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Leaders facilitate others to contribute positively in a given context. Their core values inform their approach to leading. By focusing and positively building on what people believe and value, instead of simple problem-solving, leaders have the potential for far more wide impact.
1. Respect: being respectable and treating yourself and others, regardless of differences, with dignity, empathy and compassion.
2. Making a Difference: making a positive impact on the world around you.
3. Integrity: being moral, ethical and trustworthy.
4. Authenticity: being consistent, congruent and transparent in values, beliefs and actions while integrating those traits to your pursuit of growth.
5. Courage: acting intentionally for the common good, facing adversity and acting in the service of inclusion and justice.
6. Service: being humble and committing beyond self-interest for a greater cause.
7. Humility: being self-aware and not arrogant while open to different perspectives.
8. Wisdom: a broad understanding of human dynamics and an ability to balance the interests of multiple stakeholders when making decisions; can take a long term perspective in decision-making.
SIMILAR ARTICLES & IDEAS:
... are there to guide behavior and choice.
Get them right and you'll be swift and focused in your decision-making, with clear direction.
Get them wrong...
Values are a part of us. They highlight what we stand for. Values guide our behavior, providing us with a personal code of conduct.
When we honor our personal core values consistently,...
Knowing your personal values changes your behavior.
For instance: When you value health, you don’t have to wrestle with managing impulse control as much. If you know a particular food or activity isn’t good for your body, you don’t want it.
Leadership development is viewed as a current and future priority. Despite efforts to produce and nurture new leaders, only 7 percent of senior managers think that their companies develop global le...
Many training initiatives assume that the same group of skills or leadership styles are suitable without considering the strategy or organizational culture of a company.
An excellent leader in one situation does not necessarily perform well in another. Focusing on context means equipping leaders with two or three competencies that will make a distinction to performance, rather than a list of leadership standards that is of no specific benefit.
Companies face a challenge when it comes to planning the program's curriculum. Adults typically retain only 10 percent of what they hear in classroom lectures, but nearly two-thirds when they learn by doing.
The answer seems straightforward: tie leadership development to real on-the-job projects. While it is not easy to create opportunities that simultaneously address high-priority needs, companies should strive to make every major business project a leadership-development opportunity as well.