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As leaders encounter totally new kinds of challenges and responsibilities, they find that they have the strength and resources to meet these challenges. For example, numerous first-time leaders at last learn that they have a gift for leading and inspiring others. Others find that they’re in particular gifted at gauging others’ motivatings and values. Each time you make something occur as a leader—whether it’s shaping your group’s culture in positive ways, helping someone master a new task, or assembling a top-notch team—leaders exaggerate their abilities. They become more seasoned, experienced, and convinced leaders, and have a sharper consciousness of their own amount of energy and areas for improvement. Not only do they learn more regarding themselves as they progression in a leadership role; they likewise learn more in regards to organizational life in general. The command and control proficiencies of former generations are growingly ineffective. Today’s leaders ought to be forward thinking, possess moral courage, and skilled in the art of diplomacy. As a Trustee, I may recall assorted joint board meetings when the Pastor wasn’t present and it was difficult to keep every one on task. I experienced similar instances onboard ship when the Commanding Officer and Executive Officer were ashore. The altering structure of organizations, the growth of confederacies among organizations, and the altering nature of work itself calls for new approaches to leadership. Paul suggested a new approach in Galatians 5:22, “But the fruit of the Spirit is love, joy, peace, longsuffering, gentleness, goodness, faith…” By faith, Paul refers to something more than the noesis of the earthly life of Jesus. He means a commitment of an person to the way of life Jesus exemplified. This approach has less to do with formal authority and the power to control, and more to do with using situational, strategic, and ethical leadership attainments to keep groups of persons who may not report to you aligned with an overarching purpose. The most Important Ingredient: Ethics Ethical Leadership includes a potpourri of elements. Beliefs when it comes to ethics involves taking into account the aim of the action taken, the aftermaths to self and others, and the moral general by which the action is measured. This doesn’t mean ignoring earnings and loss, merchandise costs, and so forth but rather concern for the rational measures of performance coupled with the acknowledgement of the importance of treating humans right each day. “Moral leadership is regarding distinguishing right from wrong and doing right, seeking the just, the honest, the good, and the right conduct in it is practice” (Daft, 1999, p. 369). Whether it involves judgment based on reputation or legal infractions, ethics has always been a popular topic. When leaders wonder whether their conduct is ethical, they need to ask ‘What would I think if somebody else did it?’ Paul believed that the law identifies the flaws in a person’s reputation but it does not remove them. Paul writes, “…whosoever of you are justified by the law; ye are fallen from grace” (Galatians 5:4). Compassion is grounded in a more prominent understanding of our kinship to God and one another. When we define Christianity as a list of do’s and don’ts, we restrict ourselves from enjoying an intimate kinship with God. We get caught up in rules as if God were waiting to catch us out of line when He’s actually waiting to pick us up when we fall. Christ does not make demands on us that limit our self-direction hence we ought to not be inclined to judge others in that manner. In his Virtue-Centered Theory of Judging, Lawrence Solum argued “theories of fairness are prior to theories of justice (2003, p. 178). True Christianity sees the role of leadership as based on love and grace. We have all known people whose reputation was not consistent with their personality. However, reputation is of higher importance than personality. Malphurs (2003) maintained “A Christian Leader emphasizes godly character” (p. 19). The institution will hold persons accountable for their conduct (character) but not for their personality traits. If the ‘fruit’ of the spirit (love, joy, peace, etc) and ‘fruit’ of the flesh (adultery, hatred, envy, etc) are the outcomes, then our reputation is the means towards that outcome. We must seek to do the right thing. Character is our dedication to doing the right thing, which is why we ought to focus on reputation development. In 1 Timothy 4:7 Paul urges Timothy “…exercise thyself rather unto godliness.” Character and self-discipline are a leader’s moral strength to behave according to proper values. The difficultness arises not in knowing what is right but rather doing what is right. Look for organizations where the leaders have without doubt or question defined, articulate, and exemplify the organizational values. “Leadership is doing the right thing even when we do not feel like it, perhaps particularly when we do not feel like it” (Hunter, 2004, p. 145). There are some ways to support emergent leaders in ethical development. I would start out with leading by example. It’s difficult to be grateful for the pressures on a leader unless you have had that position. The best way to aid up-and-coming leaders whether they’re your peers or subordinates is to let them see Christ working through you. “The motion away from command and control leadership has brought new leadership styles that are more democratic and coach-like” (Lassiter, 