New Leader For The Future

By Vidya Mulia

The leader for the future leads for achieving the best target than the leader at previous time. Individual, the present leader, a group of people and importance prepare him to be the new leader. A good organization has good stage to form of cadres. The organization can make it by the cultural accumulation or by the arts of the organization. Meanwhile, a bad organization has bad stage to change its leader. This organization does leadership by conflict or problem. In this case, the bad organization performs a conflict that force to form a leadership.

To create new leader, people state many conditions. However, the most important is, a person should comprehend the past time of his organization. Then he has to design an attitude for the future time of his organization. He has to have a constructive reformation spirit. Then, he has to be able to perform his plan in good manner with all the members of the organization. A leader should retain those basics in restructuring his organization to achieve the best target.

In creating the cadres of new leader, companies often do management trainee. With its variations and levels, the management trainee is the trusted way to embrace the best cadres of new leader. Some of the companies in Indonesia proof the best side of the management trainee.

The new leader should be prepared as a person that is able to understand and solve the problems. He is also able to do the operation of the organization in detailed. A formal organization really requires the well-prepared leader. The social or government organization owns the similar thing. However, the top leader in the government tends to the political importance that has authority as its orientation; consequently, the people often meet blurred character of the leader. While the leader turns to be the symbol for the organization, the persons who have long period authority become the operators of the organization. Every one can be a leader for the next era because everyone is the leader for his or her selves.

Generate dollar from internet especially e-book and other ways of to generate money from internet http://www.ebookworldgateway.com

Article Source: http://EzineArticles.com/?expert=Vidya_Mulia

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

Article Source: http://EzineArticles.com/?expert=Kevin_Dwyer

Executive Coaching For Visionary Leaders - A Leadership Map For The Future

By Maynard Brusman

Visionary Leadership

Leaders need to create a vision for the future. It is human nature for people to want to know where the organization is headed and how they fit into the strategic plan.

I frequently consult with companies to help them develop competency models as part of their selection and succession management processes. The challenge is to change the competency models to reflect any changes in the strategy and vision so that all processes are aligned.
How well do you do as a leader in predicting the future?

Keeping up, staying up and getting ahead are now more difficult than we have previously imagined. There is no turning back, but there is turning forward. Mike Jay.

Predictions for the future can be stimulating and challenging, especially if one is a top executive in a business enterprise attempting to make strategic decisions. Our rapidly changing global environment presents problems never before encountered. No one knows what will be required of leaders in the future, but some speculation is worthy of our attention.

Predictions from experts in their fields have not always been accurate. Here are a few examples:
o In 1899 the U.S. Commissioner of Patents, Charles Duell, declared, Everything that can be invented has been invented.

o In 1905, President Grover Cleveland prophesied, Sensible and responsible women do not want to vote.

o When Fred Smith, founder of FedEx, wrote a student paper proposing an overnight delivery service, his professor wrote: The concept is interesting and well-formed, but in order to earn better than a C, the idea must be feasible.

o Even Bill Gates once mused, 640K of memory ought to be enough for anybody.

New industries are in their gestational phases. Some are already well on their way to becoming established products and services.

- Micro-robotics or miniature robots built from atomic particles that could unclog arteries

- Machine translation or devices that will provide real-time translation between people conversing in different languages

- Digital highways that will make available to any home instant access to knowledge and entertainment

- Urban underground automated distribution systems to reduce traffic congestionVirtual meeting rooms to eliminate business travel

- Bio-mimetic materials that will duplicate properties found in living organisms

- Satellite-based personal communicators that will allow instant communication to anyone anywhere in the world

-n Machines capable of emotions, inference, and learning that will interact with human beings in entirely new ways

- Bioremediation or custom-designed organisms that will help clean up the environment of the earth.

Each of these opportunities is by nature global, with no single nation or region likely to control all the technologies and skills required to turn them into reality. Any firm wishing to become a leader will have to collaborate with and learn from leading-edge customers, technology providers, and suppliers wherever they are located (Hamel & Prahalad, Competing for the Future, 1994). 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. 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

Visit Maynard's Blog at http:// http://www.WorkingResourcesBlog.com

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

Article Source: http://EzineArticles.com/?expert=Maynard_Brusman

Leading People In Need - Tips For Keeping Hope Alive

By Richard Hamon

People who are happiest are those who serve others. They are loving and giving individuals who reach out to help those in need. And they do it because they care. But . . . what should a helper or leader do when the picture looks bleak for someone he is trying to help?

