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Leadership Principles

Leadership Principles

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Published by Mike

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Published by: Mike on Jan 02, 2010
Copyright:Attribution Non-commercial


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Though no one can go back and make a brand new start, anyonecan start from now and make a brand new ending.-
Sir Winston Churchill
"A team is a group organized to work together to accomplish a set of objectives that cannot beachieved effectively by individuals."
Characteristics of a Team
There must be an awareness of unity on the part of all its members.
There must be interpersonal relationship. Members must have a chance tocontribute, learn from and work with others.
The members must have the ability to act together toward a common goal.
Ten characteristics of well-functioning teams:
Purpose: Members proudly share a sense of why the team exists and are investedin accomplishing its mission and goals.
Priorities: Members know what needs to be done next, by whom, and by when toachieve team goals.
Roles: Members know their roles in getting tasks done and when to allow a moreskillful member to do a certain task.
Decisions: Authority and decision-making lines are clearly understood.
Conflict: Conflict is dealt with openly and is considered important to decision-making and personal growth.
Personal traits: members feel their unique personalities are appreciated and wellutilized.
 Norms: Group norms for working together are set and seen as standards for everyone in the groups.
Effectiveness: Members find team meetings efficient and productive and look forward to this time together.
Success: Members know clearly when the team has met with success and share inthis equally and proudly.
Training: Opportunities for feedback and updating skills are provided and takenadvantage of by team members.
Guidelines for effective team membership:
Contribute ideas and solutions
Recognize and respect differences in others
Value the ideas and contributions of others
Listen and share information
Ask questions and get clarification
Participate fully and keep your commitments
Be flexible and respect the partnership created by a team -- strive for the "win-win"
Have fun and care about the team and the outcomes.
Characteristics of a high-performance team:
Participative leadership - creating an interdependence by empowering, freeing upand serving others.
Shared responsibility - establishing an environment in which all team membersfeel responsibility as the manager for the performance team.
Aligned on purpose - having a sense of common purpose about why the teamexists and the function it serves.
High communication - creating a climate of trust and open, honestcommunication.
Future focused - seeing change as an opportunity for growth.
Focused on task - keeping meetings and interactions focused on results.
Creative talents - applying individual talents and creativity.
Rapid response - identifying and acting on opportunities.
In common usage,
generally refers to:
the position or office of anauthorityfigure, such as aPresident 
a position of office associated with technical skill or experience, as in ateam leader or achief engineer 
a group or person in thevanguardof sometrendor movement, as in "market leadership"
a group of influential people, such as aunion leadership 
guidance or direction, as in the phrase "the emperor is not providing muchleadership"
capacity or ability to lead, as in the phrase "she exercised effective leadership"
If we define leadership simply as "influencing others to some purpose" and we definefollowershipas "becoming influenced by others to accept some purpose", then leadershipand followership emerge as two sides of the same coin. In this scenario, leadership --whether successful or not -- has not occurred until at least one follower joins in.Likewise, no followership exists without someone or something (not necessarily a leader)to follow. However, in this latter case, the leadership need not be deliberate or evenconscious, that is, followers can follow someone who is not trying to lead. Some see"unconscious leadership" as a dubious concept, however. Many, using a differentdefinition of 
, would claim that it does not classify as leadership at all becauseno deliberate intention to lead exists. Unconscious "leading by example" may exemplifythis.The word "leadership" itself can mean a collective group of leaders, or it can mean thespecial -- if not mystical -- characteristics of a celebrityfigurehead(comparehero). Yet other usages have a leadership which does not lead, but to which one simply showsrespect(compare the courtesy title
). Aside from the prestige-role sometimesgranted toinspirationalleaders, a more mundane usage of the word "leadership" candesignate "current front-runners": someone can for a time take over the lead in a race, for example; or acorporationor a productcan hold a position of marketleadership. In would-be controlling groups such as political parties, rulingelites, and other  belief -  based enterprises likereligionsor  businesses, the idea of leadership can become aHoly  Grailand people can come to expecttransformationalchange stemming from the leader; such entities encourage their followers and believers to worship leadership, to respect it,and to strive to become proficient in it. Followers in such a situation may becomeuncriticallyobedient. Note the different connotations of a synonym of the word "leader"adopted from the German 
, and its acompanying ideas on the 
which proliferated a hierarchy of leaders. Alternatives to the cult of leadership includeco-operativeventures,collegiality, consensus,anarchism,anddemocracy.
Leadership as a position of authority
On Heroes, Hero-Worship, and the Heroic in History
,Thomas Carlyledemonstratedthe concept of leadership as a position of authority.In praisingOliver Cromwell'suse of   power to bring KingCharles Ito trial and eventual beheading, he wrote the following: "Let us remark, meanwhile, how indispensable everywhere a King is, in all movementsof men. It is strikingly shown, in this very War, what becomes of men when they cannotfind a Chief Man, and their enemies can."From this viewpoint, leadership emerges when anentityas "leader" contrives to receivedeference from other entities who become "followers". And as the passage from Carlyledemonstrates, the process of getting deference can become competitive in that theemerging "leader" draws "followers" from the factions of the prior or alternative"leaders".

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