Values A Manager Has to Possess

Abram T. Collier established the five sets of values for the guidance of a manager to develop them in himself.

 

The “A” Values

 

Self teaching

The virtues of hard work

Self realization

Personal responsibility

Search for justice and honor

 

The “B” Values

 

Organizational skills

Sales techniques

Administrative genius

Communication power

Integration of mental and physical health

 

The “C” Values

 

Professional training

Desire for facts

Legal realism

Historical objectivity

 

The “D” Values

 

People centered teaching

Customer oriented selling

Service

Participative management

Self transcendence

 

The “E” Values

 

The capacity to adapt to change

Ability to integrate viewpoints

The power to go beyond the above four value structures

 

Reference: 

Abram T. Collier, Management, Man and Values,  Harper & Row, New York, 1962, pp. 226-227

 

 

Values - The Concept

 

Schwartz and Bilsky (1987): "Values are a) concepts or beliefs, b) about desirable end states or behaviours, c) that transcend specific situations, d) guide selection or evaluation of behaviour or events, and e) are ordered by relative importance." (Cited in Agle and Caldwell, 1999: 359).

 

Jacob et al. (1962). As cited in Harrison (1975: 117), values are: "…the normative standards by which human beings are influenced in their choice among the alternative courses of action they perceive." (Jacob et al., 1962: 10)

 

Giacomino et al. (2000) discuss the influence of personal values on business behaviour. Values are particularly important because “They determine, regulate, and modify relations between individuals, organisations, institutions, and societies” (Agle and Caldwell, 1999: 327).

 

Kahle et al. link personal values and social values very closely, claiming that “Values are…integrally connected to social change” and that “…values are individual representations of societal goals. As elusive societal goals change, individuals’ values will sometimes lead and sometimes reflect this change.” (Kahle et al., 1998: 35).

 

Macchiette and Roy also connect personal and social values, referring to “…the 1990s…[having]…witnessed some major changes in consumer attitudes…and product-related values that reflect the heightened influence of social issues in the American marketplace.” (Macchiette and Roy, 1994: 55)

 

Source: http://www.hull.ac.uk/hubs/downloads/memoranda/memorandum34.pdf

Original knol - http://knol.google.com/k/narayana-rao/values-a-manager-has-to-possess/ 2utb2lsm2k7a/ 191

Ud 10.5.2022, 25.3.2012

Listening is a Central Competence for Success of Business Leaders

Koontz and O'Donnell defined leadership as the art or process of influencing people so that they will strive willingly and enthusiastically toward the achievement of group goals.

Leaders act to help a group attain objectives through the maximum application of its capabilities.

Each group of people that performs near its total capacity has some person as its head who is skilled in the art of leadership.

Koontz and O'Donnel stated in guarded terms: Leadership skill seems to be a compound of at least four major ingredients:

1. The ability of to comprehend that human beings have different motivation forces at different times and situations,
2. the ability to inspire group members,
3. the ability to act in a manner that will develop a climate conducive to responding to and arousing motivations, and
4. the ability to use power effectively.

Fundamental understanding of people is an important ingredient of leadership.

Koontz and O'Donnel state that the fundamental principles of leadership is: Since people tend to follow those who, in their own view, offer them a means of satisfying their own personal goals, te more managers understand what motivates their subordinates and how these motivations operate, and the more they reflect this understanding in carrying out their managerial actions, the more effective they are likely to be as leaders.

Can leaders understand people without listening to them?

Ram Charan in his HBR blog post aptly stated, "For leaders, listening is a central competence for success."
( http://blogs.hbr.org/cs/2012/06/the_discipline_of_listening.html     )


28 Jan 2014
People who master the ability to listen to customers and employees have a far better chance at success.
“In the short term, we’re all impatient and want to find the short answer that’s time efficient, especially the busy manager,” Meldrum said. “But in the long term, people are going to think you’re an insensitive jerk.”
http://www.bbc.com/capital/story/20140127-the-fine-art-of-listening-at-work


Read more



A Leadership Competency Model: Describing the Capacity to Lead

www.chsbs.cmich.edu/leader_model/compmodel/onlinemodel.doc

The Best Ideas To Help Students Become Better Listeners
http://larryferlazzo.edublogs.org/2012/07/23/the-best-ideas-to-help-students-become-better-listeners-contribute-more/

Listening by Ron Cotter
http://www.tlcllc.com/home/7-ron-potter-blog/87-listening.html

Leader Model
http://www.chsbs.cmich.edu/leader_model/development/media/books/leading_from_the_inside_out.htm

Leadership Theory and Competency Frameworks
http://centres.exeter.ac.uk/cls/documents/mgmt_standards.pdf

Leaders must foster accountability, but they also have to forgive errors, mistakes and wrongs of followers and opponents

Rosabeth Moss Kanter expressed the important idea in a HBR blog post.