2001). Terms such as shared or servant leadership are progressively applied to describe a heap of of these ways of interacting. Another way to manufacture ethical conduct is to manufacture a personal creed – that which defines who you are, what your goals in life are, and how you intend to live your life. Kouzes and Posner (2002) observed “When you clarify the principles that will govern your life and the ends that you will seek, you give intention to your each day decisions” (p. 394). An ethical leader has one personality. Whether at home or at work, there is only one set of principles that guides his behavior. As an Engineering Training Team leader onboard a Guided Missile Frigate, I worked hard to build trust within the team. Everything was smooth until Petty Officer Johnson joined. Several members suggested that he lacked experience and he did not collaborate very well. The group went out for a “team” lunch, and left Johnson behind. I was shocked and disappointed. Johnson was exceedingly capable and showed passion for his work. I met on an individual basis with all team members, including Johnson, to grant them to commune their concerns. I actively listened to what’s being said. By better understanding the worries of the group I was capable get to the root causes of the problem. One method that helps make teams progressed is to “Make sure that the members of the group are communication with one another.” (Biolos, 1996, p. 1). The Most Important Lessons: Situations “A Christian leader is a servant with the believability and capablenesses to influence humans in a peculiar context to pursue their God-given direction” (Malphurs, 2003, 131). The same person may be a successful leader in one circumstance but fail in another. It is improbable that there is a single set of abilities and characteristics that may be found in all leaders. It’s not that the characteristics are not important, but rather, the necessary characteristics of the leader vary depending on the circumstances. The necessaries to be a successful Naval Officer, for example, would differ from those of a Elementary School Principal or Sales Manager. McGregor (2006) suggested “…that it is more fruitful to consider leadership as a kinship amidst the leader and the circumstance than as a universal pattern of characteristics possessed by sure people” (p. 253). The Situational Leadership Theory developed by Hersey and Blanchard focuses on the characteristics of followers as the important factor of the situation, and consequently of determining effective leader behavior. Yukl (2002) observed “Major situational variables include the characteristics of followers, the nature of the work performed by the leader’s unit, the type of organizations, and the nature of the external environment” (p. 13). In other words, subordinates vary in readiness levels accordingly leader conduct must be influenced by the components that influence the entire situation. Daft (1999) summarized the kinship amid leader style and follower readiness into four categories: telling, selling, participatory, and delegating. Telling is very directive, retail involves explaining decisions, participatory is sharing ideas to facilitate decision making, and delegating is a style that affords very little direction and support. (p. 99 – 102). As leaders, our professional identity will transform in relation to the achievements and abilities of the group as well as outside influences. This means that we look at the world from a dissimilar perspective. As the Material and Logistics Officer for a Destroyer Squadron my areas of obligation included two major departments on each of our six ships: Engineering and Supply. At the end of each month I experienced difficultness in getting summary reports from the Engineers but the Supply reports were always right on-time. However, when the ships were underway the Engineering departments functioned admirably while the Supply departments were somewhat shoddy. I had to adjust my style of leadership when dealing with the Department Heads as the situations changed. For the per month summary reports I employed delegation with the Supply Officers but a more directive approach with the Engineers but the reverse for the duration of the operational phases. From a naval perspective, the Engineers were very operationally and technically proficient while the Supply Officers were very business oriented. When we become a manager, we enter the role with our own expected values of what our new occupation will involve. Often, those expected values differ from the job’s real requirements. In addition, the respective people with whom we’ll work—our direct reports, supervisors, and peers—have their own expected values when it comes to our role—and a lot of of their expected values may conflict with ours. Every circumstance we encounter will implicate dissimilar skill sets. Each circumstance underscores the extent to which problem solving is central to the work of leadership. In the age of teams, leaders don’t solve difficulties alone. They ought to operate from a business discipline that will enable a group of laborers to frame a problem and agree on the most effective way to solve it. Yet as basic as this task is, numerous organizations don’t solve difficulties using processes that result in optimal solutions. An effective team is diverse with differing achievements that trust each other sufficient to challenge one another’s work. Members don’t always agree but they must commune and have a usual openness to new ideas. There ought to be sufficient divergences