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What leadership qualities is most necessary when seeking to collaborate with people who have different viewpoints than yours?
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How can organizations develop effective leaders?
Developing leaders and leadership in organizations HGSE Professor David PerkinsEducational leaders are increasingly looking at lessons learned in other industries to inform their leadership strategies. The Learning Innovations Laboratory (LILA) is a research initiative at Project Zero at the Harvard Graduate School of Education, led by principal investigator David Perkins, Professor of Education. LILA is a collaborative learning community of business leaders and Harvard researchers whose members include executives from diverse organizations, including the US Army, the World Bank, Cisco Systems, Raytheon, Humana, YMCA, and Deloitte.What challenges are we likely to face in developing leadership in organizations? What steps should organizations take to improve the effectiveness of their leadership development initiatives? In this piece, the LILA contributors suggest that successful leadership development hinges on (1) Focusing on the development of leadership, not individual leaders; (2) Distributing leadership responsibility throughout an organization; (3) Embedding leadership development in the context of people's work; and (4) Assessing your organization's capacity for, and immunity to, leadership development."Are we witnessing the end of leadership?" asks LILA principal investigator David Perkins. With this provocative question, Perkins suggests that the voluminous and ever-growing body of leadership research has invested this term with so many (often conflicting) meanings that it may have lost much of its utility.In his book, King Arthur's Round Table (2003), Perkins identifies four different patterns or "archetypes" onto which the many nuanced varieties of leadership might be mapped:Answer-Centered Leadership. Declares what's to be done and why. Answer-centered leaders provide direction from the top of an organization.Vision-Centered Leadership. Offers a strong energizing vision about the general direction of an organization, along with great personal commitment.Inquiry-Centered Leadership. Fosters inquiry at various levels through questions, facilitation, and establishing community and organizational structures supportive of inquiry.Leadership by Leaving Alone. Leaves people alone to find their way. This Darwinian approach reveals the personnel who have what it takes to survive and assume roles with increasing responsibility.Despite the lack of consensus about what constitutes leadership, organizations generally agree on one point - there isn't enough of it. The ongoing obsession with the leadership theme reflects the widespread belief that developing leaders and leadership is a sure means of transforming organizations for the better.So, leadership development matters - but how do we engage in it successfully? LILA's members and researchers explore this question via in-depth discussions of their own organizational experiences. These discussions have yielded rich insights and practical suggestions that can be distilled into four principal injunctions:1. Focus on developing leadership, not individual leadersIn spite of the proliferation of competing theories of leadership, the most popular leadership development publications and programs reinforce the ideal of the "leader as individual hero" - the strong-willed, charismatic chief executive who personifies an organization and its success. The celebrity CEO makes decisions at the top of a hierarchical, command-and-control structure. In such organizations, leadership development entails selecting a subset of personnel for special training that will make these individuals "leaders" - irrespective of the contexts and web of relationships in which they operate. This model of leadership development is simplistic; it errs in conceiving of leadership as a property of a few, select individuals, rather than as an input into a variety of situations. LILA's contributors encourage us to think of leadership as a product of the relations that exist between people in an organization. Nicolas Gorjestani, Chief Learning Officer at the World Bank, cites the need to develop a new set of "behavioral competencies" at the Bank - competencies that have not traditionally been associated with the "charismatic individual" model of leadership.Gorjestani identifies these key competencies as humility, empathy, curiosity, listening, hearing, and patience. By cultivating such competencies in teams and across organizations, leadership is expressed as enabling - as allowing the valuable talents and contributions of others to emerge - rather than as dictating to others or compelling imitation of one's own behavior. Speaking to this distinction, Linda Hill of the Harvard Business School advocates asking the question, "Am I creating a context where others can lead?" rather than the question, "Am I leading?"2. Distribute the responsibility for leadership throughout your organizationTraditionally, leadership development programs have been targeted at executives and managers who occupy nominal positions of authority and exhibit leadership "potential." In a fully adaptive, successful organization, leadership is expressed when an individual plays one of several roles that, collectively, ensure the effective functioning of that organization. John Clippinger, a scholar of distributed leadership at the Harvard Law School, proposes that these include (but are not limited to) the following "archetypal" leadership roles: The Exemplar. The role model that others imitate; exemplifies the assessment criteria and sets the standards for becoming a member of a network; important in setting the tone and culture of the organization.The Gatekeeper. Understands the criteria for being included, retained, elevated, and excluded from a network; decides who is in and who is out; denies admittance to, and weeds out, those who fail to meet the standards of the network.The Visionary. Determines what is limiting about the present and shows what is possible for the future; imagines new possibilities and plays a critical role in moving the networked organization in new directions.The Truth-Teller. Keeps the network honest; identifies half-truths, cheaters, liars, and spinners in the networked organization; exemplifies independence, transparency, accuracy, and candor in the face of