Instead of settling scores,  leaders have to make gestures of reconciliation that heal wounds and involve all to get on with business. This is essential for turnarounds or to prevent mergers from turning into rebellions against acquirers who act like conquering armies. Forgiveness can sometimes mean investing in groups that have done something negative — a counterintuitive but often very effective strategy.

"Revenge is not justice," says General Douglas MacArthur, as played by Tommy Lee Jones in Emperor, an engrossing new feature film about the surrender of the Japanese to American troops at the end of World War II.

Emperor - Trailer
__________

__________
 The question requiring leadership judgment is whether to hang Japan's Emperor Hirohito for war crimes. Despite pressure from Washington and his fellow officers  General MacArthur senses that Japan reveres its emperor and refuses to give in. He instead uses his power for reconciliation and the emperor remains in place, though stripped of his divinity.  As we know from history, the rebuilding of war-torn Japan was an economic and social triumph.

If revenge is not justice, it is not strategy either.

Anger and blame are unproductive emotions that tie up energy in destroying rather than creating. People who want to save a marriage, for example, must let go of the desire to hurt a partner the way they think the partner has hurt them and instead make a gesture of reconciliation.

Those whose main motivation is to settle scores and get payback — to obstruct rather than construct — are on the wrong side of history. Their legacy is not  magnificent building, but rubble. Taking revenge can destroy countries, companies, and relationships. Forgiveness can rebuild them.

Source:
http://blogs.hbr.org/kanter/2013/02/great-leaders-know-when-to.html

Prof Kanter explain this point also in a video presentation - Six Key to Leading Positive Change

______________

______________

Leadership and Integrity - Research Paper by Robert Hooijberg and Nancy Lane - Information

Available at
http://m.imd.ch/research/publications/upload/Hooijberg_Lane_WP_2005_1_Level_1.pdf


Hooijberg, Hunt and Dodge (1997) called for more attention to be paid to values in leadership research, especially to the role of integrity

Hypothesis: Integrity has a positive association with effectiveness for all raters.

Direct reports will see an especially strong association between
integrity and leadership effectiveness.

Hypothesis  stated that Integrity would have a positive association with effectiveness for
all raters. Based on the literature we certainly expected this hypothesis to be true. The results,
however, show a statistically significant association for the managers themselves and their peers,
but not for the direct reports and bosses. 

Leadership through strategy, structure, and systems - Robert Hooijberg

Strategic leaders must put in place structures, systems and processes that support and encourage the development of leaders within the organization.


Strategic leaders must design and implement appropriate organizational strategy, structure, and systems in order to reach, align and gain commitment from those who cannot be touched personally – thereby allowing all members to contribute meaningfully  to their organization’s overarching goals.

Resources

http://www.imd.org/research/challenges/upload/Reflecting_your_vision.pdf

http://www.imd.org/research/publications/upload/PFM151_LR_Hoojberg_Lane.pdf

Being there even when you are not: Leadership through strategy, structure, and systems
Robert Hooijberg, James G Hunt, John Antonakis, Kimberly B Boal, Nancy Lane
Emerald Group Publishing, 01-Jan-2007 - Leadership - 334 pages
Whereas most of the leadership literature has focused on direct, interpersonal leadership, few researchers have examined indirect leadership or the leadership of organizations. Of course, direct, personal leadership plays an important role at all levels of the organization. However, we focus here on how leaders use strategy, structures, and systems to create the conditions that stimulate others to meaningfully contribute to the overarching goals of the organization. We therefore explore the role of the strategic leader as an "architect." In this role as strategic architect, we examine how top-level leaders create organizations wherein leadership is developed, knowledge is created and disseminated, meaning is shaped and shared, and where the vision cascades to all corners of the organization. We also explore the "darker" side of leader discretion to show the deleterious consequences of leader power. Finally, we examine the complex nature of organizations and the roles of leaders in adapting the organization to the environment in which it operates. The six major sections in this book coincide with these aspects of the leader's architectural focus. The first chapter in each section provides a short theoretical introduction. Following the theory chapters are application chapters, highlighting the practical implications of the theory with real-life examples. The sixth section explores the relationship between complexity theory and strategic leadership
Google Book Link with Preview facility
http://books.google.co.in/books?id=pBU2nbSjvQQC

