Seven Qualities of a Good Leader

Author: Barbara White How often have you heard the comment, "He or she is a born leader?" There are certain characteristics found in some people that seem to naturally put them in a position where they're looked up to as a leader. Whether in fact a person is born a leader or develops skills and abilities to become a leader is open for debate. There are some clear characteristics that are found in good leaders. These qualities can be developed or may be naturally part of their personality. Let us explore them further. 1.A good leader has an exemplary character. It is of utmost importance that a leader is trustworthy to lead others. A leader needs to be trusted and be known to live their life with honestly and integrity. A good leader "walks the talk" and in doing so earns the right to have responsibility for others. True authority is born from respect for the good character and trustworthiness of the person who leads. 2.A good leader is enthusiastic about their work or cause and also about their role as leader. People will respond more openly to a person of passion and dedication. Leaders need to be able to be a source of inspiration, and be a motivator towards the required action or cause. Although the responsibilities and roles of a leader may be different, the leader needs to be seen to be part of the team working towards the goal. This kind of leader will not be afraid to roll up their sleeves and get dirty. 3.A good leader is confident. In order to lead and set direction a leader needs to appear confident as a person and in the leadership role. Such a person inspires confidence in others and draws out the trust and best efforts of the team to complete the task well. A leader who conveys confidence towards the proposed objective inspires the best effort from team members. 4.A leader also needs to function in an orderly and purposeful manner in situations of uncertainty. People look to the leader during times of uncertainty and unfamiliarity and find reassurance and security when the leader portrays confidence and a positive demeanor. 5.Good leaders are tolerant of ambiguity and remain calm, composed and steadfast to the main purpose. Storms, emotions, and crises come and go and a good leader takes these as part of the journey and keeps a cool head. 6.A good leader as well as keeping the main goal in focus is able to think analytically. Not only does a good leader view a situation as a whole, but is able to break it down into sub parts for closer inspection. Not only is the goal in view but a good leader can break it down into manageable steps and make progress towards it. 7.A good leader is committed to excellence. Second best does not lead to success. The good leader not only maintains high standards, but also is proactive in raising the bar in order to achieve excellence in all areas. These seven personal characteristics are foundational to good leadership. Some characteristics may be more naturally present in the personality of a leader. However, each of these characteristics can also be developed and strengthened. A good leader whether they naturally possess these qualities or not, will be diligent to consistently develop and strengthen them in their leadership role. Barbara White has over twenty years experience in leadership . Barbara is President of Beyond Better Development, which specializes in motivation and training in interpersonal skills.For more articles about Leadership visit her website http://www.livingbeyondbetter.com Article Source: http://www.articlealley.com/article_7681_15.html About the Author: Barbara White has a passion to empower others towards success and excellence in their personal and professional lives. Barbara has a background of over twenty years in educational leadership, teaching children and adults to be their absolute best and overcome all challenges. Now as President of Beyond Better Development, Barbara works with individuals and organizations to accelerate growth and success. For more information visit her website http://www.livingbeyondbetter.com For more great articles go to http://www.articlesbeyondbetter.com http://www.livingbeyondbetter.com

Select the Right People

Author: Lee Meadows

“Business is all about having the right people, doing the right job!”

Garrison Thomas Meadows

Strategic decisions to hire or not hire, select or not select and place or not place a person are just as important as the decision to buy or sell a company. Though we elevate the status of the merger/acquisition or the downsize/sell off decision because of its profound economic and financial implications, we seldom, if ever, give any strategic thought to the decision that leads to one person moving up the career ladder, across the career tundra or over the career bridge. As is often acknowledged in the Executive Profile section of business magazines, taped interviews on business talk shows and autobiographies that allow for a look back on one’s business life, the consistent theme woven through these profiles is that the toughest decisions they face are the ones that involve the strategic placement of PEOPLE! The due diligence that comes with financial reports, legal meandering, bid solicitation and portfolio analysis, while lengthy, technical and crucial to the survival of a company, can all come crashing down like a stock market panic if the wrong person is sitting at the helm. The wrong mix of background, experience and insight can be equally as damaging as any exercise in organizational restructuring.

The growth and evolution of the people selection process has seen the emergence of assessment instruments, personality profiles and structured interviewing methods, all designed to augment the natural inclination to go with one’s ‘gut’ on a people decision. In many instances the, ‘gut’ decision is jettisoned in favor of the traditional ‘seniority’ practice or the culturally reinforced, politically charged ‘entitlement’ option that often clouds the mind and judgment of key decision makers. The volatility of the current business climate demands more of decision makers than just the standard approach to getting-it-done, but to really zero in on what skills are crucial to any job or position connected to the profit and survival of the organization. The shifting tides of globalization have encroached on the once time honored practice of ‘position-mine’ and much like the ladies of Dogpatch on Sadie Hawkins Day where if you catch your husband, claim him, then he’s yours, positions have been handed out to non-competent individuals with about the same amount of forethought. When economic times are on the high end, we rarely give much thought to this kind of process. However, when standing eyeball-to-eyeball and toe-to-toe with time honored traditions caught in a vortex, standing on ceremony is no longer appropriate when the foundation is crumbling.

PEOPLE MAKE A DIFFERENCE! Talented people strategically placed in the right jobs, make an even bigger difference. Positions and titles come with money and status. This combination appeals to our needs for security, achievement and recognition. It feeds our desire to want more, but not necessarily our ability to do more. We want a position because it is available, not because we can do the job. The interest and attraction to a position does not make it an automatic gift. We assign levels of importance to titles when, in fact, the title of the position, (Mail Room Clerk, Chief Executive Officer) should have little bearing on how much forethought should go into who should occupy that spot. The structural connectivity inside most organizations is such that the way the mail room clerk goes about handling the job can have a rippling impact on how the Chief Executive Officer handles their job. Though it may seem like a reality stretch, ask any CEO what happens to their day when the mail is late!

Our primary criterion for self-evaluation is ‘Me next’ and the energy that fuels this perspective is often reinforced by managerial unwillingness to look beyond the immediate need and think, strategically, about the skill requirements and talent needed to position the organization stay competitive.

About the Author:

Lee E. Meadows, Ph.D is a Management Professor and Consultant with over 25 years of experience working for and consulting with leading organizations on a variety of management issues. He is the author of the business leadership fable: Take the Lull by the Horns: Closing the Leadership Gap

Article Source: http://www.articlesbase.com/leadership-articles/select-the-right-people-728115.html