+Unm paper mentoring future leaders copy

+Unm paper mentoring future leaders copy

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  TITLE: Mentoring FutureLeaders: Qualities of Effective Leadership: Principles of Dr. Peter F. Drucker AUTHOR (S): Rodríguez, P. A. ORGANIZATION: University of Phoenix ABSTRACT As we approach the third millennium, America cries out for leadership at all levels of society and in every organization that compose it. It must be a national priority to seek out effective leaders. We urgently need culturally sensitive women and men who can grasp the vision of the future. Leadership is the essential force behind any successful organization. Effective leaders help generate vital and viable organizations that can develop and mobilize into new visionary roles in todays’ modern society. In so doing, leaders can form a more desirable future for this nation and the world. In contrast, ineffective leadership directs society into becoming a dreamless society lacking purpose, vision and cohesion. Knowledge has to be improved, challenged and increased constantly, or it vanishes. Bennis (1997) states that leaders are the ones with vision, who inspire others and cause them to galvanize their efforts and achieve change. Managers, on the other hand, will follow standard operating procedures to their graves, if necessary, because they do not possess the ability to change course. CONTENT The study of leadership has focused on traits, behavior and more recently qualities that create leadership. That trait view of leadership focus on having the right stuff and are concerned with who leaders are. Anther perspective examines leader behavior, for as Greenberg and Baron (2000) noted we may not be born with the ‘Right stuff’, but we certainly strive to do the ‘right things’—that is, to do what it takes to become a leader. While other studies focused more holistically between leaders and followers. In creating tomorrow’s society of citizens, leaders have a commitment to self-assessment (reflective practice) as commitment to developing themselves and their organization as a leader. Likewise, leaders have a commitment to community and to change lives. Reflective practice is the first action requirement of leadership that is constantly reshaping. Drucker (2008) enunciated that ‘we are creating tomorrow’s society of citizens through the social sector, everybody is a leader, everybody is responsible, everybody, Reflective assessment can and should convert good intentions and knowledge into effective action-not next year but tomorrow morning.’ A closer look at the trait view of leadership, suggest that individuals become leaders because of the traits they possess. In short, individuals become leaders because; in some special way, they are different from other individuals. Green (2001) indicated that such traits or characteristics could be classified under the headings of capacity, friendliness, achievement, responsibility, participation and status. While, House, Shave and Herold (1996) found that successful leaders possess many of the following traits: drive, honesty and integrity, leadership motivation, self-confidence, cognitive ability, creativity and flexibility. It concludes that individuals who posses these traits are thought to be good leaders. Kirkpatrick and Locke (1991) state that leaders are not like other people…they do not need to have the ‘right stuff’ and this stuff is not equally present in all people…in the realm of leadership…the individual does matter.
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  In trait theory,this suggests that the more traits a leader possess the more effective the leader. Trait theory also matches the hierarchical organizational structure, and successful leaders, those with the key traits, are placed in top positions within the organization. A closer examination of the qualities of an effective leader reveal that the core mission of the organization remain fixed while operating practices, cultural norms, strategies, tactics, processes, structures and methods continually change in response to changing realities. For the effective leader, the core mission of the organization provides guidance, not just about what to do, but equally what not to do. In all organizations, people will demand operating autonomy, freedom plus responsibility and will simultaneously demand that the organization of which they are a part, stand for something. Autocratic/authoritarian behaviors of leaders manage to be controlling with the sole responsibility for decision-making and action resting with the leader. Such individual seem to be directive and controlling in their actions toward others, and leaders with behaviors that cluster at this end of the continuum always run the show, tell people when, what and where to do things, and do not like their authority or decisions and actions questioned. Leaders in the democratic/participative end of the continuum manage to share in decision-making and courses in action. Democratic leaders encourage others to participate in the what, when and how questions they confront daily and are therefore seen as collegial and collaborative in their leadership behavior. Additional, leadership behaviors may include supportive leadership that seeks to maintain a supportive relationship in the workplace and demonstrate consideration and awareness of the needs of others, directive leadership that sets standards for success, communicates performance standards, schedules the work, and provides specific directions for accomplishing the task, participative leadership that involves consulting with others and seeking opinions of others concerning task completion or other work-related activities and achievement oriented leadership that empathizes excellence in task completion and gets goals that are challenging, yet attainable. Many organizations focus toward self-managed teams and encourage, building trust, inspire teamwork, empower other, clarify teach purpose and values, encourage flexibility and make the most of team differences and practice open communication. In building self-managed teams, the leadership qualities and the interactive nature of leadership that include the ability to create and use culture that guides all members of the organization, the use of interpersonal skills in building trust and working with others, model personal integrity and responsibility in interacting with others, the capability to diagnose problems, select protocols and procedures based on equity and take risks, and lastly the capacity to unite effort with purpose to obtain results. These qualities have the appearance of being related to traits or behaviors, but the key difference is the interpersonal application as leaders interact with various constituencies of the organizations. The nature of this interaction between leaders and others can be characterized as charismatic or transformational leadership. While, charismatic leaders have that something special about them and exert especially powerful effects on followers. In so doing, a special kind of leader follower relationship develops that results in higher levels of enthusiasm and excitement. The charismatic leaders can make ordinary people do extra ordinary things. However, transformational leaders also have charisma, but are able to incorporate the leadership qualities in such a way that they are able to transform and renew their organizations. Transformational leaders not only inspire, but also captivate strong emotions and passion to teach and change followers. Transformational leaders tap into cognitive processes by helping 2