Multipliers - Diminishers - Leadership Model by Liz Wiseman

Elizabeth Wiseman (Liz Wiseman) is president of Wiseman Group. In the research she did along with her colleagues, she came up with the model of leaders as  multipliers and diminishers. Multipliers use 95% of the capability of their followers where as diminishers use an average of 48%. Thus a multiplier leaders almost doubles the productivity of his followers by 100%.

They say, the multiplier uses five disciplines. As a talent magnet, he attracts talented people and uses them at their highest point of contribution. As a liberator, he creates an environment that allows people's best thinking and work. As a challenger he defines an opportunity that causes people to stretch. As a debate maker, he drives decision through rigorous debates.As an investor, he invests in the success of his followers and gives people the ownership for results.


Presentation by Liz Wiseman, and Greg McKeown, Coauthors at Google Talks on Multipliers
57.11 minutes
_________________


_________________

More material on the topic

http://articles.economictimes.indiatimes.com/2012-11-09/news/35014658_1_multiplier-effect-leaders-managers (the article made me aware of the topic)

Review of the book in Drake Management Review - http://faculty.cbpa.drake.edu/dmr/0101/DMR010110B.pdf

http://www.humanresourcesiq.com/talent-management/articles/are-you-a-multiplier-or-a-diminisher/

Videos - Wiseman Group
http://thewisemangroup.com/vids/

Confucius on Leadership by John Adair - Book Review and Summary

John Adair's book Confucius on Leadership was published in 2013.

While Confucius is known to many as a philosopher and Confucianism is even treated as a religion, Adair, a scholar on leadership identified that Confucius tried to develop leadership among the Chinese and made efforts in that direction.

Confucius on Leadership - Google Book with preview facility

http://books.google.co.in/books?id=507aEoXuxg8C

Part 1 The Generic Role of Leader

1. What is leadership?
2. Leading from in front
3. Achieving the task
4. Building the team
5. Developing the individual

Part 2 Some Qualities Necessary in Leaders

6. Enthusiasm
7. Integrity
8. Tough and demanding but fair
9. Warmth
10. Humility

Conclusion: The path to leadership

 A Biographical Sketch of Confucius



More reading on Confucius on Leadership

http://economictimes.indiatimes.com/features/corporate-dossier/confucius-theories-on-leadership-as-relevant-today-as-they-were-2500-years-ago-john-adair/articleshow/20088112.cms

The Relevance of Confucian Philosophy to Modern Concepts of Leadership and Followership
http://digitalcommons.unf.edu/cgi/viewcontent.cgi?article=1004&context=ojii_volumes

There are more articles on Confucius on Leadership. More will be added.

Global Leaders - Unite People with Individual Identities

Globalization means organizations which are serving more uniform domestic economies or societies have to serve multiple societies. In this endeavor, global managers have to confront identity issues. A manager is a person, who organizes people for carrying out a specific task or mission. Leaders are people who influence groups of people on a continuous basis on large number of issues.

Global leaders are now a reality. Globe has become a village due to the digital connectivity. It facilitated emergence of global leaders.

Global leaders must confront identity issues in a way that unites people while acknowledging individuality. Leaders must develop consciousness about others.  People need an awareness of differences and a willingness to honor them.  (Rosabeth Moss Kanter in Handbook of Leadership Theory and Practice by HBR Press.)

Teamwork and Collaboration - Harvard Publishing Video

Interview with John Chambers, CEO Cisco
2009

______________ ______________

Leadership - Self Development and Training

Do you want to be leader?

If you are pursuing an MBA, it is implicit that you want to be leader.

What is leadership and what is the role of leader?

Leadership is the ability or potential to influence the behavior of some persons termed as followers. When a leader says some thing, instructs something, there is a very high probability of large number of followers implementing it. This quick implementation is the result of the experience of followers over a period of time in implementing the decisions of the leader. If the decisions or instructions of the leader are beneficial to the followers in a cumulative way, followers as a policy listen to the leader without subjecting the instruction to a large amount of scrutiny.

So what is required to become a leader?

