Character And Traits In Leadership Philosophy Essay

Character And Traits In Leadership Philosophy EssayManagers argon people who do things right, spot drawing cardship ar people who do the right thing. Warren Bennis, Ph.D. On Becoming a Leader Building Excellence. Leaders do non command excellence, they build excellence. Excellence is being every last(predicate) you shag be within the bounds of doing what is right for your organization. To reach excellence you must kick glum be a leader of good role. You must do everything you argon supposed to do. Organizations will non achieve excellence by figuring egress where it requires to go, then having leaders do whatever they stick to in order to get the job d oneness, and then hope their leaders acted with good character. This type of opinion is backwards. Pursuing excellence should not be confused with accomplishing a job or task. When you do planning, you do it by backwards planning. But you do not achieve excellence by backwards planning. Excellence starts with leaders of g ood and strong character who engage in the entire dish out of leadership. And the first surgery is being a person of honorable character.Character develops over time. Many think that a good deal of a persons character is formed early in life. However, we do not do it exactly how much or how early character develops. But, it is safe to claim that character does not change quickly. A persons observable behavior is an indication of her character. This behavior can be strong or weak, good or bad. A person with strong character shows drive, energy, determination, self-discipline, willpower, and nerve. She sees what she wants and goes after it. She attracts followers. On the early(a) hand, a person with weak character shows none of these traits. She does not know what she wants. Her traits argon disorganized, she vacillates and is inconsistent. She will attract no followers.A strong person can be good or bad. A gang leader is an example of a strong person with a bad character, sm c ompletely-arm an outstanding society leader is one with both strong and good characteristics. An organization needs leaders with both strong and good characteristics, people who will guide them to the future day and show that they can be trusted.To be an effective leader, your followers must have trust in you and they need to be sold on your vision. Korn-Ferry International, an executive search company, performed a survey on what organizations want from their leaders. The resolveents said they wanted people who were both ethical and who convey a strong vision of the future. In any organization, a leaders actions set the pace. This behavior wins trust, loyalty, and ensures the organizations continued vitality. One of the ways to build trust is to give away a good sense of character composed of beliefs, values, skills, and traits (U.S. troops Handbook, 1973)Beliefs argon what we hold dear to us and atomic number 18 rooted deeply within us. They could be assumptions or conviction s that you hold true regarding people, concepts, or things. They could be the beliefs about life, death, religion, what is good, what is bad, what is human record, etc.Values are attitudes about the worth of people, concepts, or things. For example, you might value a good car, home, friendship, personal comfort, or relatives. Values are important as they influence a persons behavior to weigh the importance of alternatives. For example, you might value friends more(prenominal) than privacy, while differents might be the opposite.Skills are the knowledge and abilities that a person gains end-to-end life. The ability to learn a sensitive skill varies with each individual. Some skills come almost naturally, while others come only by complete devotion to study and practice.Traits are distinguishing qualities or characteristics of a person, while character is the sum total of these traits. There are hundreds of personality traits, far too many to be discussed here. Instead, we will focus on a few that are crucial for a leader. The more of these you display as a leader, the more your followers will believe and trust in you.Traits of a Good LeaderCompiled by the Santa Clara University and the Tom Peters Group unspoiled Display sincerity, integrity, and candor in all your actions. Deceptive behavior will not inspire trust.Competent Base your actions on reason and moral principles. Do not make decisions based on childlike emotional desires or feelings.Forward-looking Set goals and have a vision of the future. The vision must be owned throughout the organization. Effective leaders envision what they want and how to get it. They habitually pick priorities stemming from their basic values.Inspiring Display confidence in all that you do. By showing endurance in mental, physical, and spiritual stamina, you will inspire others to reach for new heights. Take charge when necessary.Intelligent Read, study, and seek challenging assignments.fair-minded Show fair treatm ent to all people. Prejudice is the enemy of justice. Display empathy by being sensitive to the feelings, values, interests, and salutary-being of others.Broad-minded representk out diversity. spirited Have the perseverance to accomplish a goal, regardless of the seemingly insurmountable obstacles. Display a confident calmness when chthonic stress.Straightforward Use go bad judgment to make a good decisions at the right time.Imaginative Make timely and appropriate changes in your sentiment, plans, and methods. Show creativity by thinking of new and better goals, ideas, and solutions to problems. Be innovativeRetreat Hell Weve just got here Attributed to several World War I Marine Corps officers, Belleau Wood, June 1918 (key paragon take a stand)AttributesAttributes establish what leaders are, and every leader needs at least leash of them (U.S. Army Handbook, 1973)Standard Bearersestablish the ethical poser within an organization. This demands a commitment to live and d efend the climate and culture