Leading in Uncertain Times

By Susan Tomlinson

Unless you are one of the Super Rich then there will be very few who will not have been touched by the credit crunch, rising fuel and food prices and global economic and environmental changes. Alan Greenspan predicts that 'the current financial crisis in the US is likely to be judged in retrospect as the most wrenching since the end of the Second World War' (FT, 16 March 2008).

In this situation the natural reaction for businesses is to stop recruiting, lay off staff and spend as little as possible on training and development. Bucking the trend is likely to be a more successful option. Evidence from the last downturn showed that those companies who laid off or failed to develop key staff struggled to regain ground when the economy bounced back.

Developing and retaining leaders will be critical to organizational success in the long term. Towers Perrin-ISR researched global high performing organizations and compared their employee opinion survey scores with those of other global companies. The global high performers outperformed the rest in leadership effectiveness by 14%.

Leaders who can steer a path through stormy waters, manage costs and identify new growth will be in demand in a tighter more competitive environment. To succeed leaders will need to

• Have the courage to take tough and effective decisions
• Build the confidence of employees by communicating a strong vision for the future
• Sustain high performance for themselves and their team
• Be alert to innovative and imaginative solutions

The quickest way to support and develop leaders is through bespoke coaching programmes that focus on the business in hand.

Susan Tomlinson provides bepoke solutions to improve the motivation and performance of managers and their teams. She specialises in helping women in business to build confidence and success. Get her valuable tips and resources and the workbook "Speaking for Success" at http://www.realcoachingsolutions.co.uk/productsandservices/success.htm

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Leadership Develops from Consistent Disciplined Effort

By Joe Jacobson

Leaders do not develop overnight. Sure, some are born with more natural talent than others, but all leadership skills are learnable and all must be practiced on a daily basis. John Maxwell, in his book entitled "The 21 laws of Irrefutable Leadership," says that becoming a leader is a process, as opposed to an event. For example, just because you are appointed to a high position, does not make you a leader. Anyone can steer a ship, but it takes a leader to set the course. Here are the five phases (as outlined by Maxwell) you will need to go through as you develop into a leader.

Phase 1: I Don’t Know What I Don’t Know

This is the beginning phase when you must recognize that you have a lot of learning and experiences ahead of you. This is where you must observe yourself and know that there are many things about you that need development. The person in this phase is pretty much clueless and unless they move on to phase 2, they may never grow into a leader.

Phase 2: I Know That I Need to Know

At this point, many people begin to realize that they need to learn to become a leader. For instance, they may have been promoted in their job, but no one is really following them. Or perhaps you have started your own business where you will be leading people. Now you are awake and conscious. Now you can begin to seek out assistance and education to learn leadership principles.

Phase 3: I Know What I Don’t Know

In this phase, you will begin to learn from experienced leaders. Seek out leaders in your community to learn from. Read books, listen to tapes and attend seminars on leadership. As you begin to implement these principles into your business, your employees or associates will respond and you will start to develop leadership characteristics. Remember, what you do on a daily basis will become who you are.

Phase 4: I Know And Grow, And It Starts To Show

Now you will begin to notice how your newly developed leadership skills affect your interactions with everyone you meet. You will see that leadership is the ability to influence others, and you have people following you. Though your practice has been a daily practice, one day you will wake up with quantum leaps of positive change. In this phase, you will still be learning intensely, but more and more people will recognize and respect your character.

Phase 4: I Simply Go Because of What I Know

Maxwell says that in this phase you act with instincts. All your moves will become automatic. You have acted as a leader so much that these leadership characteristics have become a habit. You have followed the process. You have paid the price. Now, you can help others who may be in phase 1 to start their journey of discovery.

Joe Jacobson is a Rep with YTB Travel Network. His focus is on helping others start their own online travel business, as well as helping nonprofits use travel as a fundraising tool. For more information, visit the websites YTB Home Based Business, YTB Travel Network or YTB Travel Canada

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Emotional Intelligence At Work

By Kevin Dwyer

Emotional intelligence is more than 90 % of what makes the difference between one leader's success and another leader's failure. Intelligence measured by IQ is less than 20% of what makes the difference.

This is a popular refrain of Emotional Intelligence devotees. Is it true? My experiences with a group of twelve people in a hospitality organisation strongly suggest it is true.

