LEADERSHIP TECHNIQUES

Whereas leadership techniques and how-toes are useful, they fail you in the long run unless they are based on some firm foundations or values. This table summarizes important principles for leaders. Use these as a springboard for emerging your beliefs and thinking as a potent leader in your institute. LEADERSHIP IN TWENTY-FIRST CENTURY

PRINCIPLES TO GUIDE YOUR USE OF LEADERSHIP TECHNIQUES

Principle	The dangers of ignoring this principle	Positive steps to enact this principle
Model the behavior you expect from others: Be recursive.	If what you say is different from what you do (i.e., the audio doesn’t match the video), others will quickly sense this. They will mistrust you, even if they can’t specifically say why they have doubts.	The best way to encourage exemplary behavior is to model the behavior you want from others. If you want feedback, accept feedback. If you want openness, be open. If you want results, produce leadership results
Think strategically as well as tactically. See the the big picture and align your efforts with it, but also, attend to details and get things done.	Ineffective leaders are often too detail-oriented. This can lead to losing sight of the big picture while micromanaging others. On the other hand, talking big and not delivering is also ineffective. A balance of strategic and tactical thinking is required.	If you are too detail-oriented, ask yourself “Why?” Ask big-picture questions. Alternatively, if you are a big-picture leader, but have trouble paying attention to details, work toward balancing your perspective by focusing on tactics.
Value accountability. Think of yourself as running a business with-in your organization, Team, Inc.	Leaders who have not defined their accountabilities are often frustrated by low-value activities. They blame executives for “not making good use of my skills.”	If you were an independent business delivering your function within your organization, what would you stop? Start? Continue doing?
Be results-oriented build organizational capital and growth, and people-oriented-build human capital and growth	Emphasizing results at the expense of people is a short-term tactic at best. Emphasizing people at the expense of business results bodes poorly for the long-term survival of the organization.	Typically, operating and financial measures need and receive a lot of attention. Expending an equal effort in assessing and developing people best ensures long-term organizational success.
Manage complexity and cope with ambiguity.	Lack of tolerance for ambiguity and complexity pushes you and others to suboptimal, narrowly drawn problem definitions, solutions, and roles.	Take time to explore issues that might be too narrowly defined. Help ambiguity-phobic others by summarizing content and process frequently.
Challenge and support, but don’t protect or compete with your employees.	Leverage as a leader comes not only from getting results yourself but also from helping others to achieve results.	You will be valued as a leader and considered easier to work with if you see your success as the success of others.
Understand your personal need for control and the control needs of others. LEADERSHIP TECHNIQUES	Leaders’ dysfunctional behaviors usually are traced back to their need for control. Leaders need to let go and either trust their people or find new people. Leadership will be stressful unless you believe people want to do a great job.	Believe in people. Get feedback and coaching. It is extremely difficult to assess the impact of one’s behavior. Learn about the use and abuse of power. Your finest success is when your people have learned how to create their own success.
Don’t blame others. From others’ perspectives, there is always a rationale for doing what they are doing.	Without this principle, you may tend to attribute negative motivations to others or push your own agenda on others. Either way, you become a very poor listener.	Refrain from categorizing people or groups as “They are all ….” If a person is “acting weird,” talk privately with that person. People’s behavior is always rational-as they see it. “Seek first to understand ….”
Listen for content and for the process.   LEADERSHIP TECHNIQUES	Don’t be content-bound. When talking about a situation, be as conscious of the process of how the situation is being worked as you are about the content that is being worked on.	Be aware of the content and process. Many leaders think mainly in terms of their function and job the content. Process concerns how content gets translated into results. Effective leaders are also aware of the emotions of others in a situation and can respond with empathy when needed.
Surface and deal with conflict and resistance.   LEADERSHIP TECHNIQUES	Resistance and conflict don’t go away if ignored or suppressed. They just surface in other, more harmful ways.	Be clear about where you stand on issues. This takes self-awareness and courage. It also involves a level of discomfort, but that’s the price leaders must pay to ensure an effective working environment.
Improve systems and processes.	Joseph Juran notes that approximately 85% of problems can be corrected only by changing systems and processes. Thus, fewer than 15% can be remedied by training or changing people.	Remove systemic barriers to results. For example, if you want your Systems Analysts to be more client-focused, consider relocating them into the client’s workspace.
Build partnerships with your people. The best leadership situations have a 50-50 feeling.	One-up leadership, whereby the boss does the thinking, is at best a short term tactic in modern, knowledge-based organizations	Encourage others to express their thoughts and feelings. Encourage neither dependence nor independence, but interdependence.
Be an expert in leadership as well as in your functional or technical field.	Without self-knowledge and self-awareness, you are condemned, like history, to repeat your past.	Learn leadership skills. Learn coaching skills. Watch and model leaders who are strategic and who get both business and people results.

LEADERSHIP TECHNIQUES

“Without principles, we are leaves in the wind pushed in every direction by every new idea.”

—David Bly

LEADERSHIP TECHNIQUES

LEADERSHIP V.S MANAGEMENT

HOW TO USE THIS LEADERSHIP TOOL

Clarifying your personal leadership principles will:

• Develop your integrity as a leader.
• Clarify your leadership values, limits, and ethics.
• Support you explain your actions to others, including why you cannot do something they might suppose of you.
• Support your deliberate underlying principles and wants, and evade getting caught on a position or arguing substitutes.
• Help guide your decisions and choices.
• Help you coach others.
• Help you form unique replies in original situations.

LEADERSHIP TECHNIQUES

7 Habits OF Successful Leaders

LEADERSHIP TECHNIQUES

WEB WORKSHEET

Don not be restricted by the list of leadership principles in the table already provided. Make your own principles list. Meanwhile, principles tend to be broad, overarching statements, make this list palpable by noting actions that you will start doing, stop doing, and continue doing to validate separately leadership principles within your workgroup or crew. (LEADERSHIP TECHNIQUES)

Your leadership principle	Actions you will START doing to demonstrate this principle	Actions you will STOP doing to demonstrate his principle	Actions you will CONTINUE doing to demonstrate this principle
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LEADERSHIP TECHNIQUES

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This post contains the content of the book Encyclopedia of Leadership  below is the link of the complete Encyclopedia of Leadership