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Motivation comes from within. The key here is that good managers get people to motivate themselves. They manage agreements, not people. 2. Tune In Before You Turn On. This simple advice works wonders!! In order for leaders to be heard, they must first listen. Shut your mouth. Listen, and then speak. 3. Give Feedback. To reach great highs, people require constant feedback. Achievement needs feedback. If you deprive people of feedback, you make them create their own. They start to figure things out in the wrong way, and that certainly is not good. 4. Lead from the Front (or Walk the Talk). Be the first to volunteer if you want volunteers, be the first to help customers if you want people to help customers. Leaders can motivate being an example for their teams. 5. Tell the Truth Quickly. Leaders don t hold the truth; instead they re faster in telling the truth. In that way they foster trust and confidence with their team. 6. Know Your Purpose. Remember about vision. A good leader, knows why he s doing what he does, and what to expect from his/her team. A good leader always helps his/her team to keep focus on the vision. 7. Do the Worst First. (A.k.a. eat that frog!!) Show your team what the priorities are, and if the worst has to be done, do it first. After that, everything will seem easier. 8. Know Your People s Strengths. Enhancing a person s positive attributes allows him to use more of his potential. 9. To Motivate Your People, First Just Relax. If you re nervous and tense, that may lead to poor performance and will affect other people as well. Strive to be calm and confident. 10. Give Up Being Right. Sometimes you have to show you know you won t be right all the time. That s one of the hallmarks of strong leaders. Figure out what you want, and if you want it badly enough you'll always find a way to get it." If we fight, we may not always win but if we don't fight, we will surely lose!" Success is the result of clear goal, unshakable confidence, proper planning, enthusiastic action and consistent persistence."
it¶s too easy to be good or great. That¶s because they were able to connect experiences they¶ve had and synthesize new things. And the reason they were able to do that was that they¶ve had more experiences or have thought more about their experiences than other people have. take your vision. Do you need to speed up or slow down? Why? 2. the only thing to do is to look forward. based on your experience and your commitment to achieve what you have to. just test them against your vision. and you will certainly find and answer. Be alert. circumstances are tests to ourselves Turbulent times should be an commitment. The vision is what helps you to stay focused. to our When everything is fine.Leadership is about timing. the easier to decide at what speed to go ahead it is. It seemed obvious to them after awhile. In turbulent times. or slowing down because everybody¶s doing it too. they just saw something. your people is the lighthouse that will guide you. The vision you share with your team. Creativity is just connecting things. to give the most of ourselves. is about knowing when to go fast. and in the end opportunity to foster creativity. they may feel a little guilty because they didn¶t really do it. and when to move slowly. Keep focused on your vision. Difficult to our integrity. Are you sure that will help you to move toward your vision? 3. Don¶t fall in the trap of speeding up when everyone else is doing it. When you ask a creative person how they did something. And the clearer the vision is. be a leader . LEADERSHIP ACTIONS Answer the following questions: 1. and make an informed decision to slow down or speed up. towards your vision. Your antidote to almost any temptation in leadership is your vision. It¶s in difficult times when you reveal who you are. and keep moving. ±Steve Jobs . Embrace the circumstances you¶re on now. If you¶re faced with problems.
this selection is like a ³quick guide´ to build a great team. share that. If you can easily take a bunch of nonsense and make some sense out of it. you need to practice that¶s all!! 11 Tips to build a Great TEAM A good leader should know that teams have their own set of rules and behaviors that need to be followed in order to keep the team¶s good performance. Look for improvements. If you can recognize things that are not quite perfect or that have the potential to be better.How to Become a Creative Thinker Here is a list of skills you should work with to help you develop creative thinking: 1. Bear in mind that creative thinking involves a lot of nonsense. 2. The following tips were condensed from the book ³Build a Great Team: Choose the Right People for the Right Roles´ by Ros Jay. YOU ARE CREATIVE. then you¶re on your way to become a creative thinker. 1. don¶t feel too awkward about it. for example. As a general rule the team should accept that anyone has the right to suggest alternative ideas. and you will find many uses for the key. Play with the idea for a while. then you are on your way to creative thinking. Look at things from different perspectives. Practice every day all four actions to become more creative. and see it as something more than something to open doors with. 2. 4. . If you can look at a key. then you are a prime candidate to be a creative thinker. ideas are not sacred and . Creativity requires a lot of commitment. Stay committed. and work on the one you lack of. but best of all. share your abilities with the rest of the world. Being able to get to the heart of things is a true creative skill. If you are the type of person who can commit to something and who does not give up. 3. I¶m sure some of the skills creative thinker. Sometimes you need to weed through piles of information to get to the good stuff. Nobody should feel they have more work to do than the other members of the team. Be Persistent you have of a Leadership Actions 1. Recognize that. then you can be a creative thinker.
