CHARACTER FORMATION WITH
LEADERSHIP, DECISION MAKING,
MANAGEMENT AND ADMINISTRATION
Organizational Leadership
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ORGANIZATIONAL LEADERSHIP
Learning Objectives
After reading this module, you will be able to:
1.
2.
3.
4.
5.
6.
7.
Fully understand and discuss the concept of leadership.
Correctly identify the factors of leadership.
Explain exactly the theories of leadership.
Enumerate and demonstrate the leadership principles.
Outline accurately the process of great leadership.
Enumerate the six points of leadership power.
Report comprehensively the leadership traits, styles and their pros and
cons.
8. Understand and lecture the ethics in leadership.
9. Discuss correctly how to become an ethical leader.
10.
Enumerate the three major elements of ethical leadership.
11.
Describe perfectly the impacts of ethical leadership.
12.
Illustrate and explain correctly the 4-v model of ethical leadership.
13.
Lecture on the values formation in leadership and the reason why
values matter to leaders.
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Leadership is the practice of driving people to achieve goals. This plays
an important role in success and efficiency of subordinates. Leaders do this by
providing many means of shaping the actions of subordinates. It’s a process
whereby an individual influences others and guides the organization in a
manner that makes it more cohesive and coherent.
While leadership is learned, a leader’s skills and knowledge can be
influenced by his or her attributes or traits, such as beliefs, values, ethics, and
character. Knowledge and skills contribute directly to the process of leadership,
while the other attributes give the leader certain characteristics that makes
him or her unique. A leader might have learned the skills in counselling others,
but her traits will often play a great role in determining how he counsels.
FOUR PRIMARY FACTORS OF LEADERSHIP
(U.S Army, 1983)
1. Leader
An individual appointed as a leader must understand himself honestly,
what he knows and what he can do. Take note that it is the followers that
decide whether the leader is successful, not the leader or anyone else. If
they don’t trust their leader, lack confidence, they’ll be uninspired. To be
successful you have to persuade your followers that you are worthy of being
followed, not yourself or your superiors.
2. Followers
Different people expect different leadership styles. A newly-employed
deserves more supervision than an accomplished subordinates does. An
individual without motivation needs a different approach than one with a
high motivation level. You have to know your people, as a leader. The basic
starting point is to have a clear understanding of human nature such as
needs, feelings, and motivation. You have to come to learn the be, know and
do qualities of your people.
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3. Communication
Being a leader, you lead by bidirectional communication. A great deal of
that is nonverbal. For example, when you “set an example,” that shows your
people you wouldn’t ask them to do something either strengthens or
destroys your relationship with your followers.
4. Situation
Every situation is different. Everything you do in one situation isn’t
automatically going to work in another. You have to use your discretion to
determine the best course of action and the style of leadership needed for
each situation. You may need to face a subordinates for inappropriate
behaviour, for example, but if the confrontation is too early, too harsh or too
mild, then the outcomes may prove ineffective.
Take note also that the disorder typically affects a leader’s actions more
than its characteristics. This is because while traits can be impressively
stable over a period of time, they have little consistency in situations
(Mischel, 1968).
The theories below explain how people turn themselves into leaders. The
first two demonstrate to a small number of people the nature of leadership,
while the third is the dominant theory today.
1. Trait Theory
Some personality traits may lead naturally into leadership roles.
2. Great Events Theory
A crisis or important event can cause a person to rise to the occasion,
putting forth extraordinary qualities of leadership in an ordinary person.
3. Transformational or Process Leadership Theory
Today, it is the widely accepted theory. People can opt for leadership. People
can learn the ability to take leadership.
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A leader sets the company or organization a specific vision, motivate
employees, guides workers through the cycle of work, and creates morale.
They’re made good leaders, not born. You will become a successful leader if
you have the will and the willpower. Good leaders grow through a cycle of
self-study, education, training and experience that never ends (Jago, 1982).
There are many things you have to be learn and do to inspire your
workers or subordinates into higher levels of teamwork. These also do not
come easily but are gained through ongoing research and study. Good
leaders work and study constantly to develop their leadership skills; they do
not rely on their past achievements.
?
Although your role as a manager or supervision gives you the authority
to accomplish certain tasks and objectives within the organization
(Assigned Leadership), this power does not make you a leader, it simply
makes you a boss. Leadership differs in that it makes the followers want to
achieve high goals (Emerging Leadership), rather than simply ordering
people around (Roe, 2007). Thus, by your position, you get Assigned
Leadership and you display Emergent Leadership by influencing people to
do great things.
TOTAL LEADERSHIP
People want feedback from those leaders they respect and who have a
good sense of direction. They must be ethical, in order to gain respect. This
provides a sense of direction by conveying a clear vision of the future. When
people decide to value you as a leader, they don’t think of your qualities, but
rather watch what you’re doing so they can assess who you really are, they
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use this insight to say if you are an upright and trustworthy leader or a selfserving individual who exploits power to look good and get promoted.
Self-serving leaders are not as effective because their employees only
obey them, not follow them, they succed in many areas because they
present a good image to their superiors, but at the expense of their workers.
Honorable character and selfless service to your organization is good
leadership. In the eyes of your people the leadership is all you do that
affects the aims and well-being of the organization.
