As a "key leader" CEO, CFO, CIO, VP, etc. you have a very powerful influence on both the leadership style and culture of the organization.

STOP…Close your door, set all of your papers aside, do not answer the phone and take some reflective time out.

Think about your answers to the following important leadership questions.

• What "leadership philosophy" am I communicating at my staff meetings?

• With regard to "people leadership" do I clearly and constantly communicate what I expect of my senior executive team or my department?

• With regard to "business leadership" do I clearly and constantly communicate what I expect of my senior executive team or my department?

• What leadership tone and corporate culture do I expect my executive/management team to set…and model…and are they?

• What "specific leadership message" do I want them to communicate to those they directly lead and on down the line throughout the organization?

• Do I use/discuss the contents of leadership books and articles with my staff?

• What degree of tolerance do I and my staff have for those who don’t practice solid leadership, grow the corporate talent…and live the corporate culture?

• With regard to modeling the corporate culture…At the senior level does my staff demonstrate customer value focus (internally as well as externally)? Do they unleash employee potential? Do they challenge the status quo and allow others to do the same? Do they ensure inspired leadership? Do they encourage diversity, especially diversity of thought? Do they practice and instill excellence everywhere? Are they committed to teamwork when it is needed?

The reason the answers to these questions are important is that quite often the subjects of leadership and corporate culture are not fully engaged at the senior level. Many people in supervisory roles get so involved in day-to-day tactics that they miss almost completely the impact their role as a leader has on "all" the individuals they are charged to lead.

Most leadership books provide solid roadmaps for going from good to great and orchestrating good leadership principles. But a book alone does not make people change. It takes key individuals in leadership positions to truly engage in the process of forming and nurturing organizational culture and ethically leading organizations in today’s chaotic environment. To be most successful, organizational culture can not be treated simply as a program, but rather it must be viewed at all levels as a way of "being and doing." This "soft stuff" is hard work, but as a leader you already knew that.

Now that you have taken the time to think about "Leadership by Example" take the time to write down in concrete terms some of the things you will specifically do to model the way for those you lead. The shadow you cast can be seen and felt by everyone with whom you come in contact! As a leader model the way…Action Beats Brilliance!



Thanks to Roger M. Ingbretsen for contributing this article to our Leadership Development blog:

Organizational Leadership And Development

Situational leadership theory is one of the type of leadership theory, leadership model and leadership style that believes that different leadership style suit different situations. That is as per the situation, you should apply leadership style. Situation leadership theory assumes that the best action to be taken by a leader depends on the situation. The leader should also be able to adapt the style according to the situation. As the situation changes, you (leader) should also quickly change the leadership style. Depending on the situation, you (leader) should adopt leadership style.

Adopting a particular style also depends on the relationship between the followers and the leader. The cooperation of the employees also plays a major role in deciding the type of leadership that should be in that organization. Factors such as mood and stress may affect the leader’s behaviour. When a situational leader is required to take a decision, he or she does not use only one preferred style. Situational leaders are effective and versatile. In our day-to-day life, we do this in dealing with different people. That is our leadership style is different for different people.  We avoid getting angry if a new employee makes a mistake. We also remind forgetful employees. This theory is not only applicable to people who are leaders or are  holding management positions but is also applicable to those people that lead others  at play, at work and at play.

A situational leadership model is also associated with situational leadership theory.

The basic idea of this model is that leadership flexibility is necessary for effective leadership. It also believes that different leadership approaches are required for different situations. This model defines four leadership styles. These styles are based on how much guidance or direction the leader can give to his or her followers.

Leadership Styles are as follows:

Directing Leaders- Tasks and roles of the followers are defined by these leaders. Directing leaders also supervise their followers very closely. All decisions are taken and announced by the leader. Here the leader is more focused on completing the task than keeping a good relationship with the follower. Thus, communication is one way.

Coaching Leaders: Here the leader still defines the tasks of the followers but asks for any suggestions from the follower and tries to keep a good relationship with the follower Final decision is made by the leader and not the author but communication is two way.

Supporting: Here the leader frequently takes the help of followers for day-to-day decision. Decisions include processes and task allocation. The leader facilitates decisions but the final decision is taken by the follower.

Delegating Leaders:  Here the leader is too involved in problem solving and taking decisions but the authority to take the final decision is with the follower. Followers also decide how and when the leader should be involved.

Depending on level of development of the employees, a particular style will be most effective. The leadership approach should also match to what is required or needed by the employees or followers



Thanks to Muna wa Wanjiru for contributing this article to our Leadership Development blog:

Classroom Team Building Activities

Can you answer monteno1’s question about Leadership Development?:

Please don’t answer if you don’t really know what I’m talking about… How many hierarchical levels are in the company, and how many people work under each supervisor? Do employees work individually or on teams and why? I would also like to know what the leadership style most prevalent in the organization is and its level of effectiveness. If you can, please cite your sources. I appreciate your time and answers.

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Can you answer Stardust Hopes’s question about Leadership Development?:

What is your leadership style when you try to go about motivating people?

Leadership Training Videos

It’s easy to discount the importance of leadership development, assuming that corporate leaders either have what they take or they don’t and if they do they’ll learn as they go. If they don’t…well, if they didn’t have what it took they wouldn’t have been given a leadership role to begin with, right?

Not necessarily. Sometimes all that’s needed is a little leadership development.

There is no such thing as a natural born leader, which is why leadership development is so important. Anyone can have the fundamental requirements necessary for the leadership role. It’s how they develop them that matters.

Leadership development is defined as an effort to enhance a learner’s ability to lead, an endeavor focused on developing the leadership abilities and attitudes of the individuals sitting at the top of the chain of command. Successful leadership development requires a lot more than the ability to give orders. It also requires diplomacy, top of the line people skills, a certain level of ruthlessness and an understanding of how much space there is and there isn’t between the executive suite and the mail room. A good leader doesn’t just lead. He or she leads by example.

Leadership development within a company should be addressed at both the individual and group level. Individual leadership development can be undertaken in both a hands-on and a classroom environment, and which method your organization chooses is entirely up to you. Through various exercises the individual learns to identify their strengths and weaknesses, using both to shape and mold their successful leadership style.

Individual leadership development is very important for individuals first entering the field and those who are having a difficult time taking up the reins of command. Additional leadership development offers them the opportunity to hone their skills, smooth over their weaknesses and learn to make the most of their current position rather than finding themselves stuck on the bottom rung of the ladder to success because of a lack of knowledge and personal resources.

Group leadership development is absolutely vital in any company, regardless of industry, because it teaches an executive team how to look, think and act like a team. For a business to run smoothly it’s essential that the executive team be able to operate like a well oiled wheel, cognizant of each other’s patterns, strengths, weaknesses and goals and able to work together to achieve success. Any leadership team that is rapidly “slapped” together and tossed into the ring is going to fail almost instantly. It takes time and practice, and leadership development offers the opportunity for both.

Leadership development through books, activities, conferences and classroom studies is a vital part of any company’s success, which is why there are hundreds of books, seminars, conferences, workshops, boot camps and personal coaches devoted to that very goal. Never underestimate the importance of the team of people holding the reins in an organization, and don’t discount the need to allow those individuals to develop their leadership skills both inside and out of the office.

Leadership matters.



Thanks to Ray Subs for contributing this article to our Leadership Development blog:

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