1.5 - About University

1.3H OW E FFECTIVE L EADERS A CT: AN O VERVIEWInspired by Geoffrey Bellman, Warren Bennis, Bert Nanus, and Debra Benton.Leadership is an incredibly complex and varied topic, encompassing everything from interpersonalrelationships to corporate strategy. This tool moves you above your day-to-day leadershipactivities, to take a bird’s-eye view of leadership fundamentals. A leader’s theory is nosmall matter. It has a lot to do with his or her long-term success as a leader. Think hard aboutyour own leadership style, strengths, and development needs as you read this overview of howeffective leaders think and act.LeadershipcompetenciesLeaders focusattention onresults by:Leaders create aneffective workingatmosphere by:Leaders managethemselves andmodel howothers can do thesame by:Leadersencourageteamwork by:Specific skills required❑ knowing what they want and focusing on results❑ challenging others with an inspiring, realistic, and shared vision❑ seeking consensus and commitment to goals❑ balancing idealism and realism❑ demonstrating business skills[☛ 1.7 Results-Based Leaders, 13.3 Accountability]❑ being accountable for the norms that drive behaviors in their workgroups❑ designing and managing the people side of the work environment, which provides contextand meaning for people❑ making ideas tangible, and communicating facts and concepts in understandable andencouraging ways❑ emphasizing why, versus simply telling people how (thus enabling people to make decisionswithout constantly having to appeal to a higher authority)[☛ 4.1 Organizational Design]❑ setting aside personal issues and getting on with the job❑ approaching problems and relationships in the present, rather than from the context ofpast difficulties❑ trusting others even when this involves a level of risk (Withholding trust is sometimesnecessary for self-protection, but the price is too high if it means always being on guard.)❑ being able to function without constant approval and recognition from others❑ honestly assessing the fit between people’s skills and the requirements of the job❑ understanding people’s strengths, and finding ways to compensate for their limitations❑ treating people in the workgroup with the same courteous attention they extend tostrangers❑ understanding the importance of accepting people as they are, while insisting on performance[☛ 1.5 Seven Habits, 1.4 Leader Principles, 12.2 Trust]❑ using consensus as opposed to command, coercion, or compromise❑ accepting conflict as inevitable, and mediating conflict on rational grounds❑ supporting decisions based on knowledge and technical competence, rather than on personalwhims or the prerogatives of rank❑ encouraging emotional expression while emphasizing task accomplishment[☛ 10.1 HiPo Teams, 10.2 Team IQ, 10.6 Group Leader Skills]8 SECTION 1 FOUNDATIONAL CONCEPTS