Think of a leader you've known who relied on his or her ability to discipline or reward people to get things done. Then, remind yourself of a leader who was a renowned expert in his field, or who you really admired for his integrity. How did it feel to work for these leaders, and which one got the best from you? The way a leader behaves toward you and how effectively you work as a result can both depend on the source of her power.
How is it then that in his own estimation, the ultimate test of his leadership capacity--and his character--came not in the loss of a child Effect of leadership and power on the betrayal of friends; neither in the repeated failures to be elected to office nor in the unprecedented slaughter of the young men that he had called upon to wage war against their brothers?
Rather, it came in reaching the very goal that he had so long sought--leadership of the nation. Yet this is the paradox that ultimately tests the character of all who aspire to reach leadership once they arrive.
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It is the ultimate crucible of leadership. And sadly, from what I hear in my work, many fail that test. Growing Future Leaders For almost eight years now, I have been spending much of my time--the second half of life--on the purpose of helping to grow the next generation of public service leaders.
My 35 years in government had convinced me that the need for growing good leaders is a large, and often misunderstood, challenge and one that is generally not well addressed in any systematic fashion.
The recent survey of human capital only underscored the widespread beliefs that most federal employees do not trust or respect their senior leaders. A lot of my research in these past years and extensive interaction with both rising and current senior government leaders only has confirmed that conclusion.
But also I realized how little I really did know eight years ago and how much there is yet to learn about how to prepare good leaders for the task. What I have concluded is that developing future leaders lays not in the lack of systematic and intentional leadership development programs in government--what is now called human capital planning or leadership succession programs--and which does remain a gap.
Rather, the larger issue lays squarely in resolving the very paradox that Lincoln understood so well. Developing character in leaders that will withstand the crucible of acquired power over others--whether as a GS team leader, a senior executive, or an assistant secretary--this is the central, root issue to address.
This "character gap" remains both the most discussed and yet least acted upon leadership challenge in public service today.
How can I say that? But every year you grow, you will find me bigger. The better we know them; the more often we see them in tight circumstances; the higher they go in rank--we learn what lies in their hearts and we like what we "see. Let me elaborate on that somewhat disturbing observation by using an illustration of something I have used with young leaders to demonstrate why we follow others--in other words what is it most people look for in a leader?
In short, why would someone follow you? It is a simple exercise called Great Leaders -- Lousy Leaders. Having done it now probably at least 50 times I can almost predict the outcome.
And, by the way, "great" and "lousy" refer to their leadership and not necessarily to the people, themselves. Think of two people for whom you have worked. Each one asks you to come work for him or her again--he or she is starting a new leadership job and wants you on board the bus.
If the first one were to ask, you would drop what you are now doing in a heartbeat to go with him or her to help get the job done. However, if the second one approached you with the same request, you would get away from him or her--and without a second thought. Now here is the question: What qualities do each possess that would cause you either to follow him or her where he or she is going or to turn away from him or her without looking back?
The learning part of this exercise is that each time I have done this with a group of mid-career or senior leaders, and we all have stood back and taken a look at our collective handiwork, we see a very interesting pattern. What does it reveal? The first impression is that it demonstrates that what experienced people look for in a leader does underscore at least some of the current leadership competencies of which most are aware--the Executive Core Qualifications ECQ.
The most often named are vision, communications skill, decisiveness, and flexibility. The Main Thing But second, with a deeper look, what people really are looking for in leaders falls much more into an arena that can only be referred to as character: This is what I continue to find as to why, primarily, people follow and trust their leaders, particularly in the crucibles of change or crisis.
Now I realize, these are not scientific findings, but, if anything, these repeated results are far more powerful in my estimation and in the estimation of those rising leaders with whom I work.
These are the lessons of experience. So what does it tell us? Listen in on what might be called an "us and them" conversation that normally follows the exercise. In group after group this is what I hear about "lousy" leaders. He thinks he knows everything.Leadership Stage Development and its Effect on Transformational Change.
August / Learner Papers. Jon K. Maner is a professor of psychology and director of the social psychology program at Florida State University. His research investigates motivated social processes from evolutionary and social psychological perspectives and covers topics in a variety of domains including close relationships, power and leadership, rejection and prejudice.
White House Version - President Obama has initiated an enhanced transition of power process through an executive order directed toward the assembly of a cross functional transition team from all cabinet members. Regular Speak Version - In case Trump wins this thing we'd better have an efficient process in place for shredding the evidence, and keeping all executive leadership.
Spiritual leadership involves intrinsically motivating and inspiring workers through hope/faith in a vision of service to key stakeholders and a corporate culture based on the values of altruistic love to produce a highly motivated, .
Shared leadership is a leadership style that broadly distributes leadership responsibility, such that people within a team and organization lead each other. It has frequently been compared to horizontal leadership, distributed leadership, and collective leadership and is most contrasted with more traditional "vertical" or "hierarchical" leadership that resides predominantly with an individual.
Studies of leadership styles are diverse in nature and multiple definitions have been offered. However, leadership style can be defined broadly as the manner and approach of providing direction, implementing plans, and motivating people.
Bases of power refer to .