Professional Documents
Culture Documents
Strategic
Leadership
How to build, lead and sustain a high
performance organization
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Strategic Leadership
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Strategic Leadership
LEADING PEOPLE
Rosen & Brown
Penguin Books
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Strategic Leadership
TRUST
Without trust, vision becomes an empty slogan. Trust binds
people together; creating a strong, resilient organization. To
build trust, leaders are predictable and they share information
and power. Their goal is a culture of candor.
PARTICIPATION
The energy of an organization is the participation and effort of its
people. The leaders challenge is to unleash and focus this
energy, inspiring people at every level of the enterprise to pitch
in with their minds and hearts.
LEARNING
Leaders need a deep understanding of themselves. They must
know their strengths and shortcomings, which requires a lifelong
process of discovery, and they must be able to adapt to new
circumstances. They must promote constant innovation, and
leaders must encourage their people to refresh their skills and
renew their spirits.
DIVERSITY
Successful leaders know the power of diversity and the poison of
prejudice. They understand their own biases, and they actively
cultivate an appreciation of the positive aspects of peoples
differences. In their organizations, they insist on a culture of
mutual respect.
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Strategic Leadership
CREATIVITY
In a world where smart solutions outpace excessive work,
creativity is crucial. Leaders pay close attention to peoples
talents, leaning on their strengths and managing around their
weaknesses. They encourage independent, challenging thinking
and they invest in technologies that facilitate the efforts of their
people.
INTEGRITY
A leader must stand for something. As a public citizen and a
private person, he/she knows what is important in life and acts
by deep-seated principles. Every wise leader has a moral
compass, a sense of right and wrong. Good leaders understand
that good ethics is good business.
COMMUNITY
Community is mutual commitment and it inspires the highest
performance. Its human nature to go the extra mile for ones
neighbors and fellow citizens, and a mature leader stresses the
organizations responsibility to the surrounding society. A leader
also acts as a steward of the natural environment.
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Strategic Leadership
BEING HONEST
Honesty was selected more often than any other leadership
characteristic; it consistently emerged as the single most
important ingredient in the leader-constituent relationship.
That nearly 90% of the respondents want their leaders to be
honest above all else is a message that all leaders must take to
heart.
Just how do constituents measure honesty? By observing the
leaders behavior. In other words, regardless of what leaders say
about their own integrity, people wait to be shown; they watch
and observe carefully. Consistency between word and deed is
how we judge someone to be honest.
Honesty is also related to values and ethics. We appreciate
people who take a stand on important principles. We resolutely
refuse to follow those who lack confidence in their own beliefs.
Confusion over where the leader stands creates stress; not
knowing the leaders beliefs contributes to conflict, indecision,
and political rivalry. We simply dont trust people who wont tell
us their values, ethics and standards. Even worse, though, is
someone who tells us they hold a certain value then acts in
complete disagreement with that value.
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Strategic Leadership
BEING FORWARD-LOOKING
We expect our leaders to have a sense of direction and a concern
for the future of the organization. Leaders must know where
they are going if they expect others to willingly join them on the
journey.
In a separate study of 300 senior executives, a leadership style
of honesty and integrity and a long-term vision and direction for
the company were ranked as the number one and two most
important characteristics in a successful leader.
In a joint study with Columbia University, 98% of the
respondents (8,500) ranked the ability to convey a strong vision
of the future as a very important quality for effective leaders.
We want to know what the organization will look like, feel like, be
like when it arrives at its goal in six months or six years. We
want to have it described to us in rich detail so that well know
when weve arrived and so that we can select the proper route
for getting there.
BEING INSPIRING
We also expect our leaders to be enthusiastic, energetic, and
positive about the future Its not enough for a leader to have a
dream about the future. A leader must be able to communicate
the vision in ways that encourage us to sign on for the duration.
Some react with discomfort to the idea that being inspiring is an
essential leadership quality. In the final analysis, though, leaders
must inspire our confidence in the validity of the goal.
Enthusiasm and excitement are essential and signal the leaders
personal commitment to pursuing that goal. If a leader displays
no passion for a cause, why should anyone else?
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Strategic Leadership
BEING COMPETENT
To enlist in anothers cause, we must believe that the person is
competent to guide us where we are headed. We must see the
leader as capable and effective.
Leadership competency doesnt necessarily refer to the leaders
abilities in the core technology of the operation. In fact, the type
of competence demanded is value-added competence.
Functional competence may be necessary, but its insufficient; the
leader must bring some added value to the position. Expertise in
leadership skills themselves is another dimension of competence.
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TRUE NORTH
BILL GEORGE
JOSSEY-BASS 2007
A dramatic shift is taking place in the caliber and character of new leaders. These leaders recognize
that leadership is not about their success or about getting loyal subordinates to follow them. They
know that the key to a successful organization is having empowered leaders at all levels, including
those that have no direct reports. We call these leaders authentic leaders. Authentic leaders do not
only inspire those around them, they empower them to step up and lead. Thus we offer a new
definition of leadership: the authentic leader brings people together around shared purpose and
empowers them to step up and lead authentically in order to create value for all stakeholders.
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Strategic Leadership
5. DEMONSTRATING SELF-DISCIPLINE
Authentic leaders know competing successfully takes a consistently high level of self-discipline in
order to produce results. They set high standards for themselves and expect the same from others.
This requires accepting full responsibility for outcomes and holding others accountable for their
performance. When leaders fall short, it is equally important to admit their mistakes and initiate
immediate corrective action. Self-discipline should be reflected in their personal lives as well, because
without personal self-discipline it is not possible to sustain self-discipline at work.
In summary, authentic leaders genuinely desire to serve others through their leadership. They are
more interested in empowering the people they lead to make a difference than they are in power,
money, or prestige for themselves. They are as guided by qualities of the heart, by passion and
compassion, as they are by qualities of the mind. They lead with purpose, meaning, and values. They
build enduring relationships with people. Others follow them because they know where they stand.
They are consistent and self-disciplined. When their principles are tested, they refused to
compromise. Authentic leaders are dedicated to developing themselves because they know that
becoming a leader takes a lifetime of personal growth.
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Strategic Leadership
INSIGHTS ON LEADERSHIP
SPEARS
JOHN WILEY & SONS
From a global study of leading CEOs, these were
identified as the key characteristics for organizational
success:
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Strategic Leadership
Earn conviction
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2. Character Counts
3. Leaders Have Their Head in the Clouds and Their Feet on the
Ground
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Strategic Leadership
There is a myth that assumes that when you are on top you are
automatically a leader this simply is not true. Leadership is
earned not bestowed. It is not a title it is a responsibility.
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WHAT IT TAKES TO BE A
VALUED MEMBER OF A TEAM
Be pro-active.
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