4. This way people will not feel the need to gossip 11. Support among team members should be fostered by the team¶s leader and the team members too. the event of anyone out of the room until an agreement has been reached. you should confront those who are 10. schedule regular meetings to review how things are going. aware of them. Remember. no one should keep information to themselves. Do don¶t trust the ³auto´ pilot mode several teams fall into. 8. play a mediator 7. 9. Information regarding the project or team¶s reason to be is not private. Use difficult circumstances such as competition to unite the Ban team by focusing on figuring out ways to solve them. Of course you should see what tip out of these helps your team the most. and you can overcome this being straightforward. Use Intelligence and recognize each other¶s feelings. .3. 6. Be Alert. be All team members should know and be able to state what the goals In conflicts role and do not allow of the team are. spreading stories. all gossip. Be a Leader . that¶s an unacceptable behavior. your Emotional 5. But being aware of them is a must for a wanna be leader. If a member is not committed with the goals of the team it means the member does not deserve to be on the team.
or rude words. Especially when showing your emotions lowers your team morale or affects them badly The key is to think if showing your emotions will be good for your team or not. The higher your expectations. I¶ll share with you a couple of things you should manage in the best possible way in order to lead yourself. in that way you will have a chance to not answer the first thing that comes up to your mind. Read that again: to become a . you can¶t put any more time in it. It¶s fixed. It¶s hard to resist responding back to a bad intentioned comment. Remember. where it¶s easy to be prey of your ego. and it¶s even harder if you¶re in a position to lead. LEADERSHIP ACTIONS 1. Commit yourself to wait at least a couple of seconds before responding to anything. Every time you¶re with someone who manages himself/herself perfectly under any circumstances you know you¶re talking someone big. This is one of the trademarks of true Leaders. if you a have a really tight schedule. But you have to do that in order to become a great leader. and passing that tasks to someone who can help you. . A day has only 24 hours. Manage Your Time To become a great leader you need to manage your time. This is especially useful in complex situations. The other way is simply stop doing the less important things in your life. And you will show ³self-control´.To be a leader you have to lead yourself first. a day has only 24 hours. But there are times when not showing your emotions is the right thing to do. That means. but a great one. I¶m not talking about being a leader only. you can¶t stretch it. you have to be ³big enough´ to consider your team before you consider yourself. It¶s difficult to connect with your values and elaborate the most appropriate answer to respond in certain circumstances. the higher you¶ll get. So. GREAT LEADER Handle Your Emotions Sometimes it¶s Ok to show your emotions and express your feelings freely to let your team know who you are and how you feel. you should start considering stopping doing the less valuable things of your agenda.
in that way you¶ll avoid conflict and misunderstandings. eliminates yourself first. and most important. They also know that the way they handle stress situation is key on the impression they create on their teams and clients.2. 4. you don¶t need to be Jay Leno to be funny. Don¶t let any issue slip away without getting noticed. but communicate it. . Keep everyone informed. Good humor encourages everyone to work in a calm and positive fashion. Make them know you are there. and you¶ll come out of them with a stronger team. Of course you will make the last call. better yet. Be there. 1. And by the way. Be A Leader. I activities that suck up your time. and a stronger leadership. 5. You will find your team is a lot more motivated when asked to participate in that decision. Not only be there. These 7 tips will help you to handle your actions and communications during tough times in a positive way. Make sure you give clear instructions to everyone. better yet. but you should ask for the support of your team in your decision making process. Make everyone understand what¶s going on. 7. That¶s very important in critical times. Make the most of every meeting and contact with your staff and make them know they have your support. Keep a good sense of humor. 7 Tips to lead under pressure Leaders know well how to deal with pressure. Be open to receive questions. You should involve people in key decisions. 3. Be Alert. 2. and they also need you to be with them. If you follow these tips you¶ll handle the stressful situations in a better way. and energy. Don¶t forget: To be a leader you have to lead think it¶s easier to juggle. and lead out of them successfully. Take a look at your agenda and try to delegate. but keeping a good sense of humor is probably one of the best stress relievers that exist. You have to be sure they¶re 100 percent with clear information. 6. In difficult times your team is under pressure too. encourage your team to ask questions if they need to clear out issues. that everyone has the same information.
