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