in viewpoints that they have something interesting to say to each other. Biolos (1996) maintained “…a homogeneous group whose members are prone only to agree with one another will quintessentially not promote high levels of creativity” (p. 14). Broken barriers may likewise have a positive influence on the organization. Entrepreneur Herman Cain discussed this very topic for the duration of the Executive Leadership Banquet for the duration of the 2005 residency at Regent University. He stated that the aim of leadership was to “remove barriers” that prevent followers from succeeding. London (2001) listed galore barriers that not only prevent followership development but leadership development as well. Among others, he listed discrimination, sexual harassment, lack of confidence, Role conflict (e. g., being a boss and colleague), highly inadequate experience/training for a key assignment, disapproval by others (especially public criticism), uncertainty regarding the future (e.g., because of a sudden change), and lack of information. (p. 218). Some of these barriers may sneak up tardily giving leaders time to adjust to the situation, as well as time to keep away from the barrier thereby increasing the problem. Other barriers may take place all of a sudden and have detrimental affects on the organization. The primary task is that leaders learn how to recognize and deal with these barriers! The Indispensable Quality: Strategy People often times hunger for something dandier than themselves. “Work without intent (even if it takes great skill) may become mindless, heartless drudgery” (Woolfe, 2002, p. 24). People will have to have a mutual goal to work towards. Some call it vision, a lot of call it foresight. Which ever the case, it involves leading with a purpose. Leaders who offer that will never have a shortage of followers. Purpose forced the fisherman to drop their nets and follow Jesus. Purpose compelled the woman at the well to drop her water pot and disseminate the good news. “Your passion for something is an indication of what you find worthy in and of itself” (Kouzes and Posner, 2002, p. 112). The intent of each prophet was that each in his own way would keep an entire nation on task. Moses’ intent was to lead the Hebrews out of Egypt to the edge of the Promised Land. Joshua’s intent was to lead them in and Solomon’s was to build a temple, not for his own glory, but for the glory of a higher purpose. Woolfe (2002) maintained “When a leader is consecrated to a purpose, and when all the ‘troops’ see that commitment is unwavering and ‘for real,’ great things take place (p. 27). Strategic leadership involves not only creating a resourcefulness but articulating and executing that imagination as well. Strategic Leadership involves the kinship of the external surroundings to selections regarding vision, mission, strategy, and their implementation. The organizational imaginativeness reflects the environs and works in concert with the organization’s mission (values, purpose, etc.). Strategy provides directions for translating the imagination into action and is the basis for formulating methods for implementation. Strategic leadership theory explains how changes in the organization’s surroundings affects the relative power of leaders. Yukl (2002) identified three elements that affect the capacity of leaders to influence the performance of the organization: 1) The evolutionary stage of the organization; 2) Political power within the organization; and 3) The leader’s time in office (p. 348 – 352). Simply stated, the probability of a leader’s imaginativeness to affect the performance of an institution is mainly affected by historical constituents such as the evolution of the organization, the leader’s level of influence, and his executive tenure. Strategic Leadership involves the kinship of the external surroundings to selections in regards to vision, mission, strategy, and their implementation. The organizational resourcefulness reflects the environs and works in concert with the organization’s mission (values, purpose, etc.). Strategy provides directions for translating the vision into action and is the basis for formulating methods for implementation. Strategic leadership theory explains how changes in the organization’s environs affects the relative power of leaders. Yukl (2002) identified three elements that affect the capacity of leaders to influence the performance of the organization: 1) The evolutionary stage of the organization; 2) Political power within the organization; and 3) The leader’s time in office (p. 348 – 352). Simply stated, the prospect of a leader’s vision to affect the performance of an establishment is principally affected by historical components such as the evolution of the organization, the leader’s level of influence, and his executive tenure. When I reported as the Chief Engineer aboard USS SAMUEL B. ROBERTS (FFG 58), I asked the Commanding Officer, my advisor and boss, where he saw the section going. He made a vague comment and turned the question around, and ask—”Where do you see the section going?” I became more or less puzzled with his response. He was purposefully being vague and not answering my question because it was my job, as the Chief Engineer, to formulate the resourcefulness and direction for my department. I must have been thinking in regards to where I saw the division going, what it will take to get there, and how it fits into the Command’s overall strategy. The conclusion I arrived at became my most necessary motivational tool, and helped to