Dessler. Formal authority: is the power position of the leader. Situational Factors This theory considers two situational factors that the leader has to confront: the subordinate and environment. On the other hand. Mitchell.Remember. Ability: is the extent of the employees ability to perform tasks to achieve goals. As a contingency theory the Path Goal Theory tries to explain what leadership style is best suited to the situational factors it deals with. The description of each of them is as follows: Subordinate Situational characteristics of the subordinate include: y y y Authoritarianism: is defined as the degree to which the employees want to be told what to do and how to do the job. Locus of control: is defined as the way the employee sees his/her responsibility towards his activities. external locus of control means you feel goal achievement is controlled by others. Internal locus of control means that you feel that you control goal achievement. You can have an internal or external locus of control. Be Alert. The theory dates back to the 1970s where Evans. Environment This situational variable includes the following: y y y Task structure: how repetitive the job is. House. Work group: is how the coworkers contribute to job satisfaction. . and others pushed the notion that employee performance could be enhanced through motivation. or the relationship among them. Be a Leader The basic idea behind the theory is that leaders have to motivate subordinates in order to make them achieve the goals they have.
opinions and takes their suggestions into account. and the standard by which the job is measured. who exhibits this style. Supportive leaders treat subordinates as equals. y y y y Directive: A directive leader instructs the subordinates and gives them clear and specifics instructions to perform their tasks. the timeline for job. establishes a high standard of excellence for subordinates and seeks for continuous improvement. A directive Supportive: A supportive leader deals more with the well being and the human needs of the subordinates.Leadership Styles There are four leadership styles that can be used by the leader to help the subordinates achieve the goals. Participative: A leader who exerts a participative style is one who invites subordinates to share the decision making. Achievement-Oriented: A leader. This kind of leader asks subordinates for ideas. Path Goal Leadership Theory Applied The next chart displays what leadership style suits best the different situational factors Ups and Downs of the Path Goal Leadership Theory . A leader like this shows great confidence in their subordinates to set and achieve challenging goals.
The theory doesn t clearly explain the relationship among these factors. In other words. Considerate motivational factors in the theory. The Down Side y y y Broad Scope. It s practical. Summary to the Path Goal Leadership Theory The Path Goal leadership theory dates back from the 1970s and it was the first leadership theory to include subordinate motivation. and two situational factors: the employee (subordinate) and the environment. in fact. In fact. A one-way direction. trying to incorporate so many variables in the prediction of the proper style to a specific work setting and task can be very hard to do. The scope of the theory it s too broad. It tells you what leadership style to use in different situations. . it was the first to incorporate these factors from the expectancy theory. The theory places great responsibility on leaders and much less on followers. because theory promotes dependency. The theory provides a framework to understand how the four leadership styles affect employee performance (satisfaction and productivity). and as such it tries to identify which leadership style best suits the different combinations of situational variables. This is a contingency theory. The theory identifies four different leadership styles. the theory does not explain how a leader can employ the leadership styles to assist employees to feel competent or assured of success.The Up Side y y y What leadership style to use is the goal of the theory? It informs leaders about how to choose an appropriate leadership style based on the situational variables. Each of the situational factors has a set of variables that define them. Followers risk becoming dependent on the leader. Not clear on leader behavior worker motivation. the basic principles of it are derived from the expectancy theory. there are so many combinations of the situational variables that it¶s a daunting task to clearly define the situation. The scope of the theory it¶s too broad.
