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Separating good from bad actions
Dividing leaders and their actions into "good" and "bad" oversimplifies a more complex reality of human behavior. People act differently depending on their circumstances and the various roles they play. For example, leaders may behave differently with their families than they do at work.
Achieving important objectives require behavior that is different from a leader's inherent traits. The lack of these attitudes cannot be used as an excuse. Certain behaviors and skills can be learned.
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Leadership failures in government, business, and nonprofits have created a demand for leadership studies and literature.
Unfortunately, these materials describe unreachable ideals that are far removed from organizational reality, and therefore useless in practice.
It is important to be willing to learn, evolve, and develop when it is required.
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The reality that many people face in many sectors is the problem of getting things done in an imperfect world.
This means that sometimes questionable and obscure actions need to be employed to gain the desired outcome.
Bringing great ideas to life can sometimes be uncomfortable for leaders. Leadership is not about winning popularity contests or being the most beloved person.
Leaders are sometimes required to be hard on the people who work in close proximity to them.
A job can be turned into a power base by:
- building a reputation for creating and providing resources that are useful to others
- efficiently building relationships, even with enemies, and using this to your advantage.
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Leadership has become a kind of morality tale: Leaders are supposed to be authentic and truthful, paying attention to their employees' well-being and building trust.
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They are people of the highest integrity, committed to building enduring organizations. They have a deep sense of purpose and self-discipline, are true to their core values, dare to build their companies to meet the needs of their stakeholders, and recognize the importance of their service...
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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 leaders effectively. Around 30 percent of US companies admit that they lack enough leaders with the ri...
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Not every leader is benevolent. Many leaders have insight, initiative, influence, and impact but their lives and legacies are tainted by a lack of integrity.
A great leader must have a life integrated with the highest values so the impact of his/her leadership is positive.
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