MOST IMPORTANT KEYS TO EFFECTIVE LEADERSHIP
(Lamb, McKee, 2004)
1. Trust and Confidence
2. Effective Communication
 Helping employees understand the overall business strategy of the
organization.
 Helping workers understand how they help achieve the
organizational goals.
 Sharing information with workers on how the organization is doing
and how its own group of employees is doing.
So leaders need to be trustworthy and be able to convey a vision of where the
organization needs to go.
LEADERSHIP PRINCIPLES
1. Know Yourself and Seek Self-Improvement
To seek self-improvement means to continually reinforce your attributes.
This can be done by self-reinforce your classes, reflection, and interaction
with others.
In knowing self and seeking self-improvement, leaders should:
a. Evaluate their selves by using the leadership traits and determine their
strength and weaknesses.
b. They have to understand their “be,” “know,” and “do,” attributes.
c. They must work to improve their weaknesses and utilize their strengths.
d. By knowing their selves, and their experience and knowledge of group
behavior, they can determine the best way to deal with any given
situation.
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The strong hard stand may be most successful with some leaders, and in
certain circumstances; however, the “big brother” approach may work better in
other situations. In many ways leaders would also improve their own selves.
Leaders could ask colleagues and superiors for an honest appraisal of their
ability to lead. That will help them identify their strengths and weaknesses.
2. Be Technically and Tactically Proficient
We can’t give that which we don’t have. We can’t make the things we don’t
know right. Respect is the leaders reward showing competence. Thus, leaders
must:
a. Know their job and have a solid familiarity with their subordinate’s tasks.
b. Demonstrate their ability to accomplish the mission.
Tactical and technical skills can be learned from on-the-job training, seminar
and self-directed learning efforts, as mentioned above.
3. Seek Responsibility and Take Responsibility for your Actions
Leaders must:
a. Look for ways to drive the organization to new heights.
b. Look aggressively for demanding tasks.
c. Must use initiative and sound judgement when attempting to perform
jobs which are not needed by grade.
d. Not blame someone as they often prefer to do sooner or later when
things go wrong. They will look at the situation; take corrective
measures and move on to the next challenge.
a.
b.
c.
d.
e.
Seeking responsibilities also means that leaders:
Should be held responsible for their actions.
Are responsible for the results of the acts of the subordinates.
Regardless of their subordinate’s actions, they are held responsible for
the decisions and their execution.
Must issue all directions in their own name.
Must stick to their beliefs and do what they believe to obey right, but
accept justified and constructive critism.
Must now withdraw or demote for a failure that is the result of their
own mistake.
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4. Make Sound and Timely Decisions
This principle suggests that leaders must:
a. Use good problem solving, decision making, and planning tools.
b. Estimate a situation quickly, and make sound decision based on that
estimate. Hesitation or a reluctant to take a decision leads
subordinates to lose confidence in their leadership skills. In effect,
loss of trust creates confusion and reluctant within the organization.
They do not hesitate to reconsider their decision and find it is the
wrong one. Subordinates respect the leader who immediately corrects
errors, rather than attempting to direct through a poor decision.
c. Establish a rational and organized thinking process through the
practice of realistic situational estimates.
d. Plan for any incident reasonably foreseeable when time and
circumstance allow.
e. Seek their subordinates ‘advice and suggestions wherever possible
before making the decisions.
f. Announce decisions in time to allow the required plans to be made by
subordinates.
g. Encourage subordinates to actively predict and make plans.
h. Make sure their policies and plans are familiar with them.
i. Consider the effects of their actions on all organization’s leaders.
5. Set the Example
“We must become the change we want to see.”
-Mahatma Gandhi
Leaders of the organization must:
a. Be a good role model for their employees. They must not only hear
what they are expected to do but also see.
When subordinate’s advances by promoting through ranks, all too
often he or she develops the mentality of “doing as I say, not as I
do.” Nothing forces subordinates out faster. As a leader, your duty is
to set by personal example the expectations for your subordinates. If
you have high personal expectations, then you can reasonably expect
the same from your subordinates. If your personal standards are not
high, then you set a double standard for your subordinates, and you
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b.
c.
d.
e.
f.
g.
h.
i.
will quickly lose their respect and trust. Know your image represents
your subordinates. Examples are demonstrating leadership.
Show their subordinates a desire to do the same things that they
expect to do.
Be physically fit, well groomed, and dressed appropriately. Hold
positive outlook. Establish a desire to compete by capitalizing on the
strengths of its subordinates. The more complicated the situation, the
better the chance to show a calm and confident attitude.
Behave themselves so that their personal habits are not open to
critism.
Exercise initiative in their subordinates and foster the spirit of
initiative.
Avoid showing favoritism to any subordinate.
Share risk and suffering with their subordinates to demonstrate their
ability to bear their share of the hardship.
Develop the thought among their subordinates that they are the best
officer for their position.
Delegate authority and avoid over-supervision to create leadership
among its subordinates.
6. Know Your People and Look Out for their Welfare
Leaders should:
a. Know human nature, and the importance of caring genuinely for its
subordinates. It is one of the concepts, which most important.
b. Know their subordinates and their responses to different situations.
