities we previously failed to see before. Following is a list of things we thought we knew and understood about leadership.

1) Leaders come in different styles.

History points us toward Albert Einstein, well known for his Theoretical Physics; Leonardo da Vinci, for his Art. These are leaders we use as mentors for their wisdom and experience or by their virtue and expertise, as well as what they contributed to society. Elders of a tribe or grandparents could be included in this category of informal leadership. Then you come up against the ‘formal’ leaders or those appointed or elected to the position of leadership. Senators, congressmen, presidents or judges fall into this category; those who are elected to the position of eldership within a government or club.

Literature written by Lewis outlines the three basic styles of leadership which are authoritative, participative and delegative.

Then there is literature written by Likerts which outlines the four styles: authority that is exploited, authority that is charitable, deliberative and participative.

Also, included in the list of literature written by Goleman, who researches six styles of leadership; visionary, instructive, networking, democratic, commanding and pace making.

2) Leadership is a process of ‘coming into’.

Some people seem to be born with leadership qualities, while others learn the art of leadership. However you come into these qualities, you need to develop and sharpen these leadership abilities. You can obtain knowledge by attending seminars, workshops and conferences on leadership. Another way to increase your abilities is to interact with people who already project and practice these leadership qualities.

Expanding your knowledge and exposure will enable you to obtain and exercise leadership attitudes, insights, and integrate the cycle of learning. Being a leader is a full time, lifelong learning process; not something you accomplish over night. A good leader puts his or her knowledge, skills and attitudes to the test daily; plus, sets a goal to have a new experience each day.

3) Leadership begins with YOU.

First, applying the knowledge you accumulated to your own life is the best way to develop leadership abilities. Leaders enjoy the limelight. Remember, your actions affect your credibility; as in ‘action speaks louder then words’. How you interact with family, friends, co-workers or the public; connect with your actions and development you as a leader. Time management in both your personal and professional responsibilities will affect your leadership qualities, too.

Repetition develops habits; habits form character. ‘7 Habits of Highly Effective People’ by Steven Covey, a must read for insight on achieving personal leadership.

4) Leadership is shared.

Leadership is designed to be a shared responsibility between members of a group or team. Each individual must fulfill his or her responsibilities. Elected or ‘formal’ leadership positions are merely additional responsibilities from their usual team or group responsibilities. Being and effective leader means sharing the work. Putting a group of individuals together, forming members and leaders to work toward one mutual goal; is the formation of a great team. While learning to work together; there must be trust within the full group to be effective. Through actions the foundation of mutual respect and trust are built, which in turn builds confidence.

This was one of the strongest abilities of Ronald Regan when he was president. He had a tremendous ability to delegate tasks throughout his staff because he felt he had put the right people in the right positions. Which created trust between him and staff, but more importantly… throughout the staff. Creating a collaborative effort between everyone and leaders in the process.

5) Leadership styles connected to situations.

Where dictatorship works in Singapore; it does not work in the United States of America. Leadership styles used in ‘formal’ leadership depends greatly on culture, beliefs, values and the form of government in that nation. There are no restrictions on the number of leadership styles used for any given situation. Most of the time, a combination of styles are used as the situation dictates.

In instances of war and calamity, decision-making is a matter of life and death; a nation’s leader cannot afford to consult with all departments to arrive at crucial decisions. Leadership is different in times of peace and order, each sector and branch of government can freely work together and positively affect each other while working toward the mutual goal set before them.

Another situation would be leadership within an organization. When there is a high motivation and competent level; a combination of delegative and participative styles of leadership is in order. However, if the competence and commitment is low, a combination of high coaching, supporting and directing style of leadership is required.

The ideas we may already know or concepts we take for granted are actually the most useful insights we can have on leadership. How we apply these insights to our life is the difference between a good leader or a great leader. Either way, there is a leader within all of us. It’s just whether or not you choose to accept it.
Please share any of your ideas about this post below, or any thoughts you had while reading it below. I do appreciate you coming by and look forward to hearing from you!

To your continued success!