Ability to create benefit for other people. Ability to spot opportunities and take decisions that create benefit for other people. What about benefit for the leader? It is implied. A leader has to be resourceful. In the first instance he can create a benefit for a single followers only through his resources. His own resources have to keep increasing for creating benefit for more followers. But a leader's resource gathering effort has to go along with creating benefits for the followers.


Remember Leadership Can Create Stress.

Be prepared to withstand the stress that followers create for you.

Read an interesting poem about people from this blog post

http://www.a-to-zchallenge.com/2012/04/i-is-for-inspiration.html

More leadership poems
http://www.leadership-tools.com/leadership-poem.html



Leadership requires resources. So you need resource gathering ability.

Leadership requires willingness to give benefits to followers.

Leadership requires you to find and understand what followers want.

Leadership requires you to undertake activities that provide the desired benefits to followers.

Leadership requires you to bear the stresses created by behavior of followers.

Leadership requires you to grow as a capable person.

Leadership requires you to develop your followers as capable persons.

Textbook coverage of Leadership Theories

A Level Player of GE - 1997 Explanation

Excerpts from Annual Report of GE 1997
http://bib.kuleuven.be/ebib/data/jaarverslagen/GE_1997.pdf


Now we simply cannot afford to field anything but teams of “A” players.

What is an “A”?

At the leadership level, an “A”  is a man or woman with a vision and the ability to
articulate that vision to the team, so vividly and powerfully that it also becomes their vision.

An “A” leader has enormous personal energy and, beyond that, the ability to energize others
and draw out their best, usually on a global basis. An “A” leader has “edge” as well: the instinct
and the courage to make the tough calls — decisively, but with fairness and absolute integrity.

As we go forward, there will be nothing but “A’s” in every leadership position in this Company.
They will be the best in the world and they will act to field teams consisting of nothing but “A” play-
ers. The best leaders — the “A’s” — are really coaches. What coach, with any instinct or passion
for winning, would field an Olympic swimming or gymnastics team, or a Super Bowl team, that
wasn’t made up of the absolute best available? In the same vein, what business leader worthy of the
name would even consider fielding a team with anything other than the very best, the “A” players?

What characterizes “A” players?

In finance, for example, “A’s” will be people
whose talents include, but transcend, traditional
controllership. The bigger role is one of full-
fledged participant in driving the business to win
in the marketplace — a role far bigger than the
dreary and wasteful budget “drills” and bean-
counting that once defined and limited the job.

In engineering, “A’s” are those who embrace
the methodology of Design for Six Sigma. “A”
engineers can’t stand the thought of “riding it
out” in the lab, but rather relish the rapid pace of
technological change and continually re-educate
themselves to stay on top of it.

In manufacturing, “A” players will be people
who are immersed in Six Sigma technology, who
consider inventory an embarrassment, especially
with a whiff of deflation in the air — people who
understand how to drive asset turns and reduce
inventory while at the same time increasing our
readiness to serve the customer.

In sales, “A” players will use the enormous cus-
tomer value that Six Sigma generates to differenti-
ate GE from the competition, to find new
accounts, and to refresh and expand the old ones
— as contrasted with “C” players whose days are
spent visiting “friends” on the “milk-run” circuit of
customer calls.

Leading Teams - Richard Hackman - Book Information and Review

Additional Resources

You can request copies of articles of Richard Hackman on Leading Teams by visiting the harvard university site of Mr. Hackman
______________________________________________________________

Leading Teams: Setting the Stage for Great Performances - The Five Keys to Successful Teams

J. Richard Hackman

Professor, Harvard University

Table of Contents

	Preface
Pt. I	Teams
1	The Challenge	3
Pt. II	Enabling Conditions
2	A Real Team	37
3	Compelling Direction	61
4	Enabling Structure	93
5	Supportive Context	133
6	Expert Coaching	165
Pt. III	Opportunities
7	Imperatives for Leaders	199
8	Thinking Differently about Teams	233
	Notes	257
	Bibliography	283
	Index	301
	About the Author	311

Review

 Hackman agrees that team approach has potential for extraordinary work, but only if enabling conditions are provided through five keys.