The knowledge could save lives. A subordinates who is anxious and
lacks self-confidence should never be put in a position where an
important, immediate decision is needed. Knowledge of the
personalities of subordinates will allow the leader to decide how each
subordinate is best handled and when close supervision is required.
c. Put the interests of their subordinates before theirs.
d. Correct complaints and do away discontent.
e. See the company or organization leaders and let them see him/her, so
that every subordinate knows them and thinks they know them.
f. Be accommodating.
g. Get to know the subordinates under their control, and understand
them.
h. Let them see that they are ready to be completely prepared to perform
any role that they can be assigned.
i. Be concern their selves with organization’s leaders living conditions.
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j. Help their workers get the appropriate help from the personal
resources that are available.
k. Protect the well-being of their subordinates by strong hygiene and
sanitation supervision.
l. Determine what the mental disposition of their subordinate is;
maintain communication with their thoughts.
m. Ensure bonuses are allocated equally and equitably. Encourage
customized development.
n. Provide ample time for leisure, and focus on participation.
o. Share their subordinates struggles so that they can understand their
reactions better.
7. Keep Your Subordinates Informed
To promote efficiency and morale, a leader should:
a. Inform the subordinates of all happenings in his organization and give
reasons why things should be done. This is done when time and wellbeing permit, of course. Informing the collagues about the situation
makes them feel a part of the team. Smart subordinates perform
better, and can carry on without your personal oversight if they are
aware of the situation. Know how to communicate with superiors and
other key people as well as with them.
The key to providing information is to ensure that subordinate
have enough information to intelligently do their job and encourage
their commitment, passion, loyalty and convictions.
b. Explain whenever possible why they have to do the activities and how
thay plan to do them.
c. Assure their self, through regular inspections, that immediate
subordinates pass on the information necessary. Be alert to detect the
spread of rumors. Stop rumors by replacing them with the truth.
d. Create morale and spirit de corpse by publishing knowledge about the
unit’s achievements.
e. Keep their subordinates aware of existing legislations and regulations
concerning their salaries, promotions, rights and other than
confidential matters.
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8. Develop a Sense of Responsibility in Your Subordinates
a. Leader should help develop good charcter qualities that will assist
them in carrying out their professional duties. Another way to show
your colleagues that you are involved in their well-being is to provide
them with the opportunity to develop their careers.
b. Assigning tasks and delegating the authority to carry out tasks fosters
mutual trust and respect between the leaders and subordinates. It
also helps the subordinates to exercise responsibility and give full
cooperation in the execution of tasks. You show confidence in your
subordinates when you properly delegate authority, and increase their
desire for greater responsibilities. If you fail to delegate authority, you
point to a lack of leadership, and your subordinates may take it as a
lack of confidence in their abilities.
c. Operate through the Chain of Command. Provide clear thoughtprovoking directions. Speak what to do to your superiors, not how to.
Hold them accountable for the outcomes, even if ultimate
responsibility remains yours. Delegate sufficient authority to enable
them to carry out the task.
d. Provide regular opportunities for our subordinates to perform by the
next higher ranks.
e. Be quick to acknowledge the achievements of your subordinates when
they show initiative and creativity. Improve mistakes in judgement
and action in a way that will make the subordinates try harder.
f. Avoid public critism or condemnation. Give free service and
assistance when the subordinates need it. Let your subordinates
know that you will tolerate honest errors in return, without
punishment; teach them through critical and positive guidance.
g. Assign the subordinates to roles according to demonstrated or
potential capability.
h. Be prompt in helping subordinates, and be fair. Have confidence in
each subordinate, until you are convinced otherwise. Willingly accept
accountability, and ensure that your subordinates abide by the same
standard.
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9. Ensure that Tasks are Understood, Supervised, and Accomplished
The secret to the obligation is communication. This idea is in the
exercise of command necessary. Before you can expect the success of
your subordinates they must first know what is expected of them. You
have to convey the directions clearly, in a concise way. Speak at a level
the colleagues are sure to understand but not at such a low level that
their intellect would be offended.
a. Before your subordinate begin a job, let them have the opportunity to
ask questions or seek advice. Supervision is paramount. You cannot
know if the assigned task is being done correctly without supervision.
Subordinates view over-supervision as abuse, and effectively halt their
initiative.
b. Let subordinates use their own strategies, and then test their progress
regularly.
c. Ensure that an order is required before the order is issued. Use the
chain of command established. Give clear, concise, and constructive
orders through research and practice.
d. Encourage subordinates to ask questions about anything that they do
not understand in your instructions or directives.
e. Ask your subordinates if there is any question or confusion about the
mission or task/s to be done.
f. Monitor the execution of your orders and ensure that your
subordinates have the resources necessary to carry out the tasks or
assignment.
g. Vary the monitoring schedule and the points you emphasize during
inspections. Exercise care and supervisory thinking.
10.
Train as a Team
Although a lot of so-called leaders call their organization department,
section, a team; they’re not teams. They are just a group of people who
do their job.
a. With perfection and teamwork as an aim, each waking hour
subordinates should be trained and developed, challenged and
checked, corrected and encouraged.
b. Subordinates are measured in appearance, bearing and attitude, selfimprovement and most importantly, performance.
c. There can be no reason for leaders failing to train their subordinates
to the highest state of physical condition and instructing them to be
the very best in the arms profession.
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d. Train with a reason and emphasize the core element of teamwork.
Cooperation is the secret to efficient operations. Teamwork is
important to the entire order, from the smallest unit. As a leader you
have to ensure that your subordinates work in synergy. Train, play,
and act like a team. Be sure every subordinate knows his/her role
and responsibilities within the context of the team.