that you want to permeate your organization. What you set as an example will soon hold up the rule as unlike knowledge, ethical behavior is learned more by observing than by listening. And in fast moving situations, examples become certainty. creation a standard bearer creates trust and openness in your employees, who in turn, fulfill your visions.Developershelp others learn through teaching, training, and coaching. This creates an exciting place to cream and learn. never miss an opport building blocky to teach or learn something new yourself. Coaching suggests someone who cares enough to get involved by encouraging and developing others who are less experienced. Employees who work for developers know that they can take risks, learn by making mistakes, and winning in the end.Integratorsorchestrate the many activities that take place throughout an organization by providing a view of the future and the ability to obtain it. Success can only be achieved when there is a unity of effort. Integrators have a sixth sense about where problems will occur and make their presence felt during critical times. They know that their employees do their best when they are left over(p) to work within a vision-based framework.Goddamn it, you will never get the Purple Heart hiding in a foxhole Follow me master Henry P. Jim Crowe, USMC, Guadalcanal, 13 January 1943. (key words follow me, NOT go)Perspectives of Character and TraitsTraits (acronym JJ did tie buckle)JusticeJudgmentDependabilityInitiativeDecisivenessTactIntegrity ardorBearingUnselfishnessCourageKnowledgeLoyaltyEnduranceThe Image of Leadership John SchoollandWhat kind of a leader are you going to be the kind who thinks he is the best?Or will you be one of the very few greatsWho attributes success to the rest.The U.S. Armys Eleven Leadership Principles Be tactically and technically proficient Know yourself and seek self-improvement Know your soldiers and look out for their welfare K eep your soldiers informed Set the example Ensure the task is understood, administrate and accomplished Train your soldiers as a team Make sound and timely decisions Develop a sense of responsibility in your subordinates Employ your unit in accordance with its capabilities Seek responsibility and take responsibility for your actionsOrganizations consist of three componentsThe structure gives the organization its form and dictates the way it will interact.The followers respond to the structure and the leaders.The leaders determine the ultimate effectiveness of the organization as the character and skills that they bring determine the way problems are solved and tasks are accomplished.U.S. Army 23 Traits of CharacterBearingConfidenceCourageIntegrityDecisivenessJusticeEnduranceTactInitiativeCoolnessMaturityImprovement giveAssertivenessCandorSense of humorCompetenceCommitmentCreativitySelf-disciplineHumilityFlexibilityEmpathy/CompassionAre managers leaders? Are leaders managers?Manager s need to be leaders. . . their workers need vision and guidance On the other hand, leaders need to be good managers of the resources entrusted to them.Is Character Developed Via Nature or Nurture (Ridley, 2003)?I do not believe that the nature vs. nurture debate is linear enough to put percentages on it on one fount of the fence we have nature and on the other side we have nurture. And while nature (genes) certainly has its influences on us, the surround (nurture) normally determines the impact of a gene.For example, one of the classic examples for discussing genes is Konrad Lorenzs work on the imprinting that occurs in baby geese they have it within them to imprint whatever is moving near them, which is normally their mother. However, it could be anything else that is moving around them, such as a person. But no matter what they imprint on, quite it be their mother, a human, or an inanimate object, the switch of the environment that they actually imprint on is going to have a huge impact on their life. Thus genes provide the goal, but the environment provides the process. And it is what happens during the process that will determine the outcome.Piaget was probably the first person to think of children as species equipped with a characteristic mind, rather than as apprentice cock-a-hoops (little adults). He discovered they went through a series of five developmental stages that were always in the same order, but not always at the same ratesensorimotorPreoperationalConcrete operationsIn adolescence they have Abstract Thoughts andDeductive reasoningPiagets two contemporaries, Konrad Lorenz and B. F. Skinner took up extreme positions. Lorenz as a champion of nature and Skinner as a champion of nurture. Piaget, however, dived right down the middle of this debate. He believed a genes meaning depends heavily on its context with the surrounding environment. That is, while a child goes through five stages of development (genes), it is the active engagement of the mind with the surrounding environment (nurture) that causes development. The two main forces of the environment are feedback and accessible interaction. From this, the child assimilates predicted experiences and accommodates it to unexpected experiences.For some time it was believed that animals grew no new neurons in the cortex of their brains upon reaching adulthood, thus their fate was basically sealed by their hereditary nature. This was apparently proved by a Pasco Rakic, a neuroscientist. However, Fernando Nottebohm soon found that adult canaries made new neurons when they learn new songs. So Rakic replied that it was only adult mammals that could not grow neurons. But soon afterward, Elizabeth Gould found that rats grow new neurons. So Rakic replied order Primates could not. Gould next discovered that tree shrews grew new neurons. Rakic that high primates could not grow new neurons. Gould then found them in marmosets. Rakic zeroed it down to old-world primates. Gould t hen discovered them in macaques.Today it is almost certain that all primates, including