Leadership Value

Leadership has been a common term and everyone has his or her own understanding of its meaning. Most of the time we understood leading on ones strong character combined with charisma. But this understanding is faulty as leaders is not a sole function of individual charisma or talent but a collective activity.Gilbert Fairnholm defines leadership as an interactive function of a leader and several followers jointly engaged (p. 8) which means that there is a collective effort in terms of range and trust enough to prove each ones confidence in participating in collective activity.Value on the other hand derived its roots from French and incline word braveness or valor. In business world, value means worth thus according to Kim S. Cameron, value creative activity is the objective of every enterprise, every worker, and every leader and all employees are judged by their skill to construct value (p. 4). Leadership value wherefore could mean a collected courageous undertakings being shake by the leaders own courage or the worth of having a leader in a collective effort.The leadership PrinciplesJoseph A. Heim pointed verboten five article of beliefs of leadership that should be implemented in disposition to have a successful direction of people and technology (p. 161). The first principle, the people understands the reverie. Heim explained that when people understands the vision or the larger task of an enterprise, and are given the right information, the resources, and the responsibility, they will do the right thing (p. 161).The second principle is empowerment of individual. Heim noted that appoint peopleand of course with a good leadershipempowered groups will have not only the ability but also the desire to recruit in the decisiveness act. Heim explained that the level of involvement will enable and encourage the individual to make decision rather than adopt a passive or reactive attitude, waiting to be told what to do.The third principle is a com prehensive and effective communications network. Heim emphasized that this network should distribute knowledge and information widely embracing the openness and trust that allow the individual to feel empowered to affect the real problems.The fourthly is integrated enterprise, it is the result of democratization and dissemination of information through the network (p. 161) in all directions disregarding of organizational position. The result of these first four principles, which is distributed decision-making, is the fifth principle. Heim pointed egress that information freely shared with empowered people who are motivated to make decisions will naturally distribute the decision making process through the entire organization.Leadership and ValuesAccording to Jeswal Salacuse, Leadership express a complex and at the same time flexible concept (p. 19). Salacuse noted that the English word leader is derived from the old English laedan which means to show the way, to be ahead of movi ng a group of people willing toward and objective. It therefore implies the existence of followers.Like leadership, everyone may have already basic idea of what values are. Dran, Gila M. Von, and Jennifer Cargill point out that Values are broad general beliefs about the way people should behave, or about virtually end state they should attain (p. 121).They explained that people form their values in the same way in which they develop their personality, thus values are conclusive beliefs individual develop gradually about what is lawful or right or good about their world. They pointed out values come from the early conditioning, experience, and portentous events in ones life (p. 121) and are the criteria for selecting actions, goals, and methods.Leadership TraitsPieter John Diederik Drenth, Henk Thiery, and Charles Johanes Wolff, pointed out that leadership traits is founded on the assumption that leaders poses online personal qualities, such as courage, intelligence, strength of character, vision, or charisma, which followers do not possess (p. 326) But this assumption waned because according to Drent, Thiery, and Wolff, it has proved impossible to find a hotshot set of characteristic that enables a clear and reliable distinction to be drawn between leaders and followers (p. 326).But recent study admits that certain characteristics are only important in certain circumstances such as in athletic or sports. Drent, Thiery and Wolff pointed out the studies conducted in 1981 by mystifying which concludes that Leadership as such is not a property of an individuals personality, but there are nonetheless certain fixed personal characteristic that seem to play part in the exercise of leadership (p. 326).Leadership learningLike leadership and values, skill is a familiar term. Skill is the ability to do something well. Robert Eugene Lefton and Victor Buzzota identified four basic leadership skills that a leader needs. First, The sizing-up skills or the ability to observe what do in work situations as objectively as you can Second, converse skills or the ability to find out what others think and for getting your own ideas across, Third, Motivational skills or the ability to create an environment in which people do what they are capable of because they have a compel reason to do so, and fourth, Adaptive skills or the ability to relate to people as a strange individual.Advance leadership skillsAdvance leadership skills according to William Christ, are blends of knowledge, skill, and attitude and require greater levels of behavioural flexibility and adaptability (p. 29). Below are some of the advance leadership scales that Christ delineated. (1) Manage and resolve conflicts effectively, (2) build messages that influence attitudes, beliefs, and actions, (3) Ability to demonstrate credibility and ability to manage multiple communications effectively, (4) Creative management skills, and (5) interpersonal skills.Leadership BehaviorLeadership beha vior according Manuel London is the result of perceiving situations, relating situational perceptions to accumulated knowledge, and so using scripts to guide the production of situationally appropriate behavior. Studies on leadership behavior shows that exemplary leaders endlessly balanced high task taste and high person orientation, according to Gary Monroe Crow, Joseph Mathews, and Lloyed Mc Cleary, task orientation focused such behaviors as planning, monitoring and coordinating, while person-orientation focused on such behavior as informing of decisions and praising their accomplishment (p. 11).Assessing Leadership and beat its EffectAssessing leadership according to Daniel Goleman , Rechard Boyatzis, and Annie Mckee can be done through a series of interviews and observations by a professional executive coach. Goleman, Boyatzis, and McKee point out that a typical process include conversations about the leaders career and life history, discussion of current managerial and lead ership challenges, and discussion of the organizational-level issues as well as including things such as climate, politics, and system (p. 228).Novick, Morrow, and Mays discussed measuring leadership effect. According to them, one question that a leader should ask is, How am I doing as a leader? They suggested that by using psychological assessment instruments can help measure leadership effect or effectiveness. This instrument that help assess ones self and appreciate the persona of others is available in many forms.Work CitedCameron, Kim S. Competing Values Leadership Creating Value in Organization.Christ, William. Leadership in Times of Change A Handbook for Communication and Media Administrators (Lawrence Erlbaum Associates, 1998)Crow, Gary Monroe, et.al. Leadership A Relevant and Realistic case for Principals. (Eye on Education, Inc., 1996).Drenth, Pieter Johan Drederick, et.al., Organizational Psychology. (Psychology Press, 1998).Fairnholm, Gilbert W. Leadership and Culture of Trust. (Praeger/Greenwood, 1994).Heim, Joseph. Manufacturing Systems Foundations of World Class Practice. (National Academies, 1992).Goleman Daniel, et.al. Primal Leadership scholarship to Lead. (Harvard Business School Press, 2004).Lefton, Robert Eugene and Buzzota, Victor. Leadership Through People Skills. (McGraw-Hill Professional, 2004).London, Manuel. How People Evaluate Others in Organization. (Lawrence Erlbaum Associates, 2001).Novick, Lloyd, et.al. Public health Administration Principles for Population Based Management. (Jones and Bartlett, 2007)Salacuse, Jeswal W. Leading Leaders How to Manage Smart, Talented, Rich, and Powerful People. (AMARCOM Div. American Management Association, 2006).