They also form the fabric of how employees view themselves, their value, and their role in a company of any size.
Leaders owe it to their subordinates to be transformational, not transactional. Excellent leaders have the ability to define a compelling vision and then provide individualized guidance and support including coaching and mentoring to each employee so they not only see their value to the vision, they see how their progress makes it easier to achieve. This is what energizes employees. it's not money, it's the ability to be part of making a compelling, fascinating vision a reality. As Daniel Pink has often wrote in his books on motivation, autonomy, mastery and purpose matter more that cash incentives.
Conclusion
Changing the behavior and morale of a business starts with a focus on transformational leadership and proceeds through the creation...
The best-run organizations today have been able to transform trust into a catalyst of continual renewal, growth and change. The extreme secrecy of Apple looks extreme from the outside yet on the inside the trust is such an accelerator no competitor in smartphones, tablet PCs or MP3s will most likely ever overtake them. It is because this organization and others like them have learned that creating a strong fabric of interpersonal reliance and trust can do more in less time and for less money than even the most advanced planning and execution systems installed enterprise wide. The best companies have their people plugged into processes first and rely on technology second. All of these factors revolve around making a company great to work with and for as it creates freedom to excel and attempt sot continually reduce or eliminate fear and lack of trust.
