Leading from the middle.Introduction Leadership is often seen as key to improved performance. It is needed at all levels in an organisation--not just the top. Think about situations you have seen and you may recall people who were at the bottom of the hierarchy, or in positions with no formal authority, but were still able to provide a lead for others. Most people would agree that leadership can be developed, and that there are some definable leadership skills which can help managers to get the most from their team. Many organisations now run programmes to improve the leadership skills of staff at all levels from Supervisor through to Managing Director. This checklist seeks to explain the fundamentals of leadership, taking leaders as people who: * followers followers see dairy herd. can trust, rely on, and feel supported by * have a clear, exciting image of the future and can lead the way through change * show commitment to, and generate enthusiasm for, the organisation * are honest and open, and spend time talking and listening to their people * give staff the room and the confidence to get their job done. National Occupational Standards for Management and Leadership This checklist has relevance to the following standards: B: providing direction units, 5, 6, 7 Definition There is no commonly agreed definition for leadership, but a suggested one is: the capacity to establish direction, to influence and align align (  līn),v to move the teeth into their proper positions to conform to the line of occlusion. others towards a common aim, to motivate and commit others to action, and to encourage them to feel responsible for their performance. Action checklist 1. Be clear about the difference between management and leadership There is some disagreement about the differences between management and leadership, and some experts consider that there is no distinction (for example, Henry Mintzberg Professor Henry Mintzberg, OC , OQ , Ph.D. , D.h.c. , FRSC (born September 2, 1939) is an internationally renowned academic and author on business and management. He is currently the Cleghorn Professor of Management Studies at the Desautels Faculty of Management of McGill ). But many others think the two should be separated, while most would agree that managers and supervisors need at least some leadership ability. While definitions of both areas and their argued differences vary, you need to be clear and think out your own approach to the subject before you can work to improve what many consider to be important leadership skills. A common approach to the difference (and one taken here) is that: * management is really about the day-to-day running of a function--about getting the right people in the right place. It involves many administrative tasks * leadership is about creating a vision for that function and gaining people's commitment. There are few certainties with leadership. 2. Be clear about where you are now Are you comfortable with the idea of being a leader? If not, where do you think your weaknesses lie? Many people--especially those who have been promoted because they have a technical skill--feel uncomfortable about leadership. But think about yourself as a leader: consider whether you think that leadership is alien to your character; whether you may lack the authority and respect to be a leader; or whether you feel that it is only more senior managers who should be leaders. Remember that everyone can learn how to develop their leadership potential--authority and respect are there to be earned. Today, people at all levels are expected to show leadership qualities. 3. Downplay down·play tr.v. down·played, down·play·ing, down·plays To minimize the significance of; play down: downplayed the bad news. Verb 1. charisma An earlier presentation graphics program for Windows from Micrografx that included a comprehensive media manager for managing large libraries of image, sound and video clips. Charisma used to be seen as the key to a leader's success, but its existence is not taken very seriously by most experts today, and it is viewed as something of a blunt blunt (blunt) having a thick or dull edge or point; not sharp. weapon. The trouble with relying on charisma is that it can be destructive, and tends to dominate people. Organisations today need empowered people who can take their own decisions rather than slavish slav·ish adj. 1. Of or characteristic of a slave or slavery; servile: Her slavish devotion to her job ruled her life. 2. followers who look to a leader for guidance and direction at every turn. Rather than allowing a leadership cult to develop, or relying on personality or charismatic appeal, a range of leadership skills and styles needs to be developed for successful leadership. 4. Recognise the different leadership needs of people Work at developing a range of appropriate leadership styles--matching your leadership style to the situation and the people. Different staff will need different kinds of leadership: * with people who fail to take responsibility, you will need to take a directional In one direction. Contrast with omnidirectional. style, giving strict targets and ensuring that you monitor these * staff who lack confidence, but show potential, will benefit from a coaching approach--they need you to be directive and supportive, to explain what needs to be done, but to reinforce their positive behaviour and get them to take responsibility * with talented but underachieving employees, lead through communication, and get them performing better through involving them in the decision making, and supporting them in taking the initiative * star performers who are already fully competent need to be appreciated, and left alone to get on with the job. 5. Build up a range of demonstrable de·mon·stra·ble adj. 1. Capable of being demonstrated or proved: demonstrable truths. 