The twelve people were part of a leadership development programme. In two groups of six, they attended face-to-face training over six months consisting of:

Leading yourself (two days)
Leading others (two days) and,
Leading change (two days)

During the three months between the face-to-face training, each team of six was required to complete a project in their own time, which would take them out of their individual comfort zones. As a team, they had never worked together before. Their backgrounds were as far apart as massage therapy, financial control, event management, kitchen and golf course maintenance.

As part of the two days on leading yourself, they completed an analysis using the Simmons EQ profile ably administered by Bob Wall.

Over the six months of training and the following three months after the training I came to a number of conclusions from observing their behaviour and relating it to their EQ profile.

The "after you" team

One of the teams had the following profile of Assertive, Tolerance, Considerate and Sociable attributes on a scale of one to ten:

Assertive: mostly unassertive - five at or below 5, one at 6.5 (10 is very unassertive)

Tolerance: very tolerant - six at 7 or higher (10 is very tolerant)

Considerate: generally not considerate of others - four below 5 and two between 5 and 7 (10 is very considerate)

Sociable: at the extremes of sociability - three at 4 or less, three at 7 or more, (10 is very sociable)

The first three months of their project meetings were depicted by no-one leading. Everyone refused to make an assertion about what they thought should happen and who should do it.

The sociable group met separately from the non-sociable group. Whilst they were not willing to assert what they believed they were coincidentally the group who were less considerate and spent much time criticising other's commitment.

They achieved little during those three months. All bar the project manager had a courage score of less than 5. Being risk averse as a group and generally unassertive, they did not want to challenge others at the property to get information to them on-time and in the manner they needed it.

Team selection was made before the EQ profiles were completed. If, however, their Emotional Intelligence could have been tested before selection, this team would not have been selected to achieve the difficult outcome they were given in their project.

At the end of three months they were required to make a report on their project progress. It was not pretty. They did poorly and the general manager let them know.

Their reaction to the feedback was dramatic. They changed both as a group and as individuals. The next three months were much more productive as they worked on improving their individual limitations, having experienced what impact they, as individuals, were having on the group.

The "Let ME do it" team

The other team had the following profile of Assertive, Tolerance, Considerate and Sociable attributes on a scale of one to ten:

Assertive: mostly very assertive - one below 5, five at 6 or higher (10 is very unassertive)

Tolerance: at extremes of tolerance - three below 5, three above 5 (10 is very tolerant)

Considerate: mostly inconsiderate of others - five below 5 including two below 2 and one above 5 (10 is very considerate)

Sociable: mostly sociable - one at less than 2, one at less than 5, four at 6 or above (10 is very sociable)

This team was expected to interact better because of the diversity of attributes and the combination of sociability, low tolerance and high assertiveness of most individuals. They did. They started with the speed and power of an express train. The very afternoon their project was explained to them, they started work contacting people, setting up appointments to get information and brainstorming ideas.

They all had high (greater than 6) change attribute scores and coped well with new ideas and changes in direction over the first three months. Their high work scores (five well above 5) and energy scores (five above 5 with two above 6.5) predicted they would work hard. They did.

Their mid-term project review was excellent. If we rated it out of ten, the score would have been seven or eight. The first team would have scored two or three.

With the positive feedback they received one might have expected them to power on. They did not. The general work environment outside the project was challenging. Time started to become difficult to set aside and fatigue was a factor. The low consideration levels kicked in and self preservation became the order of the day for four of the team.

This manifested itself in two ways. Two people withdrew, doing the minimum required to stay attached to the programme. Two people shifted their focus to where they thought the highest level of recognition lay on any one day. The other two, which included the project manager, soldiered on to complete the project as best they could, maximising their learning along the way. The project manager was the only one with a high consideration score.

The learners versus the deniers

The group of twelve as a whole can be split into:

those who learnt a lot about themselves and who are, today, better leaders,

those who learnt a little and can talk about what's needed to be a better leader and,

two who did not identify with the work required to change their profile and made no progress.

The common attributes of the two who did not learn were low consideration, very high assertiveness, low optimism, moderate work, and low detail.

When life got tough, they worked for themselves only.

Overall learning

What I learnt during this six month period was that before people can utilise their emotional skills and have the drive to improve where they are weak, they must have a sense of direction. The sense of direction must first and foremost be personal. Without a personal goal people get lost. They have nothing to calibrate their current status in life against and no creative tension to drive the formation of skills, including emotional skills.

The behaviour of people in both teams changed for the better when they had a goal to believe in and for the worse without one. The first team as a whole, improved greatly. They developed skills and improved their emotional intelligence. When they knew they had done poorly in the first report out, their goal was simply not to feel that way again.