humans, grow new neurons in response to new experiences, and lose neurons in response to neglect. Thus, with all the determinism built into the initial wiring of our brain, experience with our surrounding environment refines and in some cases rewires that initial wiring.Nature may be our internal guide (map), but nurture is our explorer that has the final say in what we do (destination).ReferencesRidley, M. (2003). Nature Via Nurture New York Harper Collins.U.S. Army Handbook (1973). Military Leadership.Leadership StylesLeadership bolt is the manner and approach of providing direction, implementing plans, and motivating people. Kurt Lewin (1939) led a group of researchers to identify different styles of leadership. This early study has been very influential and established three major leadership styles. The three major styles of leadership are (U.S. Army Handbook, 1973)Authoritarian or autocrat icParticipative or democraticDelegative or Free ReignAlthough good leaders use all three styles, with one of them normally dominant, bad leaders tend to stick with one style.Authoritarian (autocratic)I want both of you to. . .This style is used when leaders tell their employees what they want through and how they want it accomplished, without getting the advice of their followers. Some of the appropriate conditions to use it is when you have all the information to solve the problem, you are short on time, and your employees are well motivated.Some people tend to think of this style as a vehicle for yelling, using demeaning language, and leading by threats and abusing their power. This is not the authoritarian style, rather it is an abusive, unprofessional style called bossing people around. It has no place in a leaders repertoire.The authoritarian style should normally only be used on rare occasions. If you have the time and want to gain more commitment and motivation from your empl oyees, then you should use the get outicipative style.Participative (democratic)Lets work together to solve this. . .This style involves the leader including one or more employees in the decision making process (determining what to do and how to do it). However, the leader maintains the final decision making authority. Using this style is not a sign of weakness, rather it is a sign of strength that your employees will respect.This is normally used when you have part of the information, and your employees have other parts. occupation that a leader is not expected to know everything this is why you employ knowledgeable and skillful employees. Using this style is of mutual benefit it allows them to become part of the team and allows you to make better decisions.Delegative (free reign)You two take care of the problem while I go. . .In this style, the leader allows the employees to make the decisions. However, the leader is still answerable for the decisions that are made. This is u sed when employees are able to analyze the situation and determine what needs to be through and how to do it. You cannot do everything You must set priorities and designate certain tasks.This is not a style to use so that you can blame others when things go wrong, rather this is a style to be used when you amply trust and confidence in the people below you. Do not be terror-struck to use it, however, use it wiselyNOTE This is also cognise as laissez faire (or laisser faire), which is the noninterference in the affairs of others. French laissez, second person pl. imperative of laisser, to let, allow + faire, to do.ForcesA good leader uses all three styles, dep determination on what forces are involved between the followers, the leader, and the situation. Some examples includeUsing an authoritarian style on a new employee who is just learning the job. The leader is competent and a good coach. The employee is motivated to learn a new skill. The situation is a new environment for t he employee.Using a participative style with a team of workers who know their job. The leader knows the problem, but does not have all the information. The employees know their jobs and want to become part of the team.Using a delegative style with a worker who knows more about the job than you. You cannot do everything and the employee needs to take ownership of her job In addition, this allows you to be at other places, doing other things.Using all three Telling your employees that a procedure is not working correctly and a new one must be established (authoritarian). Asking for their ideas and input on creating a new procedure (participative). Delegating tasks in order to implement the new procedure (delegative).Forces that influence the style to be used includedHow much time is available.Are relationships based on respect and trust or on disrespect?Who has the information you, your employees, or both?How well your employees are dexterous and how well you know the task.Internal conflicts.Stress levels.Type of task. Is it structured, unstructured, complicated, or simple?Laws or established procedures such as OSHA or training plans.Positive and controvert ApproachesThere is a difference in ways leaders approach their employee. Positive leaders use rewards, such as education, independence, etc. to motivate employees. speckle negative employers emphasize penalties. While the negative approach has a place in a leaders repertoire of tools, it must be used cautiously due to its high cost on the human spirit.Negative leaders act domineering and superior with people. They believe the only way to get things done is through penalties, such as loss of job, days off without pay, reprimanding employees in front of others, etc. They believe their authority is increased by frightening everyone into higher levels of productivity. Yet what always happens when this approach is used wrongly is that morale falls which of course leads to lower productivity.Also note that most leaders do not strictly use one or another, but are somewhere on a continuum ranging from extremely positive to extremely