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On Leadership

https://medium.com/swlh/on-leadership-51b56a703bb9

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On Leadership
When breakdowns in business occur, the typical response (after deliberation and consideration) is to change what we're doing. We think doing something different, better or more will be the golden ticket to a gateway of prosperous growth and production. The issue with this is although the actions are different, the context is the same.

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Leadership Values Against Actions

To lead is to take responsibility for oneself and others, with the aim of causing change. Who the managers are and the values they hold is a fundamental piece of a team’s functionality.

When breakdowns in business occur, the typical response is to change what we’re doing. But if the management itself isn’t effective, the room to operate doesn’t matter.

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Leadership - the most powerful call to action

It’s not only opting to take responsibility for oneself and others, but to take responsibility for the cause itself.

Because of this, leadership is anything but sexy. It’s not attractive. And a lot of the time, it’s not really all that fun.

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The Realm of Extraordinary

The Realm of Extraordinary
The realm of extraordinary leadership doesn’t acknowledge the doing until what’s far more important is committed to — the being.

As feedback arrives from their team and the marketplace, extraordinary leaders look first at how they are before pointing to what they do.

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SIMILAR ARTICLES & IDEAS:

Peter Drucker

"Management is doing things right; leadership is doing the right things."

Peter Drucker

Change Leadership Styles

Sometimes a teammate needs a warm hug. Sometimes the team needs a visionary, a new style of coaching, someone to lead the way or even, on occasion, a kick in the bike shorts. 

For that reason, great leaders choose their leadership style like a golfer chooses his or her club, with a calculated analysis of the matter at hand, the end goal and the best tool for the job.

Daniel Goleman’s leadership styles

  1. Pacesetting leader - “Do as I do, now”: expects and models excellence and self-direction. 
  2. Authoritative leader - “Come with me”: mobilizes the team toward a common vision.
  3. Affiliative leader - “People come first”:  works to create emotional bonds that bring a feeling of belonging.
  4. Coaching leader - "Try this": develops people for the future.
  5. Coercive leader - “Do what I tell you”: demands immediate compliance.
  6. Democratic leader - “What do you think?": builds consensus through participation.

The servant-leader

The servant-leader

Servant leadership is a very social leadership style.

While traditional leadership is about the accumulating, hoarding and exercising (which often degenerates into abusing) of power by...

Servant leadership as a powerful management style

Research consistently reveals:
  • Servant leadership has a significant effect on employee commitment to a supervisor.
  • Servant leadership and employee satisfaction are strongly correlated.

10 traits of servant leaders

  • Self-awareness. It helps to view situations from a holistic position rather than being self-centred.
  • Empathy. People need to be accepted for their special one-of-a-kind spirits.
  • Listening and reflecting upon what your team says is essential to the growth of the servant-leader.
  • Healing. Many people walk around with a variety of hurts. Good servant-leaders endeavour to support those with whom they come in contact.
  • Foresight. Seeks to understand the lessons from the past, the realities of the present, and the possible outcome of a decision for the future.
  • Conceptualisation. Visualising the big picture and thinking beyond day-to-day realities.
  • Relying on persuasion rather than hierarchical dominance.
  • Stewardship. It requires a commitment to serving the needs of others first and taking responsibility for the actions and results of your team.
  • Team growth. Commitment to the personal growth of every individual.
  • Community building. Human beings have an innate need to belong to a “tribe” of some kind.

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Leaderships skills related to EQ

  • Working to inspire and motivate those around;
  • Focus on collaboration between team members, which creates synergy and a better experience for employees;
  • “Walking the talk,...