When team spirit is in existence, the most challenging tasks
become much easier to achieve. Teamwork is a bidirectional road.
Individual subordinates give their best and the team provides
security, appreciation and a sense of accomplishment to the
subordinates in exchange.
11.
Employ Your Command In Accordance With Its Capabilities
You’ll be able to employ the organization to its fullest ability by
creating a team spirit. Successful execution of a mission depends on how
well you know the strengths of your organization.
a. If the assigned role is one that the subordinates were not prepared to
do, it is very likely to result in failure. Failures lower the morale and
self- esteem of your organization.
b. Seek challenging tasks for your subordinates but be sure the team is
equipped for them and is able to complete the task successfully.
c. Do not volunteer the team for activities that they are not able to
complete. The organization will not only fail but your subordinates
will think you’re out for personal glory.
d. Keep yourself updated as to the operational effective of the team.
Make sure subordinates are given duties that are fair.
e. In an emergency, do not hesitate to demand the utmost.
f. Analyze all assigned tasks. If the means available to you are
insufficient, notify the immediate supervisor and request the
appropriate support.
g. Assign duties to your subordinates equally.
h. Use your unit’s full capabilities before you ask for help.
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Supervision maintains an understanding of the situation, and ensures
proper implementation of plans and policies (U.S Army Handbook, 1973). This
involves giving guidance and reviewing the performance of a job.
There is a small supervisory unit. There is over-supervision (micromanagement) on one side of the bad; and under supervision on the other side.
Over-supervision stifles initiative creates resentment and decrease
morale and motivation. Under-supervision leads to miscommunication, lack of
coordination and the subordinate’s impression that the leader is not concerned
with. Nonetheless, all workers will benefit from proper monitoring by seniors
with more knowledge and experience, who usually appear to more critically
view the situation.
Evaluating is part of supervising. It is defined as evaluating the value,
quality, or significance of people, ideas, or things. This involves looking at the
ways people accomplish a task. This means receiving feedback and
understanding the feedback on how well everything is being done. People
require feedback to be able to judge their performance. Without it, they may
continue to perform tasks poorly, or stop taking steps that make their job
perfect.
Use the checklist to list the activities to be completed. When it comes to
recalling a list of items, almost every one of us has bad memory. List tasks by
priorities.
Example:
“A” – priorities must be done today.
“B” – priorities must be done by tomorrow, and
“C” – priorities need to be followed up within a week.
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Through following through on them double check the important things.
Strange things can happen if you don’t know them. Paperwork gets lost, plans
get changed, and people forget. If you have a checks and double checks
system, you will find errors, have time to correct them, and mitigate any
damage.
INSPIRING SUBORDINATES
It is much easier to get people to do something if they have the drive to
do so. Inspire means to “breathe life in.” And to do that, we have to have a
life of our own.
Three main actions will aid you in accomplishing this:
1. Be Passionate
A trickle-down impact can arise in the organizations where there is
a leader with great enthusiasm about a project. You have to devote
yourself to the job that you do. Do not expect your people to be worked
up about it if you don’t express the excitement.
2. Involve Subordinates in the Decision-Making Process
People involved in the decision-making process are much more
deeply involved than those who simply carry out the order of a manager.
Help them contribute, and inform them that you value their opinions.
When makes sense to do so, listen to them and integrate their
suggestions.
3. Know What Your Organization is About
“The Army is not made up of people. The Army is people. Every decisions
we make is a people issue.”
General Creighton W. Abrams
The same is the organization. It may be making a product or
providing a service, but they are still men. The primary responsibility of a
leader is to grow people and encourage them to attain their full potential.
Your people may come from various of backgrounds, but they all have
goals they want to achieve. Create a “people setting” in which they can
really be everything they can be.
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TRAINING AND COACHING
Training and coaching are two different things, although some use
them interchangeably:
Training – is a structured lesson designed to give people the knowledge
and skills to perform a task.
Coaching – is a process designed to help the employee develop more
expertise and resolve obstacles to improving job performance.
Training and coaching are going hand in hand. First you train
people with a great deal of technical support and then you teach them
with motivational tips. Training as well as coaching help create the
conditions that encourage somebody to learn and develop. People learn
from the experiences of others, by building an image of what they are
trying to learn in their minds by acquiring and knowing the knowledge
they need, by applying it to their job and/ or practice.
COMMON POINTS OF BOTH COACHING AND TRAINING
a. Testing to assess levels of knowledge, capacity and trust.
b. Defines targets that can be routinely calculated. This helps differentiate
these into step-by-step actions.
c. Clarify course, goals and responsibility. To promote accountability,
include the individual or team in the decision-making process.
d. Encourage peer coaching by reminding them that everyone has a stake
in each other’s success.
e. Coaching is more than telling people how to do something, it involves
giving guidance, building skills, generating obstacles, removing barriers
to success, building better sytems, learning through discovery.
f. Cope with emotional challenges by helping them improve, analyzing and
pointing out ways they hold back, encouraging them when they become
frustrated, and so on.
g. Give feedback by pointing and suggesting solutions, rather than actively
criticizing errors.
As a leader you must view coaching from two different viewpoints:
1. Coaching to lead others, and
2. Being coached to achieve self-improvement.
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LEARNING
Conditions of Learning
To be successful in guiding subordinates, the leader must familiarize
himself with these learning conditions and strictly follow them while training
his people:
a. The Person mUst Be Motivated to Learn
You cannot teach certain people who are not inspired to learn
knowledte or skills. They’ve got to feel the need to learn what you say.
