- Knows and engages people who will follow
- Articulates a vision of the future
- Builds a consensus for a course of action
- Creates a space where people can do their best work
- Shares and cooperates with outsiders
- Buffers insiders from unreasonable outsider demands
- Removes obstacles
- Makes decisions based on a bedrock of principles
- Acts congruently, honestly, humbly, and ethically
- Uses feedback to choose actions that hit the target
I created this list based on
an exploration of leadership traits done by AYE participants: Charles Adams, Jim Bullock, Fiona Charles, Don Gray, Sherry Heinze, Dwayne Phillips, Jerry Weinberg, and me.
1 Comments:
A good list as these generalizations go.
I'd say that leaders serve as personal examples of priorities.
Their time management demonstrates to others exactly what is important and what is not important. Nothing that they say and no incentive scheme much undoes this example. Henry Mintzberg emphasizes the time management side of leadership in particular.
Their language, too, sends such signals. The "deep framing" school argues that leaders "align terms" used in the organization to fit a central or a core metaphor or story (see the writings of George Lakoff on this).
Some argue that leaders, in addition to showing others a good example of in-flow psychological self-master, must focus and filter others' priorities using both language and subtle behaviourist incentives that (yes) verge on manipulation.
We still have white-collar workplaces largely to let this take place. If it wasn't required we'd have shifted to telework long ago.
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