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  others to beproblem solvers while providing support to individuals by giving them attention and encouragement. Transformational leaders focus on the leader’s ability to provide shared values and a vision for the future. Hoy and Miskel (1996) view transformational leaders that exhibit the ability that defines the need for change, creates new visions and muster commitment to the visions, concentrates on long-term goals, inspires followers to transcend their own interests for higher order goals, changes the organization to accommodate a new vision, rather than work within the existing one, and mentors followers to take greater responsibility for their own development and that of others. Followers become leaders and leaders become change agents that ultimately transform the organization. Characteristics Moreover, transformational leaders are able to manage the boundaries of autocratic end democratic decision making those values led, people centered, achievement oriented and able to manage a number of ongoing tensions and dilemmas. Transformational leaders must provide intellectual stimulation, individualized consideration and inspirational motivation as they work within their organization. Leaders must know who their customers are and what their customers ‘Value’. As Peter Drucker points out, in any organization the customer is one step ahead of you. Leaders and organizations that are devoted to results—will always regard this to its basic integrity—will adapt and change as they form. Drucker (2008) puts it; your success ultimately depends on what you have contributed to the success of your customers. It means that transformational leaders are at the heart of the organization. They are change agents who look beyond immediate needs of the organization and focus on long-term goals. Drucker (2008) emphasizes that the leaders need a systematic analysis as part of their plans, leaders determine what results for the organization should be and where to concentrate for future success, the mission defines the scope of the leaders responsibility, results and plan must produce some measurable outcomes, results and plan must build mechanisms that allow midcourse corrections based on these results, the goal is to achieve real impact and ultimately, what is at the very heart of the plan and results is how the lives of real people (the common man) are improves. 3 Autocratic/Authoritarian Behaviors Democratic/Participative Behaviors Ø Controlling Ø Directive Ø Sole decision maker Ø Total responsibility of action Ø Does not delegate Ø Closed to others’ input Ø Makes quick decisions and abandons input from others— ego/centric Ø Delegator Ø Cooperative Ø Collegial Ø Shares in decision making Ø Open to suggestions Ø Shares responsibility for action Ø Open communication Ø Active listener
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  Drucker understood thatall goals flow from the mission statement, aim the organization as to where it must go, builds its strength, address opportunity and taken together outlines the organizations future. A society that recognizes the social sector as the leading force in creating healthy communities and improving the quality of life, builds around the mission statement and long-term goals are the only way to integrate shorter-term interests. The transformational leader’s plan leads them to work for results. Five elements of effective plans include one. Abandonment—knowing when to change direction, 2. Concentration—building on success, strengthening what does work, 3. Innovation—looking for tomorrow’s success, the true innovations, and the diversity that stirs the imagination, 4. Risk-taking—ability to balance the short-range with the long, there is no formula for risk-taking, 5. Decisions and analysis— recognizing when you do not know, when you are not yet sure whether to abandon, concentrate, go into something new, or take a particular risk. Overall, the transformational leader continuously revisits their action steps. Action steps establish accountability for objectives. Transformational leadership requires constant sharpening, refocusing, never really being satisfied. Many organizations focus toward self-management teams 4 Guidelines to help leaders build self-managed teams Overall leadership qualities and the interactive nature of leadership Ø Build trust, inspire teamwork, and empower others Ø Clarify team purpose and values Ø Expand team capability by recognizing and affirming optimal performance Ø Create team identity through relationships building and communication Ø Be flexible and make the most of team differences Ø Practice active listening with all team members Ø Practice open communication Ø Have faith in yourself , know yourself Ø The ability to create and use culture that guides all members of the organization Ø The ability to use interpersonal skills in building trust and working with others Ø The ability to model personal integrity and responsibility in interacting with others Ø The ability to diagnose problems, select protocols and procedures based on equity and take risks Ø The ability to unite effort with purpose to obtain results Transformational leaders must pass through eight milestones that are relevant and viable for effective organizations. These milestones are important for small organizations, large businesses, educational institutions and government agencies. The elements of eight milestones include one. The ability to scan the environment—meaning to understand the assessment of emerging trends—not after, 2. Revisit the mission—means to revisit the mission and the three of the five most important questions are: what is our mission, who is our customer and what does the customer value; three. Ban the hierarchy—transformation requires moving people out of their organizational boxes into flexible, fluid management systems. Job rotation becomes an
