Are leaders born, or can you really learn how to be a great leader? Let's find out. Looking at the research behind those who are teaching people to become leaders, what do they say?At HTH, we address specific leadership standards in Careers (#09 in each level). Starting with what you already know, take a look at those around you, in leadership positions, and then let's look globally.. .at leaders around the world, in the past and present. Below are lots of resources to get you started.
Resources for Leadership
Careers .09 (every level)
Here are some great resources to look at what “current” trends are out there for people wanting to improve their leadership skills.
5 Levels of Leadership
by Jim Collins
http://www.jimcollins.com
Theories on Leadership
http://www.lotsofessays.com/viewpaper/1690972.html
Bizzle.Com
http://www.buzzle.com/editorials/9-3-2004-58861.asp
Changing Minds
http://www.changingminds.org/disciplines/leadership/articles/bennis_qualities.htm
Fifteen Inspiring Qualities of Leadership
by Craig Lock
http://www.icbs.com/Kb/inspiration/kb_inspiration-15-inspiring-qualities-of-leadership.htm
Concepts of Leadership
By Don Clark
http://www.nwlink.com/~donclark/leader/leadcon.html
Eight Characteristics of Leadership
By Zimmerman-Lehman
http://www.zimmerman-lehman.com/leadership.htm
Leadership Styles: This was given to me by my professor at the University of Phoenix. The class was on Business Ethics, and the lecture was focused on leadership (of course). I hope you find this interesting, and remember - it's just one point of view.WAGON MASTERS AND OTHER LEADERS
This is a rather lengthy excerpt from an article titled, "Wagon Masters and Lesser Managers", written by J.S. Ninomiya, published in the Harvard Business Review March-April 1988. Ninomiya spent 27 years at Ford. He is not a social scientist or a management consultant, but he has been a student of the process from the inside. Ninomiya's insight into management styles warrants our consideration. His premise is that "The wagon trains demanded leadership. Ward Bond was a great manager".
Ninomiya tells us that...
"I've [also] seen more and more companies try to improve executive skills through education programs, sensitivity training, and participatory management. Yet at the same time I see business continuing to promote people into administrative ranks with apparently little consideration for their ability to manage others, their willingness to include subordinates in decision making, or their suitability as teachers and role models for a coming generation of supervisors...In short, too many companies are making the same mistake that the auto industry used to make with quality: Build it now, fix it later...
Most managers are still selected solely on the basis of business expertise or success in non supervisory positions, and the styles they develop are inadequate to say the least. It may help to describe some of these styles.
Most managers are still selected solely on the basis of business expertise or success in non supervisory positions, and the styles they develop are inadequate to say the least. It may help to describe some of these styles.
Here are seven I meet regularly:
THE GODFATHER
Despite the current emphasis on teamwork and participatory management, the Godfather style still prevails. Godfathers typically demand complete loyalty from their employees. Subordinates are given freedom in their routine duties, but their goals are dictated from above.
THE GODFATHER
Despite the current emphasis on teamwork and participatory management, the Godfather style still prevails. Godfathers typically demand complete loyalty from their employees. Subordinates are given freedom in their routine duties, but their goals are dictated from above.
THE OSTRICH
Ostriches love the status quo and fear discord. They always hope the problems will simply go away and would rather stick their head in the sand than face unpleasantness of any kind.
Ostriches love the status quo and fear discord. They always hope the problems will simply go away and would rather stick their head in the sand than face unpleasantness of any kind.
The DO-IT-YOURSELFER
Do-It-Yourselfers want to handle everything themselves, especially the more challenging assignments. The only ones they ordinarily delegate are the ones they find trivial or that require special skills.
Do-It-Yourselfers want to handle everything themselves, especially the more challenging assignments. The only ones they ordinarily delegate are the ones they find trivial or that require special skills.
THE DETAILER
Detailers want to know everything their subordinates do 'in detail'. In larger organizations, Detailers are so busy trying to keep up with their employees that they are virtually incapable of managing groups of any size.
Detailers want to know everything their subordinates do 'in detail'. In larger organizations, Detailers are so busy trying to keep up with their employees that they are virtually incapable of managing groups of any size.
THE POLITICIAN
Many of us like to work for Politicians because they tell us what we want to hear. Their superiors like having them around for the same reason.
Many of us like to work for Politicians because they tell us what we want to hear. Their superiors like having them around for the same reason.
THE ARBITRATOR
Arbitrators are often very successful at dealing with large groups because they possess a deep understanding of people and human conflict. They believe in teamwork and team decisions. Arbitrators are usually personable and well-liked, but they do have a weakness for compromise at the wrong moment, and they tend to be so friendly with subordinates that they find it hard to crack down when the going gets tough.
Arbitrators are often very successful at dealing with large groups because they possess a deep understanding of people and human conflict. They believe in teamwork and team decisions. Arbitrators are usually personable and well-liked, but they do have a weakness for compromise at the wrong moment, and they tend to be so friendly with subordinates that they find it hard to crack down when the going gets tough.
THE EAGER BEAVER
In the same way beavers build every larger dams to interrupt the flow of water, so Eager Beavers create ever greater workloads and eventually interrupt the smooth functioning of their organizations....
The effective manager is more difficult to describe, for the very reason that he or she refuses to be type-cast...An effective manager is sometimes a Godfather and sometimes a Do-It-Yourselfer, often an Arbitrator and occasionally an Ostrich...
In the same way beavers build every larger dams to interrupt the flow of water, so Eager Beavers create ever greater workloads and eventually interrupt the smooth functioning of their organizations....
The effective manager is more difficult to describe, for the very reason that he or she refuses to be type-cast...An effective manager is sometimes a Godfather and sometimes a Do-It-Yourselfer, often an Arbitrator and occasionally an Ostrich...
Ninomiya then catalogs what he considers to be the skills of effective managers:
DECISION MAKERS. To begin with, effective managers are decisive....
LISTENER AND COMMUNICATOR. Many managers hear their subordinates but do not "listen"....
TEACHER. One of the responsibilities of a good manager is to train subordinates to become managers....
PEACEMAKER. Effective mangers know how to minimize conflict....
VISIONARY. Wagon masters pushed their wagons toward specific destinations -Oregon, or the California gold fields.
SELF-CRITIC. ...Not many managers are self-confident enough to admit their own mistakes
TEAM CAPTAIN. Consensus decision making is one of the most powerful tools at a manager's disposal.
LEADER. An executive's attitude toward subordinates is perhaps the most important trait of all. Getting the wagons to Oregon without the passengers is
no achievement. Keeping everyone in high spirits right up to the moment they perish in the desert is not success."
You may want to get a copy of the full-text to read Ninomiya's full descriptions and recommendations.
Look around you - and in the mirror - how many of 'types' do you see?
Reference:
Ninomiya, J. S. (1988) Wagon Masters and Lesser Managers. 'Harvard Business Review, March-April', 84-90.
With appreciation to Fred Schwartz who kindly provided the abstract.
--
John L. Craddock, MBA
Faculty Member
University of Phoenix Online campus
Tel: 805-497-7133 (24 hour voice mail)
E-mail: jcraddock@email.uophx.edu
Alternate E-mail: cossack@gte.net
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