The second team tasted too much success and praise too early. After receiving the praise most of the team had a goal of completing the project with as little disruption to their normal work hours as possible.

The project leader of the second team had a goal to learn as much as he could about financial planning, project and people management. He wanted to improve his emotional intelligence attributes where he thought it would improve his people management skills. He remained constant, learnt the most and grew the most.

What I have also learnt is that emotional intelligence does indeed have a large bearing on how people cope. Not just with day-to-day life, but more importantly in times of stress. What I also unexpectedly learnt was that The Simmons EQ profile is an accurate predictor of behaviour and competence at work.

Kevin Dwyer is the founder of Change Factory. Change Factory helps organisations who do not like their business outcomes to get better outcomes by changing people's behaviour. Businesses we help have greater clarity of purpose and ability to achieve their desired business outcomes. Visit our website to learn more or see more articles on Leadership ©2008 Change Factory

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Leadership Development For A Diverse World - How To Lead Globally

By Maynard Brusman

How to Lead Globally

Enlightened leaders now and in the future must be learning agile. They must be able to engage people with different values and perspectives.

Communicating across multi-cultural and multi-generational communities is becoming more important as a competency for leaders in the future. A lot more of managing and leading will have to be done virtually.

Only a few of the prominent business schools have begun to teach new and future leaders how to manage diverse cultures in a virtual environment. Yet this is a clearly emerging competency.

Even smaller companies will become global and be required to work in a global environment. Expect to see an increase in diversity issues arise in leadership development programs. The use of executive coaches is expected to gain priority as a primary tool for developing diversity competencies for leaders.

Dissolving Boundaries

Leadership, when simply defined, is all about bringing people together to make something happen. Effective leaders galvanize attention and get people moving forward together. However, organizations are increasingly complex. The past is no longer a map for how to do business in the future.

Leaders of the future must have an increased ability to be flexible, and open to learning. They must be able to manage the tension created by diversity and differing perspectives. They must be able to coordinate and reach consensus, while keeping the focus on common goals and values.

The global nature of business means improving our abilities to work and lead across diverse cultures. Leaders must understand the different legal, political, religious, gender and generational perspectives in different regions and countries. How do their organization’s products and services impact the people in the areas where they are doing business? Are the organization’s employees and executives able to respond to differing needs in a flexible and rapid manner? Can leaders manage the tension that is inherent in multi-cultural environments?

For many organizations having difficulty managing cultural diversity within their own domestic offices, it will be even more challenging to meet global demands. Flexible leaders who are capable of managing diverse groups of people both domestically and throughout the world will have the competitive edge.

Alliances, partnerships, mergers, and outsourcing have all changed the way we do business. Industry boundaries are blurring. Team boundaries must be fluid in order to share information and enable better decision-making. Leaders who are adept at building relationships and leveraging partnerships will have a competitive advantage for the future. The ability to guide diverse groups to consensus by focusing on common purpose and core values will be a highly prized competency.

Working with a seasoned executive coach trained in emotional intelligence and incorporating leadership assessments such as the BarOn EQi and CPI 260 can help you become a a more inspiring and visionary leader who can manage diverse cultures. You can become a leader who models emotional intelligence and social intelligence, and who inspires people to become happily engaged with the strategy and vision of the company.

Dr. Maynard Brusman is a consulting psychologist, executive coach and trusted advisor to senior leadership teams.

We provide strategic talent management solutions to select and develop emotionally intelligent leaders and lawyers.

The Society for Advancement of Consulting (SAC) awarded two rare "Board Approved" designations for Dr. Maynard Brusman in the specialties of Executive/Leadership Coaching and Trusted Advisor to Attorneys and Law Firms.

Subscribe to Working Resources FREE electronic newsletter at http://www.workingresources.com

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P.O. Box 471525San Francisco, California 94147-1525Tel: 415-546-1252Fax: 415-721-7322E-mail: mbrusman@workingresources.comWeb Site: http://www.workingresources.com

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A Winning Choice for Leadership!

By Richard Gorham

"The only way to enjoy anything in this life, is to earn it first." -Ginger Rodgers

One bad apple can spoil the bunch! As a leader, we cannot allow "bad apples" to interrupt our efforts toward achieving our goals.

Leaders can quickly lose credibility with their team when we fail to immediately address issues that get in the way of the teams' mission.