Mike Clark

 

Article Source: https://EzineArticles.com/expert/Mike_J_Clark/604724

 

Leadership

Leadership Exposed: Things You Thought You Knew About Leadership

Much has been written about leadership: rules, pointers, styles, and biographies of inspiring leaders throughout world history. But there are certain leadership ideas that we ourselves fail to recognize and realize in the course of reading books. Here is a short list of things you thought you knew about leadership.

1. Leaders come in different flavors.

There are different types of leaders and you will probably encounter more than one type in your lifetime. Formal leaders are those we elect into positions or offices such as the senators, congressmen, and presidents of the local clubs. Informal leaders or those we look up to by virtue of their wisdom and experience such as in the case of the elders of a tribe, or our grandparents; or by virtue of their expertise and contribution on a given field such as Albert Einstein in the field of Theoretical Physics and Leonardo da Vinci in the field of the Arts. Both formal and informal leaders practice a combination of leadership styles.

o Lewin’s three basic leadership styles – authoritative, participative, and delegative

o Likert’s four leadership styles – exploitive authoritative, benevolent authoritative, consultative, and participative

o Goleman’s six emotional leadership styles – visionary, coaching, affiliative, democratic, pacesetting, and commanding.

2. Leadership is a process of becoming.

Although certain people seem to be born with innate leadership qualities, without the right environment and exposure, they may fail to develop their full potential. So like learning how to ride a bicycle, you can also learn how to become a leader and hone your leadership abilities. Knowledge on leadership theories and skills may be formally gained by enrolling in leadership seminars, workshops, and conferences. Daily interactions with people provide the opportunity to observe and practice leadership theories. Together, formal and informal learning will help you gain leadership attitudes, gain leadership insights, and thus furthering the cycle of learning. You do not become a leader in one day and just stop. Life-long learning is important in becoming a good leader for each day brings new experiences that put your knowledge, skills, and attitude to a test.

3. Leadership starts with you.

The best way to develop leadership qualities is to apply it to your own life. As an adage goes “action speaks louder than words.” Leaders are always in the limelight. Keep in mind that your credibility as a leader depends much on your actions: your interaction with your family, friends, and co-workers; your way of managing your personal and organizational responsibilities; and even the way you talk with the newspaper vendor across the street. Repeated actions become habits. Habits in turn form a person’s character. Steven Covey’s book entitled 7 Habits of Highly Effective People provides good insights on how you can achieve personal leadership.

4. Leadership is shared.

Leadership is not the sole responsibility of one person, but rather a shared responsibility among members of an emerging team. A leader belongs to a group. Each member has responsibilities to fulfill. Formal leadership positions are merely added responsibilities aside from their responsibilities as members of the team. Effective leadership requires members to do their share of work. Starting as a mere group of individuals, members and leaders work towards the formation of an effective team. In this light, social interaction plays a major role in leadership. To learn how to work together requires a great deal of trust between and among leaders and members of an emerging team. Trust is built upon actions and not merely on words. When mutual respect exists, trust is fostered and confidence is built.

5. Leadership styles depend on the situation.

How come dictatorship works for Singapore but not in the United States of America? Aside from culture, beliefs, value system, and form of government, the current situation of a nation also affects the leadership styles used by its formal leaders. There is no rule that only one style can be used. Most of the time, leaders employ a combination of leadership styles depending on the situation. In emergency situations such as periods of war and calamity, decision-making is a matter of life and death. Thus, a nation’s leader cannot afford to consult with all departments to arrive at crucial decisions. The case is of course different in times of peace and order—different sectors and other branches of government can freely interact and participate in governance. Another case in point is in leading organizations. When the staffs are highly motivated and competent, a combination of high delegative and moderate participative styles of leadership is most appropriate. But if the staffs have low competence and low commitment, a combination of high coaching, high supporting, and high directing behavior from organizational leaders is required.

Now that you are reminded of these things, keep in mind that there are always ideas that we think we already know; concepts we take for granted, but are actually the most useful insights on leadership.

Tim Maher is interested in personal development in all its facets and has read many books on this topic. It is an interest that is fed and nurtured by listening to audio books and seminars when possible. To assist your own personal growth journey get your audio resources at ==> [http://www.magillaudiobooks.com/list.aspx?catId=137]

Article Source: https://EzineArticles.com/expert/Tim_Maher/71401