I believe the ideal leader uses a Democratic or participative leadership style
where the leader offers guidance/coaching to the team, but also participates in
the group, and promotes feedback from other members. This style is not inconsistent
with the view of everyone in a group acting as a leader! The democratic style
is also suitable for the flat organizational structures of companies today. It
allows for dealing with fast-changing circumstances and an entrepreneurial
spirit needed in an increasingly competitive world. Speed, Creativity is needed
to win in a competitive world but accountability and strong fiscal
responsibility are critical and entrepreneurs understand this better the bureaucrats.
The authoritarian or delegative leaderships styles common in the past and
unfortunately still are very harmful and obsolete in constantly changing world.
The central theme of my personal leadership style is based
on the requirements of: Integrity
– the golden rule is always a good guide. Teamwork – cooperation and
playing nice. And Loyalty – both to
the organization and leadership. With
those requirements as the foundation I propose the following seven Leadership
attributes required to succeed.
1. Fellowship: A
leader breathes through their team. A true leader knows how to work in groups,
and should try to understand the problems of other workers. In solid performing groups, solidarity among members is a
symmetrical relation. Solidarity is the first step a leader should take in
order to gain the respect and attention of her teammates. Leaders exhibit
strong confidence in the ability of the other members of the group to meet the
work’s expectations. Listen ----
2. Humility: A
leader exerts leadership almost unconsciously, without giving importance to the
whole leading concept. Leaders don’t show as leaders… they act as leaders.
Leaders keep the participative environment of the group, and always do their
work with the idea of participating in a collective project. Group and
collective are keywords for leaders. The idea of isolated leaders is an
obnoxious fallacy. Any person appointed to a managerial position acquires the
power to command and enforce obedience by virtue of the authority of her
position. Nevertheless, leaders don’t enforce obedience… they earn it. Modesty
keeps the leader from exerting the very tenuous “position” leadership coming
from a title. The true leadership is NOT associated with positions of authority
(but obviously the converse has to be true if the organization is to succeed.)
3. Courage:
Leaders know themselves, and exhibit a complete domain over their behavior.
Moreover, leaders know which tasks are at their reach, and don’t set
unrealistic goals. This way, leaders
know what their virtues and limits are, and they don’t hide them.
Self-confidence gives the force to be persistent to attain the task and vision.
Remember that more often than not, leadership implies defying the established
order, the status quo. Therefore, self-confidence is vital to success.
4. Initiative:
Leaders are proactive, not reactive. I had a manager that only waited and acted
upon receiving orders from his superiors, strictly following the (frequently
wrong) boss’ guidelines. Not only this behavior is inefficient for the
business, but it harms the role-modeling aspect of leaders. Workers and
teammates tend to identify with the values of their superiors, and no company
wants this kind of passive attitude to be learned by its workers.
5. Creativity: A
true leader is always looking for ways to develop their creativity
to its maximum. Here, the vision of the leader is very important. Outstanding
leaders articulate: a working framework congruent with the values of the other
members of the group, efficient and effective ways to completing the assigned
task, and ways to match the sub-activities with the members’ interests and
experience.
6. Passion: The
leader never stops learning, and displays a high level of consciousness.
Leaders’ actions signal the way for their teammates. Leaders take
responsibility for each of their choices and decisions without blaming others
or looking for lame excuses. Leaders exhibit a passion
for their work, and are faithful to their visions and beliefs. They engage in
excellent behavior and make outstanding self-sacrifices in the interest of
their group, if necessary.
Summarizing these 6 attributes, we will reference Warren
Bennis, On Becoming a Leader, which clearly distinguishes between managers (a
typical position of authority, but not necessarily occupied by a leader) and
real leaders:
- Managers administer - Leaders innovate
- Managers ask how and when - Leaders ask what and why
- Managers focus on systems - Leaders focus on people
- Managers do things right - Leaders do the right things
- Managers maintain - Leaders develop
- Managers rely on control - Leaders inspire trust
- Managers have a short-term perspective - Leaders have a longer-term perspective
- Managers accept the status-quo - Leaders challenge the status-quo
- Managers have an eye on the bottom line - Leaders have an eye on the horizon
- Managers imitate - Leaders originate
- Managers emulate the classic good soldier - Leaders are their own person
- Managers copy - Leaders show originality
7. Symbolism: For me, this is the most important trait,
which projects and summarizes all the other attributes. The leader is a symbol.
Leaders are oriented to their work (and not to their self-exaltation), they are
a symbol of the group, which may easily mean that they are a symbol of your
company. This way, leaders constitute an external (and internal!) representation
of your business. And, as we all should want the best representation and the
best results for our company. I like to work with leaders – the kind that
people want to follow not have to follow - True leaders!
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