so do your best at your position. you should know that your work is helpful and useful for the project (if it weren¶t you wouldn¶t be there). Be A Team Player Be Excellent at What You Do . they know their actions are their words. so find one you know your skills are important and be a leader. so the leadership skills needed to lead don¶t come naturally at hand. Be Generous: We all love to be on the spotlight or being recognized for our accomplishments. but after a while you become used to it. then better yet. By being excellent they set the standard they expect from everybody else. leaders help other to achieve their goals and if their goals are common ground for the project. Leadership From Where You Are is that. Always think what consequences your actions will have for the project and your team mates. Great Leaders have to be excellent at what they do. Be A Leader on Something: Probably the project you¶re working on has a lot of different areas to address. and probably you cannot lead in all of them. ATTITUDE I work in the software industry and in the last couple of years no matter my position in the company. but would you prefer to be noticed for doing a poor job? I bet you wouldn¶t. I need to admit that is not an easy task. and sometimes is really difficult. if you¶re not in the spotlight. or actual work to show the way it should be done. improvements.Leadership from where you are In several posts I¶ve talked about the importance of the attitude you have about Leadership. : Always remember that the success of the project has 1. the attitude is more important than your position. but sometimes you have to help a colleague or team mate to achieve his or her goals. you do too (to some extent of course). : Even if you don¶t lead. You probably think it¶s not noticed. be the first to do suggestions. 2. nothing to do with your success. give your best at what you do. if the project fails. even 4. You have to work a lot on the Emotional Intelligence side. Most of the time we work in teams. no matter how ³small´ or ³big´ their position is. and you start to be a team player. Take the lead! 3. and have to do a lot of ³put yourself in the other person¶s shoes´. in every project I¶ve been involved I have to work with people from other areas in the company and from other companies as well. I would like to share with you 4 tips that I think are important when working in project environments where you work mostly on teams. or easy to see.
L. Burns. Downton in his work Rebel leadership: Commitment and charisma in a revolutionary process. 2004). from your actual position in your company. (Northouse. and of course. Don¶t wait anymore you can lead now right there. where you are now. 2002). Both types of leadership are defined in terms of the component behaviors used to influence followers and the effect of leaders on the followers (Yukl. Transactional and Transformational Leadership The essence of the transformational leadership theory is the distinction between transformational and transactional leadership. rather than on personal characteristics and follower relations (Lussier & Achua. K. Be Alert. these are four things I just thought I¶d like to share with you from my experience. I have to say I believe these are fundamental to become an excellent leader. Since the 1980s Transformational Leadership has been the focus of much research. Gardner found that one third of the research made was about transformational or charismatic leadership. 2004) Transformational Leadership is characterized for an exceptional level of influence that leads the followers to perform well beyond what is usually expected of them. The ideas behind Transformational Leadership are based on the works by J. ethics. Bass.B.M. or field of work.M. and B.V. the needs of the leader. By 2001. and the needs and motives of the followers. Lowe & W. long term goals. Remember. Is there any other tip you can think about to Lead from Where You Are? Don¶t be shy. Transformational Leadership in Research The term ³Transformational Leadership´ was coined in 1973 by J.So far. Transformational Behaviors . and let us all know. It has to do with emotions. values. industry. A third type of leadership laissez-faire leadership has also been included to identify leaders that do not exhibit transformational or transactional behaviors. Be a Leader Transformational Leadership has been defined as a process that changes individuals. Transformational Leadership places attention on the leader¶s transforming abilities. It incorporates charismatic and visionary leadership also.
that is. on a daily basis. Inspirational Motivation: Leaders that exhibit this behavior are able to communicate high expectations to followers. the leader has to share that vision back to the organization and make it happen. and to test new approaches in solving issues inside the organization. . standards or metrics have not been met. They also act as coaches and advisers to help the followers grow in their professional development. using pep talk and encouraging words. Laissez-faire Behaviors y Laissez-Faire: This behavior is basically linked to a leader who does not perform as one. They provide followers with a vision and a sense of mission. These leaders enhance team spirit. gives no feedback. Clearly it s a transaction. In that way they can opt to become strong role models to their followers. Transactional Behaviors y y Contingent Reward: The efforts of the followers are valued in specific rewards. It takes two forms.y y y y Idealized Influence: Leaders that exhibit this behavior are the strong role models for followers. These leaders usually have very high standards of moral and ethical conduct. or as often as the process can be monitored. Without vision there¶s not transformational leadership. The active form includes behaviors that tend to correct the mistakes as soon as they appear. and makes little or no effort to satisfy follower s needs. The leader has to develop a vision that takes into account the collective interests of individuals within the organization. Individualized Consideration: Leaders that exhibit this behavior provide a supportive climate to listen to individual needs of the followers. The leader then tries to establish a payoff for the necessary efforts to do the job. leadership absence. to challenge established standards. They have to pay great attention to their behavior. After developing the vision. active and passive. build a strong set of values. negative feedback. It has to do with corrective criticism. Transformational Leadership in Practice For this approach to work the leader has to work on his or her personal characteristics. Intellectual Stimulation: Leaders that exhibit this behavior stimulate followers to be creative and innovative. and negative reinforcement. Management by Exception: When deadlines. then the manager comes in. The leader abdicates responsibility. The passive form has to do with the measures taken after the standard or process has failed. and inspire them to commit to the shared vision of the organization. delays decisions.