So how do we best address an issue with an employee that we perceive to be a "bad apple"?
First, we self-assess our own actions. The three key leadership areas that we must consistently hold ourselves accountable to:

- Teach - Coach - Expect

Teach - Have you, as the leader, taken the time to communicate your expectations clearly? Have you taught the employee?

Coach - Have you provided the one-on-one training and coaching to ensure the employee is capable of meeting your expectations?

Expect - Have you witnessed the employee doing the task, or exhibiting the behavior you expect, so that you know they understand? Have you been consistent in your expectations so that you know that the employee could not have misunderstood?

Assuming you have met the above criteria, then the conversation with the offending employee can be pretty straightforward.

We never said it was going to be easy, but if you've done your job as the leader, the employee simply needs to understand his/her choices.

An effective leader understands the importance of acting quickly and fairly with problem employees.

To ensure fairness, leaders must remove their personal emotions from the professional issue at hand. Leaders must prepare themselves so that the entire discussion focused on two areas:

- Performance - Behavior

Stay focused only on Performance and Behavior when working through employee issues. Trust this advice and I guarantee that your Human Resources Rep. and/or any future Legal Rep., will love you for it!

Yes, there is always a risk, and possibility of legal consequences ie. someone suing you for wrongful termination. Serious stuff, right?

Still, you can be confident! Terminating someone due to repeated, specific behavior and/or performance issues, can be reasonably understood by a 12-person jury. Whereas, firing someone because "you just didn't like him/her" can raise serious doubt about the credibility of the manager.

So, one last time - always keep comments (verbal and written) focused solely on Performance and/or Behavior.

Let's consider a specific example.

How a great leader can present a WINNING CHOICE to a bad apple:

- Communicate clearly your expectations in terms of Performance and Behavior.

- Communicate the rewards of meeting your expectations ie. job security, future opportunity, respect and credibility

- Communicate the consequences of not meeting expectations ie. looking for another role where he/she will find more fulfillment.

- Allow the employee the opportunity to choose his/her own path (one road leads to rewards, the other road leads to new adventures - probably working for someone else)

- Ensure the employee that you will support the employee in either CHOICE he or she makes - but ultimately, the choice and the responsibility belongs to the employee.

- Confirm that the employee understands your expectations and that you will do your part by supporting him and holding him accountable.

Once you have had this discussion and placed the employee on a "Final Notice", you have truly empowered the employee to create his/her own destiny.

The actions of the employee, in terms of both Performance and Behavior, will soon signal to you his or her "choice".

Make sure you "support" the employee in whichever path she chooses to take.

Reward her for her progress, or release her from a situation that neither party is happy with.
By following the above guidelines, your team will respect you for your fair and decisive leadership.

No, it's never easy to let someone go, but it is the right thing to do if that's the employees' "choice".

Richard Gorham is the founder of Leadership-Tools.com. His web site, located at http://www.leadership-tools.com is the premier online resource for free and low-cost leadership tools and resources for today's aspiring leaders. Richard Gorham is also the creator and narrator of "The Leadership Series for Successful Living", located at http://www.leadershipaudio.com , and he is also a co-author of "101 Great Ways To Improve Your Life".

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What Do Leaders Do As Often As They Can?

By Darryl Mobley

They learn new things! Did you know that 5 years from now you will be exactly where you are now --- exactly the same person--- except for the people you meet, the audio programs you listen to, and the books you read.

What my company has found through our research is that super achievers habitually read and grow using audio programs, DVDs, magazines, seminars and books. They constantly push themselves to seek out the best new thinking available and apply it to their life and to the way they operate. They engage in an ongoing process of development for continual improvement.

The fact of the matter is that information is doubling every four years in the United States, and communication is increasing in speed daily. If you are not engaged in an ongoing process of learning, you will quickly fall behind and become obsolete and irrelevant. We cannot afford to fall behind in the race for information. We must engage in the process of continual improvement and expanding our minds. People who are not expandable are expendable.

Expand Your Mind

It does no good to read things that do not cause you to expand your mind. Lazy reading material and constant TV viewing leads to a lazy mind. Read about the great thinkers. Read about the great leaders, read about the people who have achieved great stature and great personal power. Personally, I love reading about inventors. As you read about them the way they operate will literally become embedded in your mind and you will start to replicate the good things, the positive things that they have done. Study the super achievers.

You must put into your head things that cause you to grow and expand. It was the great educator Booker T. Washington who said, "There is no great education which is equal to that which can be gotten from contact with great men and women." You can get into contact with great men and women through both audio programs and books.