2. Obvious or apparent: demonstrable lies. leadership attributes that confirm you as a leader in the eyes of your people Demonstrable leadership attributes that will help you to lead others include: * developing and demonstrating good work habits * understanding and valuing your staff's work * working hard at handling pressure * clearly demonstrating the values you hold dear * encouraging your staff's enthusiasm * providing regular feedback * listening and learning. 6. Build communication channels Develop the right mix of communication, so that people get to know what you expect and when they have done well or badly, and feel that they are able to give you feedback on your own performance. Most research into what makes a good leader stresses that leaders communicate--and communicate--all the time. They create a vision of where the department and organisation are going, and they do so by communicating it clearly and often, demonstrating it through actions and listening to their people. 7. Work hard at empowering your staff You need to provide support and confidence to help staff to achieve things for themselves. Today's leader works at creating the right environment and circumstances CIRCUMSTANCES, evidence. The particulars which accompany a fact. 2. The facts proved are either possible or impossible, ordinary and probable, or extraordinary and improbable, recent or ancient; they may have happened near us, or afar off; they are public or so that staff can take real ownership of their work. Are you courageous enough to trust your people to do a good job, and to show faith in them. If you are, and can still give them a sense of vision and guidance when they need it, then they will see you as their leader. Managers should avoid: * behaving in a domineering dom·i·neer·ing adj. Tending to domineer; overbearing. dom  i·neer way
* thinking that leaders have to come up with all the ideas--or are the only ones who have ideas * relying on charisma * refusing to listen to their people. Additional resources Books Why should anyone be led by you? What it takes to be an authentic leader, Rob Goffee and Gareth Jones Gareth Jones can refer to:
Boston, Mass: Harvard Business School Harvard Business School, officially named the Harvard Business School: George F. Baker Foundation, and also known as HBS, is one of the graduate schools of Harvard University. Press, 2006 Leading project teams: an introduction to the basics of project management and project team leadership, Anthony T Cobb Thousand Oaks Thousand Oaks, residential city (1990 pop. 104,352), Ventura co., S Calif., in a farm area; inc. 1964. Avocados, citrus, vegetables, strawberries, and nursery products are grown. , Calif: Sage, 2006 Leading corporate turnaround: how leaders fix troubled companies, Stuart Slater Stuart Slater (born 27 March [1969]] in Sudbury, Suffolk) is a former professional footballer who played as a winger and forward for West Ham United, Celtic, Ipswich Town, Leicester City and Watford. He also represented England at under-21 and B level. , David Lovett and Laura Barlow bar·low n. An inexpensive, one- or two-bladed pocketknife. [After Barlow, the family name of its makers, two brothers in Sheffield, England.] Chichester: John Wiley John Wiley may refer to:
The servant leader: unleashing the power of your people, Robert P Neushel London: Kogan Page, 2005 The accidental leader: what to do when you're suddenly in charge, Harvey Robbins and Michael Finley Michael Howard Finley (born March 6, 1973, in Melrose Park, Illinois) is an American professional basketball player who is a member of the NBA's San Antonio Spurs. The 6' 7" shooting guard/small forward was originally drafted out of University of Wisconsin-Madison by the San Francisco San Francisco (săn frănsĭs`kō), city (1990 pop. 723,959), coextensive with San Francisco co., W Calif., on the tip of a peninsula between the Pacific Ocean and San Francisco Bay, which are connected by the strait known as the Golden , Calif: Jossey Bass, 2004 Bad leadership: what it is, how it happens, and why it matters, Barbara Kellerman Boston, Mass: Harvard Business School Press, 2004 Leadership: theory and practice, 3rd ed., Peter G Northouse Thousand Oaks, Calif: Sage, 2004 This is a selection of books available for loan to members from the Management Information Centre. More information at: www.managers.org.uk/mic Related checklists Coaching for Better Performance (089) Developing Passive People (086) Steps in Successful Team Building (088) Organisations Leadership Foundation for Higher Education higher education Study beyond the level of secondary education. Institutions of higher education include not only colleges and universities but also professional schools in such fields as law, theology, medicine, business, music, and art. , 88 Kingsway, London, WC2B 6AA Tel: 020 7481 2000 www.lfhe.ac.uk |
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