Many workers are inspired to do good work. They want to be able to carry
out their duties properly. Their motivation is to be able to carry out their
work in return for a salary, rewards, challenges, job satisfaction etc.
b. Involve Your Subordinates In The Process
Keep their attention in the learning process by deliberately
engaging their minds and emotions. Participate in them through active
capability practice, or through conversation. With a lengthy lecture you
can’t keep their attention.
People normally pay attention for a short period of time (less than
30 minutes). We need to use what they’re told or their minds wander. If
you’re lecturing for an hour, the’re very little to recall.
Alternatively, give a brief lecture, explain (15 minutes or less), and
then practice them. Provide feedback throughout the practice session
until they are able to do it themselves. If this is a large, complicated task,
break it down into short step of learning.
THE SIX POINTS OF LEADERSHIP
Power refers to the ability a person has to control another’s actions such
that he or she behaves according to his or her wishes. Such power is a capacity
or potential as it means a potential that does not need to be realize in order to
be effective. That is, there may be a power but it doesn’t need to be used to be
successful.
The strength of leadership is much more than the use of force.
Leadership encourages others to genuinely WANT to attain a goal, while
dominance drives others to attain a target. A superior police officer, for
example, has certain powers over enlisted personnel, but that power does not
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need to be successful. The mere knowledge that an enlisted person has of the
power of an officer has some control over him or her.
Below are French, Raven’s (1959), Six Points of Leader Power. These power
points will help you to assess the impact you and others have on achieving full
negotiating skills.
1. Coersive Power – Power that is based on fear.
A person with coersive power can make things hard for humans.
These are the people you wish to avoid being angry with. Employees who
work under a coersive boss are unlikely to commit themselves, and are
more likely to resist the manager.
2. Reward Power – Compliance achieved on the basis of the ability to
distribute rewards which others find important.
Might give people special benefits or incentives. Trading favors with
him or her might seem beneficial.
3. Legitimate Power – The power a person receives in an organization’s
formal hierarchy as a consequence of his or her role.
The person has the right too expect you to comply with valid
demands, given his or her status and your job responsibilities.
4. Expert Power – Influence based on special skills or knowledge.
Experience and knowledge give the person respect. Expert
influence is the most firmly and regularly connected to productive output
of subordinates.
5. Referent power – Influence based on individual or desirable possession
of wealth or personal traits.
Sometimes this is seen as beauty, elegance, or appreciation. You
like the individual and you want to do things for him or her.
6. Informational Power – Providing information to others which leads to
thinking or acting in a new way.
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A cyclone has the power to cause heavily damage to crops, houses and
even cities. It could pack a wind of 125-280 km/h enough to create a widespread
destruction. It is said that the cyclone derives its power from its calm center.
Anonymous
“He who is slow to anger is better han the mighty and he who rules his spirit,
than he who captures a city.”
Proverbs 16:32
For leadership the same principle holds true. Leaders being influential
individuals within the organization and having the greatest impact on the lives
of their people, must learn and exercise self-control. Leaders are gaining
people’s trust, power and respect leader has, the greater the confidence,
influence and respect people will have for him. Will you have a calm area like
the cyclone? Have you been self-disciplines? Can one define your life as one of
self-control?
LEADERSHIP TRAITS
“A leader is one who knows the way, goes the way, and shows the way.”
John C. Maxwell
If you describe a leader, he or she can prove to be a creator of difference
between success and failure. A good leader has a futuristic vision and knows
how to turn his visions into success stories in the real world.
Whether you’re just starting out as a leader, or have been leading for a
while, you’ll certainly benefit from understanding the basic characteristics that
all great leaders have. The role of manager or boss transcends productive and
efficient leaders. We also found a way to achieve the perfect blend of charm,
passion and self-assurance. It may seem as if some people are born with
leadership skills, but with time and practice the reality is most leadership
characteristics can be trained, adopted, and strengthend. As we delve into the
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list of effective leadership traits, you will learn the behaviors and attitudes of a
good leader.
Let us take a close look at some of the important qualities of leadership,
which separate good leaders from bad ones. You must have all these qualities
to become a good leader, but if you lack some of these qualities, then you might
struggle to make the mark in the leadership world.
1. HONESTY AND INTEGRITY
“The supreme quality of leadership is unquestionably integrity. Without it,
no real success is possible, no matter whether it is on a section gang, a
football field, in an army, or in an office.”
Dwight D. Eisenhower
th
34 President of United States
Honesty and integrity are two key ingredients that make for a good leader.
How can you except honesty from your followers when you yourself lack these
qualities? Leaders flourish when they hold to their core values and beliefs and
this won’t be possible without ethics.
2. CONFIDENCE
You should be comfortable enough to be an effective leader and ensure
people obey your orders. If your own decisions and values are uncertain,
otherwise your subordinates will never obey you, display some assertiveness in
order to gain the respect of your subordinates. This doesn’t mean you should
be overconfident, but at least you should show the degree of confidence needed
to make sure your followers trust you as a leader.
3. INSPIRE OTHERS
“If your actions inspire others to dream more, learn more, do more and
become more, you are a leader.”