If you spend your time absorbing lazy mindless slop or watching mindless TV you will develop a lazy, good for nothing mind. It is the same with your brain and body as with computers: crap in equals crap out. You must engage in a process of continual learning.

Become A Well-Known Expert

Another tip, read a book a week. It is not really that difficult to do, if you put your mind to it. Do you know that if you read a book a week in the subject area of your choosing that at the end of two years you will be one the foremost authorities in the world on that subject? You will be able to write your own ticket. Yes, through weekly reading or listening to audio programs or viewing DVDs or going to seminars for the next two years, you will be one of the foremost authorities and you will never want for income or job opportunities.

People who are the experts are always in high demand. A reporter once asked Malcolm X, "What's your alma matter?" Malcolm X told him books. Malcolm X goes further to say you will never catch me with a free 15 minutes in which I am not studying something I feel might be able to help people.

On a day to day level you will find that your ability to quote relevant sources as you talk to your associates gives you much more personal power. People who use quotations well show that they are involved in the pursuit of relevant information and therefore worthy of being listened to and followed.

© 2008 Darryl L. Mobley

Want To Use This Article In Your E-Zine, Magazine Or Web Site? You can, as long as you include this complete short blurb with it: For nearly 25 years, super-achievers have praised "Life Acceleration Coach" Darryl Mobley. Darryl Mobley is brilliant when it comes to the strategies and action steps that lead to living a better life. Darryl Mobley teaches people How To Create The Life Of Their Dreams - personally and professionally - with more happiness, more income, better relationships and more success with his How To Create A Life Worth Living™ system. To get FREE tips on "Living a Life Fantastic" go to http://a1.successsubscription.com

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The Power of Reinforcing Feedback

By Juan Riboldi

Reinforcing feedback tells us that what we are doing is working well. We just need to keep doing it!

We experience reinforcing feedback as words of affirmation, encouragement, praise, or recognition. All these forms of verbal reinforcement are powerful motivators that boost morale and improve results. An excellent performance review, a bonus, or a promotion represent tangible signs of reinforcing feedback.

Power of Reinforcing Feedback

Reinforcing feedback has a strong positive influence on behavior. Most of us like to hear compliments and feel recognized. Reinforcing feedback will encourage us to do what we did more often, and better.

Think about the type of feedback you receive every day at work. How much reinforcing feedback do you regularly receive from others? The answer to this question has a direct impact on your motivation at work. Now, consider what would happen if we were to drastically increase the proportion of reinforcing feedback? Let's say that we were to experience reinforcing feedback about 80% of the time. What do you anticipate would happen? You would likely experience higher commitment and increased engagement.

Conversely, imagine what would happen to a group when they start focusing on the things that are going wrong. Consider the case of a worker that frequently hears from his manager when things go wrong, seldom hearing a word of appreciation for everyday accomplishments. A lack of reinforcing feedback kills the morale and motivation of the team.

Increase the proportion of reinforcing feedback and morale increases, employees are more engaged, quality improves, productivity goes up, customers are more satisfied, and the team performs better.

Focusing on what is right has a powerful effect. Recognition is contagious, as it creates a buzz for success. Reinforcing what is right tends to produce more of it. It costs nothing and takes little time, yet the impact of focusing on what is right attracts success.

Negative Effects?

Some people may reason that that too much optimism is unfounded or insincere. After all, work is not supposed to be a "love fest." Some may legitimately ask: What if things are not going well? What if the praise is not sincere? What if I recognize people just for doing their jobs and they grow to expect praise for it? What if I give it, but never receive it back in return?

Real World Example

The following story provides an example of how reinforcing feedback can be effective in even the most difficult situations. Years ago, I worked as a coach with a manufacturing plant manager named Steve (name changed) who stepped into a money-losing operation needing a turnaround. Workers were demoralized and hostile to management. Rumors of closing the plant fueled distrust and low performance.

Steve's first task was to lay off some of his assistant managers and make many unpopular changes. He encountered resistance and excuses for change with firm and assertive opposition. There were days that nothing seemed to be going right. One of those days he said to me, "I have to be the ugly boss (he used other words), so how can I build morale in this environment?"

I suggested he continued to be firm and strict about the changes that needed to happen, and at the same time be nice, positive, and respectful. I challenged him, "You can be both firm and nice, can't you?" He realized, at least intellectually, that being firm and nice are not mutually exclusive. Then he asked, "What if I can't find anything to be positive about?"