align resources and to keep persons concentered on the tasks at hand. “The most necessary role of visions in organizational life is to give focus to humane energy.” (Kouzes and Posner, 2002, p. 130). An effective resourcefulness is a leader’s most crucial motivational tool; you’ll refer to it time and again, explaining it is gains and relevance to respective audiences as you work to keep them on board. Maxwell (1993) asserts “People do not follow a dream in itself. They follow the leader who has that dream and the capacity to commune it effectively. Therefore, vision in the beginning will make a leader, but for that imagination to grow and demand a following, the leader ought to take obligation for it” (p. 141). More Than Logic Leadership is not just regarding logic and reason. They have their place but there is much more to it than that. Acknowledging that it is not all rational is a major step toward accepting that there is something more important – people’s sensations and emotions. Kippenberger (2002) maintained that “Leaders need to perceive that at the heart of what they are attempting to do is getting the best out of people.” (p. 113). To gain and keep the commitment of followers, the leader/follower kinship has to be nurtured. “Leadership is a kinship amid those who aspire to lead and those who choose to follow.” (Kouzes & Posner, 2002, p. 20). Diplomacy requires that we not only recognise and control our own emotions but also learn how to recognize and handle other people’s emotions as well. What a leader achieves today depends on the persons they are leading, and the best way to succeed is to get them to give their best. “The occupation of a leader is to achieve a goal – that is the end, leading humans is the means” (Kippenberger, 2002, p. 114). Communicating Authenticity Authenticity is hard to give rise to and harder to coach. “Since authenticity is a way of being as a leader rather than things you do as a leader, few instructions are outwardly helpful.” (Pearce, 2003, p. 11). Responsibility for authenticity, then, belongs to the leader. Through a combining of introspection and discipline, they have to find their authentic voice and amplify it so that it resonates with their followers. One of the most difficult tasks for those who would measure and evaluate leadership is the task of attempting to look at the parts that make up leadership. One way to look at these parts is to suggest that a leader has respective skills, also has or exercises a distinctive style and, still more elusive, has respective calibers that may be pronounced. By skill, I mean the capacity to do something well. Something that is learnable and may be improved, such as speaking or negotiating or planning. Most leaders need to have technical achievements (such as writing well); humane relations skills, the capacity to supervise, inspire, build coalition and so on; and likewise what might be called conceptual achievements – the capacity to play with ideas, shrewdly seek counsel and forge grand strategy. Skills may be examined. Skills may be taught. And attainments merely make up an crucial part of leadership capability. Skills alone, however, can not guarantee success. References Biolos, Jim (1996, August). Harvard Management Update: Six Steps Toward Making a Team Innovative. Boston, MA. Harvard Business School Publishing Corporation. Herman Cain (Entrepreneur). (2005, September 15). The Regent University Executive Leadership Series. [Banquet]. Virginia Beach, VA. Regent University, School of Leadership Studies. Holy Bible (1997). King James Version Study Bible. Grand Rapids, MI. Zondervan. Hunter, James C. (2004). World’s Most Powerful Leadership Principle: How to Become a Servant Leader. Westminster, MD: Crown Publishing Group. Retrieved March 8, 2006, from http://site.ebrary.com/lib/regent/Doc?id=10064922&ppg=145. Kippenberger, Tony. (2002). Leadership Styles. Oxford UK. Capstone Publishing Ltd. Kouzes, James M. and Posner, Barry Z. (2002). The Leadership Challenge. Third Edition. San Francisco, CA. Jossey-Bass Publishing. Lassiter, David (2001) The Leader – Follower Partnership: It’s a New Day. Leadership Advantage. [http://www.leadershipadvantage.com/leaderFollowerPartnership.shtml] London, Manuel. (2001). Leadership Development: Paths to Self-Insight and Professional Growth. Mahwah, NJ: Lawrence Erlbaum Associates, Incorporated. Malpurs, Aubrey. (2003). Being Leaders. The Nature of Authentic Christian Leadership. Grand Rapids, MI. Baker Books. Maxwell, John C. (1993). Developing the Leader Within You. Nashville, TN. Thomas Nelson Inc. McGregor, Douglas. (2006). The Human Side of Enterprise. Annotated Edition by Joel Gutcher-Gershenfeld. New York, NY. McGraw-Hill. Pearce, Terry (2003). Leading Out Loud : Inspiring Change Through Authentic Communication. San Francisco, CA. John Wiley & Sons, Inc. Solum, Lawrence B. (2003, January) “Virtue Jurisprudence: A Virtue-Centered Theory of Judging”. Metaphilosophy, Vol. 34, No. 1/2, pp. 178-213, Retrieved electronically27 February, 2006. http://papers.ssrn.com/sol3/Delivery.cfm/SSRN_ID369940_code030116630.pdf?abstractid=369940&mirid=1 Woolfe, Lorin. (2002). Bible on Leadership: From Moses to Matthew – Management Lessons for Contemporary Leaders. New York, NY. AMACOM. Yukl, Gary (2002). Leadership in Organizations. 5th Edition. Upper Saddle River, NJ. Prentice Hall. Most helpful customer reviews 10 of 11 people found the following review helpful. 10 of 14 people found the following review helpful. 3 of 4 people found the following review helpful. |
great book