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  enriching reality, 4.Challenge the gospel—means to build to meet the future. There should be no sacred cows as everyone should be challenged, five. Employ the power of language—leaders need to be clear and consistent in their messages to their customers, constituents and repeat their messages over and over again, 6. Disperse leadership across the organization—leadership is a responsibility shared by all members of the organization, 7. Lead from the front, do not push from the rear—means leaders model desired behaviors, never break a promise and know that leadership is a matter of how to be, and how to do it, 8. Assess performance—means reflective practice is essential to progress. The transformational leader must ask themselves these last two out of the five important questions—what are our results? In addition, what is our plan? Even though we may know the milestones on our journey, the future remains unexplored. Every leader and organizations needs to focus on the quality of their mission and the leadership it inspires for future success. Eight Milestones for Effective and Viable Organizations 5
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  Cycle of organizationalrenewal and becoming Leaders must embrace resilience. Resilience is the ability to bounce back from setbacks, learn from failure, be motivated by challenges, and believe you can handle stress and difficulties in life. It is not all or nothing, it comes in amounts. You can be a little resilient, a lot resilient or resilient in some situations but not others. Seven ingredients of resilience leaders need to consider and embrace, include: one. Being comfortable with feelings and being able to express them. Resilient leaders do not get ‘stuck’ in an emotion. 2. Resilience does not stop you from having impulses that are not in your best interest, but you can learn to internalize the ‘stop and think’ message and use it to make appropriate choices about your actions and decisions, 3. Optimistic people are happier, healthier, more productive, have better relationships, succeed more, are better problem solvers and are less likely to become depressed, 4. Resilience increases the likelihood that you will be able to come up with solutions to a problem you are facing (plan B). 5. Self-confidence enables you to know your strengths and use them to navigate your world (sense of humor, charm, creativity). 6. Resiliency facilitates strong relationships. When leaders have a strong network of true friends and colleagues who care about them (support system), the leader has someone to whom they can trust and turn to when they need help. 7. Resiliency is the ability to embrace reflective practice and understand the importance of continuing to understand who they are within the whole of our multi-unicultural society. 6
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  Synopsis There aresome key assumptions that drive the capacity for building mentorship and leadership in organizations. These assumptions include the following: 1. Leadership and leaders are not the same, and leadership is not based on traits. 2. Leadership is a reciprocal learning process that allows individuals to construct and validate meanings that result in shared goals and purposes. 3. Leadership is a process that everyone in the organization can engage in and involves 7 skilled and complicated work. 4. Leadership involves sharing decision making with others and is a collective endeavor, and the journey of learning leadership must be appreciated in order for the purpose and action to be shared. 5. Leadership is collaborative in nature and involves the sharing of power and authority in order to empower others. Leadership principles to follow for success in the 21st century 1. Leadership is a sacred trust, not a bestowed right and involves knowing your core values. Ethical behavior and your integrity are essential at all times, for others will test you often. 2. Leadership is about hearing all the voices---customers, works, community and others. Active listening ad open communication is necessary. 3. Leadership is about creating an excess of vision—yours, mine and ours. 4. Leadership is about being uncomfortable—looking for data that disconfirms what we believe to be true. 5. Leadership is about a journey that begins with introspection and reflection, self-assessment and keeping your vision focused and consistent. 6. Leadership is about empowering yourselves and others—sharing information and decision-making. Taking risks that will continue the vision and mission of the organization. 7. Leadership involves identifying and dealing with personal behaviors to change, both personal and organizational. 8. Trust is the foundation on which success is built, as well as conviction to keep focused on your goals, values, integrity, commitment and vision. 9. Building positive working relationships where the leader makes their intentions known to others and solicit feedback. Building on active listening and open communication with all individuals, you encounter. 10. Such feedback helps all involved parties to be more consistent, behave in trusting, and compassionate ways. 11. The sharing of values and hopes helps to establish an organizational vision and culture. All these assumptions remain in the hands of the leader; the choice to embrace them is theirs. Equally important, the capability to mentor future leaders remains with the leader’s choice to make right decisions and to lead by example.
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  REFERENCES Bennis, w.(1997). Managing people is like herding cats. Utah: Executive Excellence Publishing. Drucker, P.F., Collins, J., Kotler, P., Kouzes, J., Rodin, J., Rangan, J.R., and Hesselbeing, F. (2008). The five most important questions you will ever ask about your organization. San Francisco: Jossey-Bass A. Wiley. Green, R. L., (2001). Practicing the arts of leadership. New Jersey: Prentice-Hall. House, R. J., Shane, S. A., and Herold, D. M. (1996). Rumors of the death of dispositional research are vastly exaggerated. Academy of Management Review, 21, 203-204. Hoy, W. K., and Miskel, C. G. (1996). Educational administration: Theory research and practice (5th ed.). New York: McGraw-Hill. Kirkpatrick, S. A., and Locke, E. A. (1991). Leadership: Do traits matter? Academy of Management Executive, 5, 48-60. 8