Five Keys to Successful Teams

Covered in Chapters 2 to 6

2	A Real Team	37
3	Compelling Direction	61
4	Enabling Structure	93
5	Supportive Context	133
6	Expert Coaching	165

Additional materials

An interview with Richard Hackman by HBS Working Knowledge Staff Member

http://hbswk.hbs.edu/archive/2996.html

Hackman, J. R.  1968 Effects of task characteristics on group products.  Journal of Experimental Social Psychology, 4, 162-187
Hackman, J. R., & Vidmar, N. J.  1970 Effects of size and task type on group performance and member reactions.  Sociometry, 33, 37-54
Hackman, J. R., & Kaplan, R. E.  1974 Interventions into group process: An approach to improving the effectiveness of groups.  Decision Sciences, 5,  459-480
Hackman, J. R., & Morris, C. G.  1975 Group tasks, group interaction process, and group performance effectiveness: A review and proposed integration. In L. Berkowitz (Ed.), Advances in experimental social psychology (Vol. 8). New York: Academic Press.
Hackman, J. R., Brousseau, K. R., & Weiss, J. A.  1976 The interaction of task design and group performance strategies in determining group effectiveness.  Organizational Behavior and Human Performance, 16, 350-365
Wolf, G. W., & Hackman, J. R.  1977 Group tasks.  In B. J. Wolman (Ed.), International encyclopedia of neurology, psychology, psychoanalysis and psychiatry (Vol. V). New York: Van Nostrand Reinhold.
Hackman, J. R.  1978 The design of self-managing work groups. In B. King, S. S. Streufert & F. E. Fiedler (Eds.), Managerial control and organizational democracy. Washington, DC: Winston & Sons.
Hackman, J. R., & Morris, C. G.  1978 Group process and group effectiveness: A reappraisal.  In L. Berkowitz (Ed.), Group processes. New York: Academic Press.
Hackman, J. R.  1980 Changing views of motivation in work groups. In K. D. Duncan, M. M. Gruneberg, & D. Wallis (Eds.), Changes in working life. London: John Wiley & Sons.
Hackman, J. R., & Morris, C. G.  1983 Group tasks, group interaction, and group performance effectiveness.  In H. H. Blumberg, A. P. Hare, V. Kent & M. Davies (Eds.), Small groups and social interaction (Vol. 1). Chichester, UK: Wiley & Sons.
Hackman, J. R.  1986 Group level issues in the design and training of cockpit crews.  In H. H. Orlady & H. C. Foushee (Eds.), Proceedings of the NASA/MAC Workshop on Cockpit Resource Management. Moffett Field, CA: NASA-Ames Research Center. 
Hackman, J. R., & Walton, R. E.  1986 Leading groups in organizations. In P. S. Goodman (Ed.), Designing effective work groups. San Francisco: Jossey-Bass.
Walton, R. E., & Hackman, J. R.  1986 Groups under contrasting management strategies.  In P. S. Goodman (Ed.), Designing effective work groups. San Francisco: Jossey-Bass.
Hackman, J. R.  1987 The design of work teams. In J. Lorsch (Ed.), Handbook of organizational behavior. Englewood Cliffs, NJ: Prentice-Hall.
Hackman, J. R., & Helmreich, R. L.  1987 Assessing the behavior and performance of teams in organizations: The case of air transport crews.  In D. R. Peterson & D. B. Fishman (Eds.), Assessment for decision. New Brunswick, NJ: Rutgers University Press.
Gersick, C. J. G., & Hackman, J. R. 1990 Habitual routines in task-performing teams. Organizational Behavior and Human Decision Processes, 47, 65-97
Hackman, J. R. (Ed.)  1990 Groups that work (and those that don't). San Francisco: Jossey-Bass
Hackman, J. R.  1992, 1993 Rethinking crew resource management.  Air Line Pilot. Parts I-III. 
Hackman, J. R.  1993 Teams, leaders, and organizations: New directions for crew-oriented flight training.  In E. L. Wiener, B. G. Kanki, & R. L. Helmreich (Eds.), Cockpit resource management. Orlando, FL: Academic Press
Hackman, J. R.  1994 Trip wires in designing and leading work groups.  The Occupational Psychologist, 23, 3-8
Hackman, J. R.  1994, November-December The team that wasn't: Commentary.  Harvard Business Review,  28-30
Hackman, J. R.  1995 Self-management/Self-managed teams.  In N. Nicholson (Ed.), Encyclopedic dictionary of organizational behavior. Oxford, UK: Blackwell.
Hackman, J. R.  1995 Team training.  Contemporary Psychology, 40, 128-129
Hackman, J. R.  1998 Why teams don't work.  In R. S. Tindale et al., (Eds.) Theory and research on small groups. New York: Plenum. (Abridged version in Leader to Leader, Winter 1998, 24-31.
Hackman, J. R., Wageman, R., Ruddy, T. M., & Ray, C. R.  2000 Team effectiveness in theory and practice.  In C. Cooper & E. A. Locke (Eds.), Industrial and organizational psychology: Theory and practice. Oxford, UK: Blackwell.
Hackman, J. R.  2002, July New rules for team building.  Optimize, 50-62
Hackman, J. R.  2002 Leading teams: Setting the stage for great performances. Boston: Harvard Business School Press.
Hackman, J. R., & OConnor, M.  2004 What makes for a great analytic team? Individual vs. team approaches to intelligence analysis.  Washington, DC: Intelligence Science Board, Office of the Director of Central Intelligence.
Hackman, J. R.  2005 Rethinking team leadership or Team leaders are not music directors.  In D. M. Messick & R. M. Kramer (Eds.), New directions in the psychology of leadership. Mahwah, NJ: Lawrence Erlbaum.  115-142
Hackman, J. R., & Wageman, R.  2005 When and how team leaders matter.  Research in organizational behavior, 26, 37-74
Hackman, J. R., & Wageman, R.  2005 A theory of team coaching.  Academy of Management Review, 30, 269-287
Wageman, R., Hackman, J. R., & Lehman, E. V.  2005 The Team Diagnostic Survey: Development of an instrument.  Journal of Applied Behavioral Science, 41, 373-398
Hackman, J. R.  2006 The Five Dysfunctions of a Team: A Leadership Fable. Review.  Academy of Management Perspectives, 20, 122-125
Woolley, A. W., Hackman, J. R., Jerde, T. E., Chabris, C. F., Bennett, S. L., & Kosslyn, S. M. 2007 Using brain-based measures to compose teams: How individual capabilities and team collaboration strategies jointly shape performance.  Social Neuroscience, 2, 96-105
Hackman, J. R., & Edmondson, A.E.  2008 Groups as agents of change.  In T. Cummings (Ed.) Handbook of Organization Development (pp. 167-186). Thousand Oaks, CA: Sage.
Woolley, A.W., Gerbasi, M.E., Chabris, C.F., Kosslyn, S.M., & Hackman, J.R.  2008 Bringing in the experts: How team composition and collaborative planning jointly shape analytic effectiveness. Small Group Research, 39, 352-371
Wageman, R., Nunes, D. A., Burruss, J. A., & Hackman, J. R.  2008 Senior leadership teams: What it takes to make them great. Boston: Harvard Business School Press.