It pays to keep hope alive.

Hope is a powerful tonic. And a powerful tool for helping others. When we remember to use hope strategically, we can keep everyone happier. In fact, giving hope is one of the greatest gifts we can ever give.

When people lose hope their emotional health plummets and their thinking habits become more negative. Some people may engage in destructive behavior or even become suicidal when they feel a strong sense of hopelessness.

Tips For Creating Hope

1. Always encourage hope without turning it into a lecture and without being condescending in any way!

2. When trying to help people who are in need, it always pays to do your best, without trying to do it for them.

3. Offer or provide help, but be willing to step back and give the person a chance to take advantage of it.

You can't keep wearing yourself out trying to help. At some point, it's the person's responsibility to deal with his own life.

4. Leadership is not rescuing. As time goes by, a good helper will continue to find ways to instill hope, without trying to rescue the people he's trying to help (or without trying to do it for them) and without assuming responsibility for the problem or situation.

This will keep both of you healthier emotionally!

5. Stay positive. Sometimes this is the most helpful step we can take. By being a positive influence, we are helping people to hold onto their hope.

Don't give in to the sea of negativity. Help others face their doubts and move past them.

6. Try to lead and be of service without telling the person what to do, and avoid taking over or running the person's life.

7. Listen. Take the time to listen to what people are going through. You don't always have to say or do much, just listen and be there for them. Let them know you have heard them. Give your undivided attention and your heartfelt understanding.

8. Help people to help themselves. This reminds me of teaching people how to fish . . . that will feed them for a lifetime, whereas is you save them from their problems you aren't helping much . . . in the long run.

9. Speak of your wisdom and experience, but don't preach to them. Allow them to think for themselves and to make the decisions that influence their lives.

10. Keep in mind the nature of true happiness. When you help others to attain happiness, you are happy, too, but you must lead a balanced life and avoid becoming overly focused on the lives of those whom you are helping.

11. Express hope in a calm, relaxed and confident manner. Think and speak optimistically. Display hopefulness in your actions, without criticizing, which only turns most people off.

12. Above all, don't get discouraged when the person you are trying to help doesn't seem to be getting anywhere. Sometimes change -- real change -- takes time.

In some situations, the best a leader can do, besides caring about people, is to provide a ray of hope. There may be no one else in the person's life who is remaining positive and hopeful. No one who is inspiring them to keep trying, to keep bringing their dreams into reality.

Stop to reflect on what your positive example may mean to those in need.

Whatever you do . . .

remain a beacon of light and hope.

Remember, by keeping hope alive, you are leaving the door cracked in someone's life . . . so they can always feel your optimism, warmth and acceptance . . . and someday walk through to freedom.

Richard Hamon is a professional therapist and coach with over 25 years of experience. Richard's Relationships For Success Coaching helps people to enjoy truly satisfying relationships and find great success in all areas of their lives.

Richard has written a unique eBook, The Ultimate Relationship Solution: How Secrets Discovered From A Near Death Experience Can Help You Ignite Passion and Realize Success in All Your Relationships.

The eBook tells about an actual Near Death Experience the author had in 2003, which transformed his life and led to a series of insights, revelations and secrets about building extraordinary relationships.

You can find Richard's eBook, The Ultimate Relationship Solution at: LINKED TEXT

Article Source: http://EzineArticles.com/?expert=Richard_Hamon

Leadership and Triathlons - What Do They Have To Do with Each Other?

By Chris Coward

Last week I completed my first triathlon and although my time was nothing to brag about, the experience was wonderful and I would definitely do it again. As I was cycling around the Philadelphia Art Museum (with hardly anyone around since I was the last wave of women to go), I thought about how the triathlon experience connects really well to leadership skills.

1) An excellent leader works on their weak areas, always looking to improve and at the minimum, not have their weakness be a liability. For me, the swimming was my weakness. As a result I spent most of my training time on improving my swimming, getting tips from anyone who said they swam competitively in high school or college. I'm still not good at it, but my goal was to avoid being rescued and to not be last in the race!

2) A healthy leader seeks balance in their life. For this race I did not go crazy overtraining or becoming obsessed with winning. It was important to me to continue with my life - play music, work, have fun and prioritize important relationships.

3) Another sign of a good leader is that no matter what is going on for them, they still make the time to encourage others and remain positive. If the budget is pessimistic or their knees are killing them in the race, a leader will continue to encourage others and remain optimistic and solution oriented.

