| Much has been written about leadership: rules, | | | | even the way you talk with the newspaper |
| pointers, styles, and biographies of inspiring leaders | | | | vendor across the street. |
| throughout world history. But there are certain | | | | Repeated actions become habits. Habits in turn |
| leadership ideas that we ourselves fail to | | | | form a person's character. Steven Covey's book |
| recognize and realize in the course of reading | | | | entitled "7 Habits of Highly Effective People" |
| books. Here is a short list of things you thought | | | | provides good insights on how you can achieve |
| you knew about leadership. | | | | personal leadership. |
| 1. Leaders come in different flavors. | | | | 4. Leadership is shared. |
| There are different types of leaders and you will | | | | Leadership is not the sole responsibility of one |
| probably encounter more than one type in your | | | | person, but rather a shared responsibility among |
| lifetime. Formal leaders are those we elect into | | | | members of an emerging team. A leader belongs |
| positions or offices such as the senators, | | | | to a group. Each member has responsibilities to |
| congressmen, and presidents of the local clubs. | | | | fulfill. |
| Informal leaders or those we look up to by virtue | | | | Formal leadership positions are merely added |
| of their wisdom and experience such as in the | | | | responsibilities aside from their responsibilities as |
| case of the elders of a tribe, or our grandparents; | | | | members of the team. Effective leadership |
| or by virtue of their expertise and contribution on | | | | requires members to do their share of work. |
| a given field such as Albert Einstein in the field of | | | | Starting as a mere group of individuals, members |
| Theoretical Physics and Leonardo da Vinci in the | | | | and leaders work towards the formation of an |
| field of the Arts. Both formal and informal leaders | | | | effective team. In this light, social interaction plays |
| practice a combination of leadership styles. | | | | a major role in leadership. |
| Lewin's three basic leadership styles: authoritative, | | | | To learn how to work together requires a great |
| participative, and delegative | | | | deal of trust between and among leaders and |
| Likert's four leadership styles: exploitive | | | | members of an emerging team. Trust is built upon |
| authoritative, benevolent authoritative, | | | | actions and not merely on words. When mutual |
| consultative, and participative | | | | respect exists, trust is fostered and confidence is |
| Goleman's six emotional leadership styles - | | | | built. |
| visionary, coaching, affiliative, democratic, | | | | 5. Leadership styles depend on the situation. |
| pacesetting, and commanding. | | | | How come dictatorship works for Singapore but |
| 2. Leadership is a process of becoming. | | | | not in the United States of America? Aside from |
| Although certain people seem to be born with | | | | culture, beliefs, value system, and form of |
| innate leadership qualities, without the right | | | | government, the current situation of a nation also |
| environment and exposure, they may fail to | | | | affects the leadership styles used by its formal |
| develop their full potential. So like learning how to | | | | leaders. There is no rule that only one style can |
| ride a bicycle, you can also learn how to become | | | | be used. Most of the time, leaders employ a |
| a leader and hone your leadership abilities. | | | | combination of leadership styles depending on the |
| Knowledge on leadership theories and skills may | | | | situation. |
| be formally gained by enrolling in leadership | | | | In emergency situations such as periods of war |
| seminars, workshops, and conferences. Daily | | | | and calamity, decision-making is a matter of life |
| interactions with people provide the opportunity to | | | | and death. Thus, a nation's leader cannot afford to |
| observe and practice leadership theories. | | | | consult with all departments to arrive at crucial |
| Together, formal and informal learning will help you | | | | decisions. The case is of course different in times |
| gain leadership attitudes, gain leadership insights, | | | | of peace and order---different sectors and other |
| and thus furthering the cycle of learning. | | | | branches of government can freely interact and |
| You do not become a leader in one day and just | | | | participate in governance. |
| stop. Life-long learning is important in becoming a | | | | Another case in point is in leading organizations. |
| good leader for each day brings new experiences | | | | When the staffs are highly motivated and |
| that put your knowledge, skills, and attitude to a | | | | competent, a combination of high delegative and |
| test. | | | | moderate participative styles of leadership is most |
| 3. Leadership starts with you. | | | | appropriate. But if the staffs have low |
| The best way to develop leadership qualities is to | | | | competence and low commitment, a combination |
| apply it to your own life. As an adage goes | | | | of high coaching, high supporting, and high directing |
| "action speaks louder than words." Leaders are | | | | behavior from organizational leaders is required. |
| always in the limelight. Keep in mind that your | | | | Now that you are reminded of these things, keep |
| credibility as a leader depends much on your | | | | in mind that there are always ideas that we think |
| actions: your interaction with your family, friends, | | | | we already know; concepts we take for granted, |
| and co-workers; your way of managing your | | | | but are actually the most useful insights on |
| personal and organizational responsibilities; and | | | | leadership. |