What is the authors' definition of leadership or ideas about what they believe it to be? The authors believe that a leader, first of all, has followers. And that leaders are defined by their followers. The followers follow because they trust the leader, and the relationship between those who want to lead and those who are inspired enough to follow that leader must be constantly attended to, nurtured, and re-energized. There are five major leadership themes in the book. They are as follows:
Model the Way." I believe this is the most important of the five leadership definitions. Unless a leader presents a believable and inspirational role model, no one will follow. On page 14 the authors write, "open up your heart and let people know what you really think and believe." To do that, it will take actually "talking about your values." And if the so-called leader doesn't have any beliefs to stand up for and share with his followers, he or she will quickly be dismissed as an imposter. Speeches aren't enough, they write; "Deeds are far more important." Moreover, a leader has "high expectations" because that leads to "high performance" from their followers (323). High performance results from a sense of "self-confidence, courage, and volition to live up to their leader's expectations." For parks and recreation leaders, this means get out there and do the exercises, do the lawn mowing on the softball fields, show how to play the game at the highest level rather than telling others how it should be done.
Inspire a Shared Vision." This is really an offshoot of "Model the Way." Because leaders are persons with vision and imagination, because they are able to "gaze across the horizon of time, imagining the attractive opportunities that are in store..."...
True leaders tend to live their lives backwards, the book points out; they see "pictures in their minds' eye of what the results will look like even before they have started their project" (15). Persuasion is an important part of this aspect of their leadership definition. For parks and recreation leaders, this would mean imaginative summer recreational programs that create a buzz in the community; getting sponsors to pay for the costs of soccer or softball tournaments that have never been held before; an inspired shared vision of what's possible.
Challenge the Process." Part of this challenge is to "innovate and create" (186); to "seize the initiative" (117); "make something happen" (178); and moreover, to venture out into new ideas, be a groundbreaker. In parks and recreation, "little victories" could mean having more sign-ups than ever before; doing things a new way, challenging the old boring typical activities; for example, maybe having an "American Idol" styled competition for kids who write their own cool hip hop lyrics, or dance moves with couples similar to "Dancing with the Stars."
Enable Others to Act." This is where a leader makes it possible for others to do good work, by strengthening everyone's "capacity to deliver on the promises they make." "Be open to influence" (247); "create a climate of trust"; and for parks and recreation people, it is always important to "listen, listen, listen" (249) to what kids are saying before planning new events.
Encourage the Heart." A leader has "high expectations" because that leads to "high performance" from their followers (323). High performance results from a sense of "self-confidence, courage, and volition to live up to their leader's expectations." Feedback about what progress people are making is very important (319), and this goes for parks and recreation leaders especially. Every tiny bit of achievement or success that one can detect in a young person at a recreational-related program (especially at-risk kids) needs to be brought out in positive feedback. "Nice job Jimmy," and a pat on the back is a nice gesture for the kid who is not very athletic but made a catch of a pop fly in the infield. Then, take him aside and review with him what he did right, reinforce, and reach his heart in the process.
Minority Woman as School Principals and Leadership Challenges Faced by Minority Principals When compared with corporate America, both the public and private American school systems may have more blatant glass ceiling settings because there are very obvious resistance movements towards gender and minority integration into administrative roles such as principals especially for positions in better schools or systems. The numbers do not lie -- consider the fact that women have traditionally
Leadership Evaluation Introduction to Award Program Any discussion of employee incentive programs will make use of many different terms, most of which will mean different things to different people. In order to ensure the discussion has apples-to-apples clarity, this paper begins with a basic lexicon. Employee incentives are a form of payment that is tied to the performance of employees. The incentive payment can be either intangible or tangible, and with or without
One reason has to do with the intellectual hurdles that senior executives jump in obtaining their jobs. It takes at least an IQ of about 110 to 120 to get an advanced degree such as an MBA. There is thus a high selection pressure for IQ in order to enter the executive ranks." (p. 250) The text goes on to argue that the result is that there is not a
S. could employ, especially through the use of artillery. All these led to Fredendall losing the respect of his own commanders, to the degree to which they could, at any moment, consider that his orders would not be beneficial for their own divisions. In firing Fredendall, the most important leadership challenge for Eisenhower was to accept the fact that he had been wrong in appointment Fredendall to such a position for
JIM Kouzes, lecturer and author of nine books of leadership, including the best seller, "The leadership Challenge," qualities that make an effective leader have different perspectives. There are four things that everyone look for in a good leader. Firstly, people want a leader who is honest to them, trustworthy, and has integrity. Secondly, people want someone who looks forward that is forward looking, who has a vision of the future, and
leadership and change management are very crucial factors in the determination of an organization's success. One of the main causes of organization failure is poor leadership. This coupled with the lack of appropriate change management program can quickly send an otherwise profitable business venture into the dreaded domains of bankruptcy and losses. This paper is therefore dedicated to the investigation of the effects of leadership and change management on