"Let's find it any way we can!" I said. We decided to try an experiment for one month- a daily dose of positive reinforcement. Every day at 11:00 am Steve would stop was he was doing and walk around the floor right before the lunch break with the sole purpose of congratulating others for anything that was going right; anything at all, even if it was minimal.

On the first day of the experiment, Steve praised an operator for wearing his safety gear while operating a dangerous machine. He also smiled at others as he walked around. That was it. By the third day he was able to point out at least three things deserving sincere recognition. He was also pleased to notice some workers making eye contact with him and even smiling back. By the end of the month, the daily dose of recognition was having a noticeable impact. Steve was able to point out at least ten things going well each day, including important cost saving measures and record production quotas.

Personal Impact

Despite errors and mistakes, there are always things going right. We need not be insincere in our praise. As we give frequent, specific, and sincere recognition to others we will experience a change for the better in our lives as well. We will feel more positive about our own performance and be able to focus more readily on what is going well. In turn, others may respond better to our requests as they feel more appreciated and secure. Trust and cooperation increases and new levels of achievement are then possible. There is great power in positive reinforcement!

What can we do to give more reinforcing feedback?

1. Catch People Doing What's Right

We can develop the habit of looking for what's right and pointing it out. Find people doing great work and reaffirm them. Every day, pay a compliment to someone at work for something they did well.

2. Speak Words of Affirmation

Listen to your words before you speak and, if necessary, rephrase the message in a positive way. If you catch yourself about to say something critical, you can rephrase your thoughts so you actually provide reinforcing feedback instead. For example, instead of jokingly saying, "Not a bad job!," you will get better results by simply saying "Great work!" Or, instead of saying, "You need to stop spending so much money," you can reinforce by saying, "Let's find ways to save more to strengthen our financial situation."

3. Recognize the Value of Work Itself

Find ways to reward good behavior by recognizing the fruits of that behavior. That will teach the true value of doing a good job. For example, after someone delivers a report to you on time and without errors, you can take a few minutes to thank the person and describe how the report was used, and the impact of the information when you presented it at a meeting. Simple words of reinforcing feedback mean more than we realize.

Research on Recognition

Our research shows that out of twenty factors that drive employee engagement, recognition (reinforcing feedback) is a top-five driver of overall engagement. Yet, recognition is consistently the lowest scoring factor. There is clear need for improvement when it comes to recognition at work.

Interestingly, in terms of overall engagement, recognition shows up as one of the key differentiators between the very best and the worst organizations. For example, as many as 83% of the employees give favorable scores to recognition in the best organizations, compared with only 39% of the employees at the worst organizations. When it comes to engaging employees, there is a 44% difference in recognition between the best and worst organizations.

We can all give reinforcing feedback more often. Positive reinforcement creates positive thoughts, actions, and outcomes. As we practice thinking and talking in ways that reinforce what is right, we will achieve better results faster.

Juan Riboldi

To find more articles on leadership development and talent management visit our website at: http://www.decwise.com

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How to Be a Good Leader in All Fields

By Olayinka Tunwagun

What is leadership?

Leadership is not just for rich people at the top, some people defined leadership as the ability to obtain followers, to some it is act controlling the actions of others join me in this lesson as I will be taken into the world of LEADERSHIP...

Everyone can learn to lead by discovering the power that lies within each one of us to make a difference.

Leadership development is not an event.

Albert Einstein once said, 'We should take care not to make the intellect our god; it has, of course, powerful muscles but no personality. It cannot lead; it can only serve.'

Leadership development program is a self-development program. Learning how to not micromanage... so maximizing our potential in a rapidly changing global economy.

"Leadership is a relationship between those who aspire to lead and those who choose to follow". (Kouzes & Posner, 2002).

"Leadership is a process whereby an individual influences a group of individuals to achieve a common goal". (Northouse, 2004)

"Leadership is the influencing process of leaders and followers to achieve organizational objectives through changes". (Lussier & Achua, 2004)

"Leadership is the behavior of an individual... directing the activities of a group toward a shared goal". (Hemphill & Coons, 1957)

"Leadership is the influential increment over and above mechanical compliance with the routine directives of the organization" (D.Katz & Kahn, 1978)

"Leadership is the process of incluencing the activities of an organized group toward goal achievement" (Rauch & Behling, 1984)

"Leadership is a process of giving purpose (meaningful direction) to collective effort, and causing willing effort to be expended to achieve purpose" (Jacobs & Jacques, 1990)

Quotes from: www.bealeader.net

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