Q.

      The characteristics of principle-centered leadership are so extensive that they

make one think that isn’t a good leader a kind of a superman.  What is your opinion? 
What are the most important values and traits you demonstrate as a leader?
 
(700-750 words)
Answer

Introduction

1. Principle-Centered Leadership consists of four levels of influence arranged in

concentric circles, which, from the outer to the inner, are: Organizational, Managerial,
Interpersonal and Personal. In addition, there are four key principles: Alignment,
Empowerment, Trust and Trustworthiness. Principle-centered Leadership is focused on
personal development and growth – self-development – the development of personality
and character.
Characteristics of Principle-Centered Leadership

2. Stephen R. Covey observes that principle-centered leaders have common

characteristics including:

(a) continual learning

(b) service orientation
(c) radiate positive energy
(d) belief in other people
(e) leading balanced lives
(f) seeing life as an adventure
(f) synergistic
(g) exercise mentally and physically

3. I’m convinced that if a person will spend one hour a day on these basic
exercises, he or she will improve the quality, productivity, and satisfaction of every other
hour of the day, including the depth and restfulness of sleep. While there is no single
golden key to turn the lock and swing wide the door to sustainable personal and
organizational excellence, applying a fundamental principle is core to long-term
success: significant, sustainable quality must ultimately be generated inside-out. When
people live the principles of continuous improvement in their personal lives, they will
more likely apply them in their organizations.
Important Values and Traits as a Leader
4. The following are examples of values. One might use these as the starting point
for discussing values within your organization:
(a) Honesty.  Always do the honest thing. It makes employees feel like they
know where they stand with you at all times.

(b) Focus.  Know where you're going and have a strong stated mission to
lead people on. You have to have strong focus and stay the course.
(c) Passion.  Whatever it is, you must have passion for what you're doing.
Live, breathe, eat and sleep your mission.

(d) Respect.  Not playing favorites with people and treating all people -- no
matter what station in life, what class or what rank in the org chart -- the same.

(e) Excellent persuasion abilities.  People have to believe in you and your
credibility. Image is everything and the belief people have in you, your product,
your mission, your facts or your reputation are key to being a great leader.

(f) Confidence.  If you don't believe in yourself, no one will. The reality is
people want to know what you know for sure -- and what you don't.

(g) Clarity.  The only way you can get confidence is by becoming really,
really clear about whom you are and what is most important to you.

(h) Care.  The strongest, most effective leaders I've met care not just about
the business, but about the people in it and the people impacted by it. Care
shouldn't be a four-letter word in our workplace today -- and the best leaders
know it.

(i) Integrity.  They are people who are respected and worth listening to. I
find in general due to all of the economic difficulties, employees prioritize and
seek leaders and organizations that are honest and meet their commitments.

(j) Compassion.  Too many leaders these days manage with the balance
sheet, often times at the expense of their employees and long-term customer
relationships. Talented people want to work for leaders and organizations that
truly care about their employees and the communities in which they operate.

(k) Shared vision and actions.  People produce real business gains and
smart people need to understand what is needed and be part of the solution.

(l) Engagement.  Great business leaders are able to get all members of
their teams engaged. They do this by offering them challenge, seeking their
ideas and contributions and providing them with recognition for their
contributions.

(m) Humility.  True leaders have confidence but realize the point at which it
becomes hubris.

(n) Empowering.  True leaders make their associates feel emboldened and
powerful, not diminished and powerless.

(o) Collaborative.  True leaders solicit input and feedback from those around
them so that everyone feels part of the process.

(p) Communicative.  True leaders share their vision or strategy often with
those around them.
 (q) Fearlessness.  True leaders are not afraid to take risks or make
mistakes. True leaders make mistakes born from risk.

(r) Genuine.  You need to be clear on what your values are and must be
consistent in applying them. As part of that, you need to have the courage to hold
true to them.

(s) Self-awareness.  You need to be clear on what your strengths are and
what complementary strengths you need from others.

(t) Leverage team strengths.  Part of awareness is don't expect people to

change. If you think you can change someone, think again.

(u) Leadership transitions. You need to understand the business model,

how it applies to your current position, what you need to do to provide the
greatest value, and how to leverage your strengths at this level.

(v) Supportive.  You need to foster a positive environment that allows your
team to flourish. Also by aligning the reward and recognition systems that best
match your teams profile and deliver results.

Conclusion

5. As a leader, choose the values and the ethics that are most important to you, the
values and ethics you believe in and that define your character. Then live them visibly
every day at work. Living your values is one of the most powerful tools available to you
to help you lead and influence others. Don't waste your best opportunity.

References

1. Stephen R. Covey, ”Principle Centered Leadership”, Boston - Franklin Covey Company - 2001 -
ISBN: 9780671792800.

2. Stephen R. Covey , “Building Family Relationships”, - Boston - Franklin Covey Company - 2001 -
ISBN: 1883219760.

3. Stephen R. Covey, “The 7 Habits Of Highly Effective People “, New York - Fireside - 2003 - ISBN:
978-0743250979.

4. Stephen R. Covey , “The Habits Of Effective Organizations”, Leader to Leader - Vol. 1997 - Issue
3 - 1997 - pp. 22-28.