 You can request copies of these articles by visiting the harvard university site of Mr. Hackman

http://www.people.fas.harvard.edu/~hackman/csvsearch.cgi?search=hackman

This facility provided by Prof. Hackman is commendable as it makes the work of researchers and professionals slightly more easy.

Originally posted on Knol
Knol number1245

One Sure-fire Way to Be a Better Leader by Bruna Martinuzzi

Give credit to team members

http://www.openforum.com/articles/business-by-the-book-one-sure-fire-way-to-be-a-better-leader

25 January 2012

Thought Leadership

The concept of thought leadership is attributed to Joel Kurtzman, editor in chief of Strategy + Business Magazine. In 1994, he used the term to describe individuals and organisations who deeply understands their business, the needs of their customers, and the broader marketplace in which it operates.

 

Early thought leaders were Charles Handy who advanced the idea of the ‘portfolio worker’, Mitsubishi president Minoru Makihara and Gary Hamel of London Business School who along with C.K. Prahalad showed thought leadership in corporate strategy through their use of the term ‘core competence’.

 

 

 

becoming thought leader six steps

http://blogs.hbr.org/cs/2010/11/how_to_become_a_thought_leader.html

 

Immigration thought leadership

http://www.ilw.com/articles/2011,0802-paparelli.shtm

(Mentions writing in Google Knol)

Become a World Class Executive or Leader - You don't require a title

Robin Sharma gave this message through his book, You Don’t Need a Title to be a Leader.

 

 

 

 

Summaries and excerpts from the book are available in:

 

http://www.youdontneedatitle.com/pdf/dntexecsummary.pdf

 

http://www.facebook.com/note.php?note_id=116652405016576 

 

http://www.craffiescoaching.co.za/wp-content/uploads/2008/09/Leader-who-had-no-title-review.pdf

 

http://dreamexpress.wordpress.com/2010/04/06/book-review-the-leader-who-had-no-title/

Leader's Ambition - Organization Mission

The best executives have as their ambition contribution to the mission of the organization.