John Quincy Adams
Probably the hardest thing a leader has to do is persuade others to comply.
It can only be so if by setting a good example you inspire your followers. They
look up to you when the going gets tough, and see how you react to the
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situtation. They’ll follow you, when you handle it well. As a leader, you should
think positive and your actions will make this positive approach clear. When
you succeed in empowering you subordinates, you can easily resolve every
obstacle now and in the future.
4. COMMITMENT AND PASSION
The team looks up to you and you’ll have to be enthusiastic about that too if
you want them to give their all. If your team sees you’re getting your hands
dirty, they’ll give their best too. It will also help you gain your subordinates
‘confidence and instill new energy in your team members, which will make
them perform better. When they believe you are not fully committed or lack
motivation, then inspiring your followers to achieve the goal would be an uphill
task for you as a leader.
5. GOOD COMMUNICATOR
As a leader you have to communicate your vision clearly to your team and
tell them the plan for achieving the goal, it will be very difficult for you to get
the results you want if you don’t. You can never be a good leader because you
can’t effectively express your message to your team. Words have the potential
to get people motivated and make them do the unthinkable. If you are making
effective use of them, you can also achieve better results.
6. DECISION-MAKING CAPABILITIES
A leader should have the ability to take the right decision at the right time,
in addition to having a futuristic vision. Leaders take actions that have a
profound impact on the people. A leader should think long and hard before
taking a decision is made. Although most leaders make their own decisions, it
is highly recommended that you consult key stakeholders before you make a
decision. After all, they will benefit from your decisions or suffer from them.
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7. ACCOUNTABILITY
“A good leader takes little more than his share of the blame and little less
than his share of the credit.”
Arnold H. Glasow
Make sure each of the subordinate is responsible for what they do. Give
them a part on the back if they do well but when thay fail make them holding
them to account for their actions will create a sense of duty among your
subordinates and they will be more serious about the organization.
8. DELEGATION AND EMPOWERMENT
You just can’t do it all, right. Focusing on key responsibilities is vital to a
leader, while leaving the rest to others. Empower and delegate the duties to
your followers. When you try to micromanage your subordinates, a lack of trust
will grow and more importantly you won’t be able to focus on important things,
as you should. Delegate the subordinates duties and see how they do. Provide
them with all the resources and support they need to attain the target and give
them an opportunity to bear responsibility.
9. CREATIVITY AND INNOVATION
“Innovation distinguishes between a leader and a follower.”
Steve Jobs
In order to get ahead to today’s fast-paced environment, a leader must be
creative and innovative at the same time. That helps you and your team stand
out from the crowd, is creative thinking and relentless out of the box and
transforming those ideas and goals into reality.
10.
EMPATHY
As Leaders, empathy with your followers will grow. Don’t adopt a dictatorial
style, and utterly lack empathy. You’ll fail to connect more directly with your
followers. Knowing the followers’ issues, and experiencing their pain, is the first
step towards becoming effective leaders. Even that is not enough until you
work hard and provide the appropriate solution for yor followers.
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Below are the leadership styles Lewin, K. has defined, et al. read each style
carefully and discuss their advantages and disadvantages over the lines given
below.
1. TRANSACTIONAL LEADERSHIP
This strategy is strongly disciplinary, and is often called a leadership style of
“telling.” The leader gives instruction to the members of his team and then
used various incentives and punishments to either appreciate or punish what
they do in response. Leaders give praise for a job well done or for a group
member to perform a department-wide mission hated because they missed
deadline.
Pro:__________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
Con:_________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
If you often use the threat of having to stay late when you need to inspire
your team and you are continually brainstorming clever ways to acknowledge
solid work, you might be a transactional leader.
2. TRANSFORMATIONAL LEADERSHIP
With this style of leadership, by empowering their workers to change,
leaders are trying to enhance or transform the individual or group into which
they lead. Such leaders are working at making changes and finding new ways
to get things done. And as aresult, by their ideas or insights into how
something should be improved or adjusted for their own work, they encourage
and motivate others. Under transformational leaders, people have plenty of
flexibility, as well as plenty of breathing space to innovate and think outside
the box.
Pro:__________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
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Con:_________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
When you look at every single existing process with a discerning eye and a
strong sense that it might be better, you could be a transformational leader.
You also encourage other people to get out of their comfort zones and reach
their own boundaries. You will burst with pride whenever you see a member of
a team achieve something previously thought impossible.
3. SERVANT LEADERSHIP
“Leaders are the ones who are willing to give up something of their own for
us. Their time, their energy, their money, maybe even the food off their
plate. When it matters, leaders choose to eat last.”
Servant leaders work with this traditional motto: “Serve first and lead.”
Instead of thinking about how to inspire people to follow their lead, they
channel most of their energies into seeking ways to help others.
They make other people’s needs a priority over their own. Besides being
natural leaders, those who follow the paradigm of servant leadership don’t try
to hold a white-knuckle grip of their own rank or strength. Instead, they focus
on the advancement and growth of the people who follow them.
Pro:__________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
Con:_________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
You might be a chief servant if you’re known to say, “What can I do to
help?” so you attach great importance to avoiding roadblocks so helping others
get things done. When you are asked you never think twice about helping out,
because you know that when you return, your own to – do list will still be
there.
Pro:__________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
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Con:_________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
4. DEMOCRATIC LEADERSHIP
You could also hear this style of leadership preferred to as “participatory
leadership.” Members manage organization and programs as well, a
democracy.