Transformational leaders move followers to accomplish more than what is expected of them. as such both parties are involved in developing and nurturing the relationship. some say the leader might be acting on his/her own and placing himself or herself over the followers needs. (Northouse. It s elitist and antidemocratic. The Down Side y y Not too clear. Because of the prominent positions leaders have inside the organization. there s a lot of evidence to prove that transformational leadership works. It works. the leader is involved in the culture of the organization and help shape its meaning. and Individualized Consideration. Summary to Transformational Leadership With its roots in 1973 when the term was first coined. The key to understand Transformational Leadership is that it takes into account the followers needs and encourages the followers to become the best they can. There are 4 basic behaviors that transformational leaders exhibit: Idealized influence. Leadership is a process that occurs between leaders and followers. Intellectual Stimulation. Leaders that exhibit Transformational Leadership behaviors are perceived as more effective. transformational leadership has been since the 1980s and has been the subject of many studies since then. has to be out front advocating change for others. establishing visions and advocating new directions.A great transformational leader is a ³social architect´. The needs of others are fundamental for transactional leadership. 2004). Inspirational Motivation. Ups and Downs of Transformational Leadership The Up Side y y y It s intuitive. . and their role in changes. the appeal of the approach is based on the common conception that a leader has to provide a vision. There are so many areas in which the leader can be of influence that is not clear what parameters take into account to perform a clear measure of it. lacking conceptual clarity is one of the criticisms to this theory. and with better work outcomes.
? 5. 3. Remember that you will not follow someone lacking purpose and direction in leading. 2. today more than ever personal relationships play a big role in the outcomes of every team or work group. the minute you feel uncomfortable with your actions. is knowing them. and that sense comes from understanding yourself. As said in question #2 your actions reveal your values. you¶re probably wasting more energy and efforts on things you shouldn¶t. you should rely on self discipline. No matter how good you¶re at something. One of the most important values you should foster is integrity. 1. if you can¶t perform consistently and with discipline in the long term you will not have the respect of your group. You¶ll know you¶ve broken one of those laws. written by Bill George. The key issue here is to know that leaders are at the mercy of their egos if they don¶t have a real sense of purpose. and having a good understanding of why they¶re working. A good leader knows how to appeal the souls of their colleagues/employees to reach performances way ahead of what is expected. Nobody follows someone who can¶t control him/herself. watch your actions. These questions have been adapted from the book Authentic Leadership: Rediscovering the Secrets to Creating Lasting Value (J-B Warren Bennis Series). enduring Relationships? Today¶s work is a call for working on teams. Do you have Good. But most important. and will in turn result into a deeper commitment of the group to their work. they are 100 percent clear of their strengths and weaknesses. The next five questions will help you measure your leadership and figure out.5 questions to seize leadership One of the key issues with leaders is that they know really well what they¶re good at. The ability to develop good relationships is one that a leader needs to work on to connect with his/her team. from knowing your passions and your motivations. the ones that direct all your actions. Do you base your actions on Solid Values? Your values are your internal laws. Last but not least. self discipline is the quality that helps you gain the respect of others. Are you listening To Your Heart? Appealing to your team¶s hearts and minds is more than giving a pep talk. 4. how good you¶re at what you do. Do you know What Your Purpose is Do you have Self Discipline . so if you want to lead. and people will follow. If you want to identify your core values. Values and character define leadership. ? If you don¶t. Know your purpose.
And as always.I hope these questions help you to identify what are the things you have/need to improve to become a better leader. Be a Leader . LEADERSHIP ACTIONS Pick one and only the most difficult of the questions for to answer and improve yourself. improve and grow. to be an Authentic Leader in your company and in your life. Be Alert.
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