 

"If your leadership flows first and foremost from inner character and integrity of ambition, then you can justly ask people to lend themselves to your organization and its mission." (Jim Collins)

 

 

Organization members don't work to fulfil the self centric ambitions of a leader. They work the mission of the organization.

 

"In a world where the very best people are ultimately volunteers, why on earth should they give over their creative energies to advance the greater glory of a leader whose ambition is first and foremost self-centric? They shouldn't, and they don't." (Jim Collins)

 

 

Jim Collins in foreword to the book, Hesselbein on Leadership

http://www.jimcollins.com/article_topics/articles/hesselbein.html

 

Migration of Knols

Management knols of Narayana Rao are being migrated to two focused blogs  http://nraombakc.blogspot.com/  and

http://www.nraomtr.blogspot.com/ .


Visit Management Videos Collection

http://mgmtvideo.blogspot.com/

Business Thought Leadership

"Business thought leadership is about believing in a powerful idea and giving it shape through conviction and executing it to deliver value to the business."  Ramesh Bawa, MD & CEO, IL&FS Financial Services

"Business thought leadership to create a solution or process that serves the unmet needs and adds value to the society."  Ashwani Maheshwari, CEO, India Division SBU, ITC Infotech.

"Business thought leadership is the ability to see with a fresh set of eyes the business system and identify opportunities, structure the business plans and execute the same to create a first mover advantage."  Ashok Reddy, MD, Teamlease Services.

Source:
I think therefore I am
Arshie Chevalwala
The Economic Times, Page 8, 3rd January 2012

Leadership - Cases and Readings

Co-Leadership: A Manifesto to enhance leadership effectiveness and longevity
by Stephen Remedios - Freelance Coach & Executive Trainer at The Stephen Remedios Company
Dec 2011


Know "Thyself" in Leadership
by Shane Newman - Business Owner at NH Packing
Dec 2011

Level 1 Leadership Communication – Becoming the Leader You Want/Need to Be
by Skip Weisman - Leadership & Workplace Communication Expert at Weisman Success Resources, Inc.

Stone Soup Global Leadership - a new model of collaborative leadership to address today’s global challenges
by Deb Kemper - Executive Director - Stone Soup Global Leadership Initiative at JUCCCE
Dec 2011

The TELUS Leadership Philosophy: a collaborative, engaging and open leadership framework for 35,000+ team members
by Dan Pontefract - Senior Director, Head of Learning & Collaboration at TELUS

Leader's Ambition - Organization Mission

The best executives have as their ambition contribution to the mission of the organization.

"If your leadership flows first and foremost from inner character and integrity of ambition, then you can justly ask people to lend themselves to your organization and its mission." (Jim Collins)


Organization members don't work to fulfil the self centric ambitions of a leader. They work the mission of the organization.

"In a world where the very best people are ultimately volunteers, why on earth should they give over their creative energies to advance the greater glory of a leader whose ambition is first and foremost self-centric? They shouldn't, and they don't." (Jim Collins)


Jim Collins in foreword to the book, Hesselbein on Leadership
http://www.jimcollins.com/article_topics/articles/hesselbein.html


Originally posted in
http://knol.google.com/k/narayana-rao/leader-s-ambition-organization-mission/2utb2lsm2k7a/6014#

Entrepreneurial Leadership

Entrepreneurship refers to the ability to apply innovative ideas and unexplored perspectives to business processes. An entrepreneurial organization is always ahead of its times with new products and ideas.

Entrepreneurial leadership is a leadership type like that of tranformational leadership.

Entrepreneurial leadership is leadership that is based on the attitude that the leader is self employed even though some body is employed in an organization.

Leaders of this type:
􀁺 take initiative and act as if they are playing a critical role in the organization and energize their people,
􀁺 demonstrate entrepreneurial creativity, search continuously for new opportunities and pursue them,
􀁺 take risk, venture into new areas and provide strategic direction and inspiration to their people,
􀁺 take responsibility for the failures of their team (willing to bear the loss that come due to failure), learn from these failures and use them as a step to ultimate success and strategic achievement.


Source;
ENTREPRENEURIAL LEADERSHIP: CERTAINLY A TOOL
NOT A MEANS TO ORGANIZATIONAL SUCCESS
http://armef.org/pdfs/SEYED_ABBAS_MOUSAVI_TATFI.pdf