Even though these leaders on the organizational hierarchy are statistically
higher, they prioritize working together and actively engaging their colleagues
in the decision-making process. Democratic leaders respect other people’s
ideas and feedback, and encourage discussion of those inputs. We don’t carry
on orders from above, but take a much more inclusive approach to doing
things.
Pro:__________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
Con:_________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
If you think the best meetings are the ones where everyone has a fair
chance to weigh in, you might be a democratic leader. You could not remember
the last time you made an important decision without at least one other person
getting input.
5. AUTOCRATIC LEADERSHIP
On the contrary to democratic leadership their is autocratic leadership. You
might think of that as an alternative to “my way or the highway.” Autocratic
leaders see themselves as having absolute power and decide not just what need
to be done, but how to accomplish certain task too.
Pro:__________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
Con:_________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
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You may be an autocratic leader if you think that group meetings and
brainstorming just slow things down, so it’s easier if you make important
decisions on your own and if you hate them when workers challenge your
decisions. That’s final when you’ve said something.
6. BUREAUCRATIC LEADERSHIP
To put it another way, bureaucratic leaders go “by the book.” With this
style of leadership. There is a specified collection of boxes to check to be a true
leader. Bureaucratic officials, for example, possess hierarchial authority. A
power comes from a formal position or title rather than from the unique
characteristics or characteristics they hold. They also have a set list of duties,
as well as clear rules and procedures for how they will handle and make
decisions for others. They just have to follow the path set out for them.
Pro:__________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
Con:_________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
You may be a bureaucratic leader if you often find yourself questioning how
you predecessor has treated those situations that you want to make sure you
follow the agreed protocol. You also seek assurance that whenever you are
charged with something different, you are doing things right.
7. LAISSEZ-FAIRE LEADERSHIP
This is A French word that translates to “leave it be” which sums up this
hands-off leadership approach accurately. Micromanagement is just the
opposite. Laissez-faire leaders have the tools and services required to do so.
But then they step back and let their team members make decisions, sole
problems and get their work done without having to worry about their every
move being obsessively watched by the leader.
Pro:__________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
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Con:_________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
You could be a laissez-faire if in project status update meetings, you hardly
do any of the conversations. Alternatively, members of your team are the ones
who fill you in where things are. You’re really only focused on two key points
are in most events and projects: the beginning and the end.
8. CHARISMATIC LEADERSHIP
Charismatic leaders have charismatic personalities and a great deal of
determination to achieve their goals. Such leaders use eloquent communication
and persuasion to unite a team around a cause, nstead of promoting actions by
strict instructions. You will spell out their dream clearly and get other people
excited about the same target.
Pro:__________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
Con:_________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
You could be a charismatic leader if you’re knowing to give outstanding
style of presentations of “rally the troops.”
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“An ethical leader is someone who lives and dies for integrity. Doing the right
thing, even when it hurts, is the ethical leader’s mantra.”
Heather R. Younger
Founder of Customer Fanatix
Ethics is about the types of values and morals that a person or a
community finds acceptable or necessary. In addition, ethics is concerned with
the morality and actions of individuals. They look to leaders when it comes to
ethics to lead on ethics and take responsibility for both good and bad results.
Ethically leading leaders are role models promoting the value of ethical
standards, keeping their people accountable for those principles, and cruciallydesigning environments in which others work and live. As mentioned below, it
has been shown that ethical leadership produces a variety of positive results
and reduces the risk of many negative results. Thus, leadership can be the
most effective tool in an ethical system designed to support ethical behavior.
Ethical leadership is leadership motivated by respect for ethical beliefs
and values, and other people’s integrity and rights (Watta, 2008). It is therefore
related to values such as honesty, sincerity, care, beauty and fairness (Brown,
M. et al, 2005).
HOW TO BECOME AN ETHICAL LEADER?
a. Define and Align Your Values
Consider the morals you were raised with:
 “Treat others how you want to be treated”
 “Always say “thank you”
 “Help those who are struggling,” etc.
But as you evolve, and as society progresses, traditions alter, often causing
changing values. Ask yourself what matters to you as a person, and then align
that with your leadership goals. Its not only reflects your honesty in describing
your beliefs, it also inspires the colleagues to do the same, building a shared a
vision for all staff.
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b. Champion the Importance of Ethics
An ethical leader’s job is to focus on the overall significance of ethics,
including ethical standards and other ethical issues, and how those factors
that influence society. As an ethical leader, educating peers about ethics is
crucial, particularly in cases where they face an ethical issue at work.
c. Hire people with Similar Values
Although your views need not be identical to those of your workers, you
should be able to establish common ground with them. This often starts with
the hiring process and is sustained through a declaration of vision.
d. Promote Open Communication
Each subordinate is different although they share similarities. Be open
with every decision you make, and seek input from your team. It makes you
become a better leader and helps you feel more comfortable in expressing your
thoughts or concerns with your subordinates. Collecting input from your team
will help you improve as a leader and will push the organization forward.
Good ethical practitioners tend to be good communicators. Individuals
interact differently. Some may feel comfortable speaking in public, irrespective
of staff or circumstances, while others may refuse to talk with a leader due to
fear, anxiety or simply not knowing how to express what they are trying to say.
They could speak better via email, rather than in person.