tremendous pressure.The Fixer. Knows how to get things done; pragmatic and results oriented; creative in solving problems, and often bends rules and works through informal networks.The Connector. Participates in multiple social networks; has numerous friends, contacts, and connections; critical to identifying and accessing new resources and helping get a message out.The Enforcer. Uses coercion and pressure (perhaps physical, but more likely peer or psychological) to compel adherence to rules and network standards.The Facilitator. Creates sub-networks or communities that provide network value and benefit an entire group; plays the role of a "community coordinator" in communities of practice; vital to coordinating and enabling other actors and decision-makers.It is necessary for every individual within an organization to be encouraged to exercise leadership from time to time, under circumstances where their particular knowledge, skills, and circumstances make it advantageous to do so. Consequently, leadership development initiatives must encourage people to think in terms of alternating between leader and follower roles.3. Embed leadership development in work processes, rather than in leadership trainingThe idea that leadership is a property of organizational networks - and that every person within a structure can, and should, play leadership roles - has profound implications for leadership development. David Perkins and Linda Hill suggest that leadership development is most effective when personnel are encouraged to learn from "real world" problems and challenges presented by their jobs. Effective leadership development does not happen in a vacuum, or in a classroom, but in the flow of engaging work. It is a process, not an event. 4. Assess your organization's capacity for (and immunity to) leadership developmentOrganizations often leap into leadership development initiatives without assessing their capacity for, and resistance to, such programs. LILA members caution against the development of an "avoidance culture;" organizations that start new initiatives in order to avoid following through on prior initiatives are exhibiting the signs of an avoidance culture. David Perkins refers to the "idea-action gap" - the inability of many organizations to follow through on avowed commitments to change-oriented programs, such as leadership development.Leadership initiatives often fail because their proponents fail to recognize, and locate the sources of, unacknowledged commitments that compete with their new, expressed commitments. An expressed commitment to more distributed leadership may, for example, conflict with a deeper, hidden commitment to preserving decision-making autonomy at the top of an organization as a bulwark against the erosion of senior managements' status and rewards.Excerpted with permission from "Developing Leaders & Leadership in Organizations," by David A. Cole, LILA Insights, July 2005.
Why are leadership and motivation necessary in a business in which people are paid for their work?
The leading and motivating function is concerned with the human resources within an organization. Leading is the process of influencing people to work toward a common goal. Motivating is the process of providing reasons for people to work in the best interests of an organization. Both motivating and leading is important for an organization to get the most use of an employee.
What is true regarding scheduling?
It is necessary in business.
Management Education - Is it necessary to succeed in business?
It is necessary to succeed in business so that your business can generate a profit. When you are not successful, you will lose money if you continue to operate.
What are the conditions necessary for price leadership?
what are the conditions necessary for price leadership
What are the conditions necessary for effective price leadership?
what are the conditions necessary for price leadership
What theoretical consideration of leadership you would like to have in the programme?
Leadership is necessary in many different organisations and professions. So an important issue - in theory and practice - is: to what extent is leadership a common strategy which has universal features or is it specific to each industry? Or a mixture of both?
What is the Fact of Reasonable Pluralism?
The Fact of Reasonable Pluralism refers to the idea that in diverse societies, people hold different reasonable beliefs, values, and perspectives. This diversity makes it necessary for societies to accommodate various viewpoints to maintain social harmony and respect for individual differences. Embracing reasonable pluralism involves recognizing and valuing the legitimacy of different viewpoints within a pluralistic society.
Can self leadership replace formal leadership in an organizational setting?
Self-leadership can complement formal leadership in an organizational setting by empowering individuals to take control of their own actions and development. However, formal leadership is still necessary for providing direction, setting goals, and aligning the team towards a common vision. Both forms of leadership are valuable and serve different purposes within an organization.
Was the nuclear testing in Semipalatinsk necessary?
The leadership of the USSR thought so.
What personal qualities and skills are necessary in leadership roles?
self-confidence and dedication :)
What is it not necessary when writing an op ed piece of your own?
It is not necessary to present a completely impartial point of view in an op-ed piece. Opinions and viewpoints are expected and should be clearly stated. It is also not necessary to provide a comprehensive overview of the topic; focusing on a specific angle or argument is often more effective.
Why leadership necessary for the Mormons to survive?
The prophet gets revelation from god along with bishops and other leaders
What is leadership aspiration?
Leadership aspiration refers to the desire or ambition to hold leadership positions and to lead others effectively. It involves setting goals, developing necessary skills, and working towards becoming a successful leader who inspires and motivates others. People with leadership aspiration often seek opportunities for growth, learning, and advancement in their leadership roles.
Which ideas about leadership would niccolo machiavelli most likely support?
Leaders should do whatever is necessary to achieve their goals.
Is it necessary to know different languages why?
No it is not necessary but it would be use full if you if you did