4) An excellent leader always does their best, no matter what the circumstances are. Everyone's best is different and a person's best may vary day to day. For me, I can honestly say that I did my best in my first triathlon and of course, I want to do better next time.

5) Finally, a great leader sets and takes action toward their goals. My goal for my first triathlon was to: a) finish b) have fun c) not get rescued during the swim. As all strong leaders do, I will set the bar higher for my next triathlon and seek to be more competitive in my age group.

Did I mention that it is great when a leader can have fun being a leader? Employees gravitate to that "thing" about you that is the human element of your leadership. Don't forget to keep striving for the best while remaining optimistic that you will finish strong.

Chris Coward, MSW, LCSW is a licensed clinical social worker and Leadership Coach with over ten years experience supervising, managing and leading people working in non-profit agencies. She has worked with individuals and teams in various organizations, helping them improve their communication and gain clarity around their goals and mission. Chris is an experienced workshop facilitator and also uses adventure- based learning in some of her trainings.

Chris believes that each team member has a set of unique strengths that he or she brings to the group and that a team functions best when there is diversity in strengths versus sameness amongst members. She brings warmth, humor, energy and the ability to give direct feedback to clients working with her.

If you would like to improve your leadership ability or develop your work team, you can contact Chris at (215) 472-1572 or chris@chriscoward.com. The website address is http://www.chriscoward.com

Signup for her FREE monthly e-zine, the Leader's Edge at http://www.chriscoward.com

Article Source: http://EzineArticles.com/?expert=Chris_Coward

Combining Leadership Theory and Practice For Success

By Wayne Kwan

There are many different leadership theories that can be put into practice to achieve success. But what eludes most is that they did not achieve a synergy between the leadership theory and practice to actually achieve the level of success they want.

I will briefly explain some of the different types of leadership theories.

Ethical leadership do not ignore profit and loss, costs and performance but rather it is the addition of other various elements such as taking into account of the purpose of the action made and the moral standards.

So as Daft, 1999 had said "Moral leadership is about distinguishing right from wrong and doing right, seeking the just, the honest, the good, and the right conduct in its practice" will truly show the essence of ethical leadership. Situational leadership by Hersey and Blanchard mainly focuses on the characteristics of followers. This will consequently determine the leader behavior.

Alternatively, the behavior of leaders are influenced by the level of readiness exhibited by the followers which in turn affected the entire situation. Daft further elaborated that the relationship between leader style and follower readiness into four categories, namely telling, selling, participatory and delegating. From this, it just means that we look at the world from a different perspective.

Strategic leadership is the direct relationship of the external environment to elements such as vision, mission, strategy and their implementation. This style of leadership provides directions for translating the vision into action and is the foundation for developing implementation methods.

To summarize, the historical factors such as the growth of the organization and the level of influence of the leader will affect the opportunity by the vision of the leader and the overall performance of the organization.

With all these common leadership styles, one might think that anyone could succeed easily with these in mind. But in actuality, it is quite far off from that unless one puts in the effort and time to practice it continuously. Therefore, here are five ways where you can use to combine leadership theory and practice for success.

Be a non-stop learner. As the popular saying that goes "practice makes perfect". So one really need to learn everything about the leadership style that he or she is going to practice and really put them into application in the real life. Only then, will you get better and better and will achieve success sooner.

Gather feedback. Feedback allows you to reflect on what your actions yield and necessary modification along the way is required to get what you aimed for initially.

Reflect. After you have done gathering feedback, you might want to take some time out to ponder why the feedback targeting this particular thing did. Be mindful of your results and review them in your head. Always make decisions beforehand in preparation for the next step.

Experiment new things. All the previous three things are rendered useless unless you are willing to try out new things and approaches. After all, if you never try anything new, how will you get better at anything, including leadership?
Apply your skills in various other situations as well. Always find opportunities that can allow you to display your skills especially other aspects of your life other than the main organizational life. You can try organizing a neighborhood event or even leading a group of youths at your church.

Apply all of these things that you learnt at work in your life and use them on your life as your personal leadership training ground and you will definitely achieve the essence of combining leadership theory and practice for success.
If you would like to discover more about how to efficiently combine leadership theories to put into real practice to gain measurable results and how you can use this knowledge to succeed in your career, relationships, and personal life, you can find this information at http://www.neuroprofiler.com

Article Source: http://EzineArticles.com/?expert=Wayne_Kwan