Communicating with each member of the team is an ethical leader’s task
but also allowing for open conversation, as some people may have questions
and concerns that need to be answered. Creating camaraderie with your team
is vital to the leaders. Relationships of quality appear to be founded upon
honesty, justice, dignity, transparency, compassion and respect.
e. Beware of Bias
As people many of us have antiquated or mistaken convictions,
subconscious or otherwise. Every leader wants to admit to their shortcomings
but failure to practice self-awareness will lead to detrimental effects. Everyone
has prejudice, but you haven’t been called on for the longest time, because
you’ve never really been tested. Leaders need to look at themselves and be
honest in fact having prejudices that can impinge on the feeling of ease at work
of another person. For you to build and maintain better relationships with your
subordinates, be an open-minded leader.
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f. Lead By Example
Leading by example is a noble attribute of a leader. The best way to
ensure an ethical organization is to lead by example. It is important to
remember as an ethical leader, that actions always speak louder than words.
People are more likely to judge others, rather than what they say, based on
how they behave. Ethical leaders may begin to earn the respect of their peers
by practicing and demonstrating the use of ethical truthful, and unselfish
conduct to subordinates.
g. Find Your Role Models
In history, there are many leaders, doing a little study of strong, powerful
leaders and trying to identify what they are doing well. Then incorporate it into
their own style of leadership.
h. Care for Yourself so you are able to Care for Others
As the saying goes, “You can’t pour from an empty cup.” The
cornerstone for strong leadership is to have a calm and competent disposition.
This can be done by ensuring that you, as a person, are focused on fulfilling
your own needs such as sleep, nutrition and a true relationship with loved
ones.
It may seem easy to devote time to self-care, but ultimately it’s crucial to
improving your leadership abilities. The leader who is happy and satisfied with
life seeks peace and fulfillment for those they lead.
Ethical leaders will help to build a healthy atmosphere through constructive
partnerships at three levels: the individual, the team, and the organization at
large. Nurturing connections at each of these levels will result in the following
outcomes and benefits:
1. The Well-Being of the Individual
A strong ethical leader has an important responsibility for maintaining a
positive working environment. Ethical leaders leading by example should
persuade others to do likewise. People are generally influenced by the things
occurring around them. Good contact between colleagues can help to influence
efficiency and attitude in the workplace.
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2. The Energy of the Team
Ethical leadership can also include behavior control and co-operation
within a team. In the workplace, morale usually is stronger when people get
along with each other. When colleagues work as a team, this can help build
relationships in the workplace and improve the group’s overall performance.
Strong leaders usually lead by example.
3. The Health of the Organization
The value of maintaining a positive mindset in the workplace has much to
do with improving the organization’s overall health. When people are able to
show respect for each other and value the views of others, this can help to
create a productive work climate. There can be an ethical organization when
people’s groups work together in an atmosphere of mutual respect where they
can develop individually, build friendships and contribute to the overall
objective.
THE 4-V MODEL OF ETHICAL LEADERSHIP
The 4-V model aims to reconcile internal beliefs and values for the
common good with external behaviors and actions.
The four V’s stand for:
1.
2.
3.
4.
Values
Vision
Voice, and
Virtue
These characteristics help to build a strong ethical leader. In the end, an
ethical leader’s main goal is to create a world in which the future is positive,
inclusive and allows all individuals to pursue and fulfill their needs and fulfill
their maximum potential.
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Values is not a subject that has been talked about so often but one that
plays an important role in acts and performance. Because values are personal
not always clearly defined, they remain an essential but under-discussed and
undervalued part of who are as an individual and as a leader.
Everyone has values, and when clearly understood and established, they
become much more important. To get the most out of what happens, the best
initial step would be to identify your values and write down those that are most
important to you.
1. Values Guide Your Decisions
You have a lot of decisions to make as a dictator, those that only affect you
and those that impact many others. Once you start with your principles,
choices, big or small, can be taken faster, simpler and with greater confidence.
Go your choices against your merit scheme. It’s the best place to start.
2. Values Strengthen Your Ability to Influence
If you associate with your beliefs, you are communicating with your
passions. People are drawn to you when you speak with passion, they are more
likely to hear your message and you will be more successful in persuading and
influencing. As a leader it should be self-evident why this is vital to your
values.
3. Values Create Clarity
When you’re happier your life is simpler in so many ways. Clarity helps you
concentrate, make yourself more successful and much more. One of the fastest
ways in your life to achieve clarity is to be clear about your beliefs first. If you
work from this point of departure all the other clarification advantages will
follow.
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4. Values Reduce Stress
The majority of the people I know want less tension in their lives. It’s
doubly important a leader because your tension is infectious-it infects those
around you. It’s easier to communicate when the choices are smoother, and
you’re clearer about issues that you’ll have less tension. In the past you may
not have been talking about values in this way; but it is absolutely tru that
living from your values is a great way to reduce stress.
5. Values Guide Your Actions
Knowing and understanding your beliefs, is one thing. Behave according to
them is another matter. This reality has an effect on all the ideas that have
been shared so far, because all the advantages are achieved when you
recognize and then act upon your beliefs. Of those advantages, this is the most
practical. Your beliefs are what drive your actions.
While it helps to define who you are, having clear beliefs can be so much
more useful on a daily basis. It allows you to be a more successful, efficient
and confident leader by being clear on your values.
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