Opinion | Business Strategy satisfaction, organizational outputs and employee commitment and growth. Moreover, key performance indicators are reported in those areas that have been derived from the firm’s strategic plan and for which quantifiable performance objectives have been established. Of these performance categories, employee commitment is the central and leading indicator of the other performance categories; in other words, a high degree of practising leadership without limits, is the driver of organizational commitment and productivity, is essential to optimizing organizational performance. Leadership without limits! by Ali Al-Aradi Leadership without limits is a causal perspective based on an intrinsic motivation model that incorporates vision, hope, meaning, and altruistic care, for organizational development and transformation. This has the potential to guide the evolution of positive organizations where the well being of employees and the organizational-level of performance can not only exist, but also can be optimized. The purpose of this leadership perspective is to tap into the fundamental needs of both the leader and follower for survival/well-being through calling and membership. Moreover it aims to create shared vision and value congruence across the individual, empowered team, and organization levels and, ultimately, to foster higher levels of organizational commitment and productivity. Operationally, leadership without limits perspective process comprises the values, attitudes, and behaviours that are necessary to intrinsically motivate one’s self and others so they have a sense of survival through calling and membership. This entails (1) Creating a shared vision wherein leaders and followers experience a sense of calling and their life has a meaning (2) Establishing a social/organizational culture based on the values of trust where leaders and followers have a sense of membership, feel understood and appreciated, and have genuine care, concern, and appreciation for both self and others. Also it explores the concept of the ethical well-being, which defined here as authentically living one’s values, attitudes, and behaviour from the insideout. Individuals who practice this perspective at the personal level have more peace, serenity and overall work satisfaction. Not only will their psychological well-being be greater, but better physical health. More specifically, they will have a high regard for one’s self and colleagues, quality relationships with the stakeholders, a sense meaning at work, the ability to effectively manage their opportunities, the capacity to follow inner convictions and a sense of continuing personal development. In contemporary business context, the field of performance excellence has established the need to go beyond reporting financial metrics to include nonfinancial predictors of financial performance such as customer The strategic management process begins with the development of a vision and mission, followed by an internal and external analysis, which results in strategic action plans and objectives. These objectives provide the basis for strategy implementation and for determining key performance indicators and outcomes. Further, performance indicators may either be a leading or lagging measures. For example, a firm’s outputs which include quality service or product and on-time delivery are leading indicators of customer satisfaction, which in turn, impact financial performance. Internal processes in an organization, such as best practices, determine whether the outputs are excellent. Internal processes are affected by inputs e.g., late delivery from a supplier can result in a late delivery to the customers well as employee wellbeing and commitment. In the end, the combination of the strategic model of performance excellence and perspective of leadership without limits will provide a process for ultimately impacting the customer satisfaction and financial performance by fostering the development of the motivation and the leadership required to drive both human well-being and excellent operational performance. Ali Al-Aradi HRD Lecturer & Writer 50 <strong>December</strong> <strong>2016</strong>
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