negative. People who continuously work out of the negative are bosses while those who primarily work out of the positive are considered real leaders.Use of Consideration and social structureTwo other approaches that leaders use areConsideration (employee orientation) leaders are concerned about the human needs of their employees. They build teamwork, help employees with their problems, and provide psychological support.Structure (task orientation) leaders believe that they get results by consistently keeping people busy and urging them to produce.There is evidence that leaders who are considerate in their leadership style are higher performers and are more satisfied with their job (Schriesheim, 1982).Also notice that consideration and structure are independent of each other, thus they should not be viewed on opposite ends of a continuum. For example, a leader who becomes more considerate, does not necessarily mean that she has become less structured.See Blake and Moutons Managerial Grid as it is also based on this concept.PaternalismPaternalism has at times been equated with leadership styles. Yet most definitions of leadership normally state or imply that one of the actions within leadership is that of influencing. For example, the Army uses the following definitionLeadership is influencing people by providing purpose, direction, and motivation while operating to accomplish the tutelage and improving the organization.The Army further goes on by defining influence asa bureau of getting people to do what you want them to do. It is the means or method to achieve two ends operating and improving. But there is more to influencing than simply passing along orders. The example you set is just as important as the words you speak. And you set an example good or bad with every action you take and word you utter, on or off duty. Through you r words and example, you must communicate purpose, direction, and motivation.While paternalism is defined as (Webster)a system under which an authority undertakes to supply needs or check conduct of those under its control in matters affecting them as individuals as well as in their relationships to authority and to each other.Thus paternalism supplies needs for those under its protection or control, while leadership gets things done. The first is directed inwards, while the latter is directed outwards.Geert Hofstede (1977) studied culture within organizations. Part of his study was on the dependence relationship or ability Difference the extent to which the less powerful members of an organization expect and accept that power is distributed unequally. Hofstede gave this story to illustrate this Power DifferenceThe last revolution in Sweden disposed of King Gustav IV, whom they considered incompetent, and surprising invited Jean Baptise Bernadotte, a French general who served und er Napoleon, to become their new King. He accepted and became King Charles XIV. Soon afterward he needed to address the Swedish Parliament. Wanting to be accepted, he tried to do the savoir-faire in their language. His broken language amused the Swedes so much that they roared with laughter. The Frenchman was so upset that he never tried to speak Swedish again.Bernadotte was a dupe of culture shock never in his French upbringing and military career had he experienced subordinates who laughed at the mistakes of their superior. This story has a happy ending as he was considered very good and ruled the country as a highly respected constitutional monarch until 1844. (His descendants still shack the Swedish throne.)Sweden differs from France in the way its society handles inequality (those in charge and the followers). To measure inequality or Power Difference, Hofstede studied three survey questions from a larger survey that both factored and carried the same weightFrequency of empl oyees being afraid to express disagreement with their managers.Subordinates perception of their bosss actual decision making style (paternalistic style was one choice).Subordinates preference for their bosss decision-making style (again, paternalistic style was one choice).He developed a Power Difference Index (PDI) for the 53 countries that took the survey. Their hit range from 11 to 104. The higher the number a country received, the more autocratic and/or paternalistic the leadership, which of course relates to employees being more afraid or unwilling to disagree with their bosses. While lower numbers mean a more informative style of leadership is used, which translates to employees who are not as afraid of their bosses.For example, Malaysia has the highest PDI score, being 104, while Austria has the lowest with 11. And of course, as the story above illustrates, Sweden has a relative low score of 31, while France has a PDI of 68. The USAs is 40. Note that these scores are relati ve, not absolute, in that relativism affirms that one culture has no absolute criteria for judging activities of another culture as low or noble.Keeping the above in mind, it seems that some picture paternalistic behavior as almost a barbaric way of getting things accomplished. Yet, leadership is all about getting things done for the organization. And in some situations, a paternalistic style of decision-making might be required indeed, in some cultures and individuals, it may also be expected by not only those in charge, but also the followers. That is what makes leadership styles quite interesting they basically run along the same continuum as Hofstedes PDI, ranging from paternalistic to consultative styles of decision making. This allows a wide range of individual behaviors to be dealt with, ranging from beginners to peak performers. In addition, it accounts for the fact that not everyone is the same.However, when paternalistic or autocratic styles are relied upon too much and t he employees are ready and/or willing to react to a more consultative type of leadership style, then it normally becomes quite damaging to the performance of the organization.