Superwava's Blog

Leadership

Posted on: January 5, 2012

leadership

leadership development methods and tips

Explaining and understanding the nature of good leadership is probably easier than practising it. Good leadership requires deep human qualities, beyond conventional notions of authority.

In the modern age good leaders are an enabling force, helping people and organizations to perform and develop, which implies that a sophisticated alignment be achieved – of people’s needs, and the aims of the organization.

The traditional concept of a leader being the directing chief at the top of a hierachy is nowadays a very incomplete appreciation of what true leadership must be.

Effective leadership does not necessarily require great technical or intellectual capacity. These attributes might help, but they are not pivotal.

Good leadership in the modern age more importantly requires attitudes and behaviours which characterise and relate to humanity.

The concept of serving is fundamental to the leadership role. Good leadership involves serving the organization or group and the people within it. Ineffective leaders tend to invert this principle and consider merely that the leader must be served by the people. This faulty idea fosters the notion that leadership as an opportunity to take: to acquire personal status, advantage, gain, etc., at the expense of others, which is grossly wrong. Leadership is instead an opportunity to give; to serve the organization, and crucially the people too. The modern notions of ‘servant leader’ and ‘servant leadership’ are attributed to Robert K Greenleaf (in his 1970 essay The Servant as Leader) however the philosophy and concept of leadership being a serving function rather than one that is served, is very old indeed and found in ancient civilisations and religious writings.

Leadership is centrally concerned with people. Of course leadership involves decisions and actions relating to all sorts of other things, but leadership is special compared to any other role because of its unique responsibilty for people – i.e., the followers of the leader – in whatever context leadership is seen to operate.

Many capabilities in life are a matter of acquiring skills and knowledge and then applying them in a reliable way. Leadership is quite different. Good leadership demands emotional strengths and behavioural characteristics which can draw deeply on a leader’s mental and spiritual reserves.

The leadership role is an inevitable reflection of people’s needs and challenges in modern life. Leadership is therefore a profound concept, with increasingly complex implications, driven by an increasingly complex and fast-changing world.

Leadership and management are commonly seen as the same thing, which they are not. Leadership is also misunderstood to mean directing and instructing people and making important decisions on behalf of an organization. Effective leadership is much more than these.

Good leaders are followed chiefly because people trust and respect them, rather than the skills they possess. Leadership is about behaviour first, skills second.

This is a simple way to see how leadership is different to management:

  • Management is mostly about processes.
  • Leadership is mostly about behaviour.

We could extend this to say:

  • Management relies heavily on tangible measurable capabilities such as effective planning; the use of organizational systems; and the use of appropriate communications methods.
  • Leadership involves many management skills, but generally as a secondary or background function of true leadership. Leadership instead relies most strongly on less tangible and less measurable things like trust, inspiration, attitude, decision-making, and personal character. These are not processes or skills or even necessarily the result of experience. They are facets of humanity, and are enabled mainly by the leader’s character and especially his/her emotional reserves.

Another way to see leadership compared with management, is that leadership does not crucially depend on the type of management methods and processes a leaders uses; leadership instead primarily depends on the ways in which the leader uses management methods and processes.

Good leadership depends on attitudinal qualities, not management processes.

Humanity is a way to describe these qualities, because this reflects the leader’s vital relationship with people.

Qualities critical for a leader’s relationship with his/her people are quite different to conventional skills and processes

 

source: http://www.businessballs.com/leadership.htm

 

Opinion:

everything in that article is so true.it tell you how to build or find a good leadership and also tell you about the difference between leadership and management

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