Best in Class: Are Top Scores the Way to Win I reflect on lessons spoken by professors, as a smile adorns my face.
With confidence I listen and keep a steady pace. Onward toward the mark, learningeverything I can. When the courses are completed, my time to lead can now begin. How well can I manage On what does it depend Research says I need to shine from a place far within. I may not have to be a star, for the others to follow through. I could just boss, at minimum cost to share my point of view. Up and down ladders, ideas freely flow. No traditional blocks; almost anything goes.
The jury is still out; a few results have made it in. Opinions have decided what it takes to achieve a win. One claim is thought, but it is compared to emotion. The highest score is not only a number, but has values worth promotion. Internal Leadership A good leader has to take charge of their emotions in addition to demonstrated academic achievement. Daniel Goleman??™s, ???The Emotional Intelligence of Leaders???, demonstrates an act of kindness as a step in the right direction (Goleman, 1998) His ???anatomy??? illustration is synonymous with a race to the top (Goleman, 1998).
Goleman??™s discussion of the brain reveals the strengths and conditions possessed by those who finish as winners. There are specific thought patterns and feelings which provide an edge for accomplishment. Goleman presents five functions of ???emotional intelligence??? as guidelines to lead people (Goleman, 1998).
They require leaders to align with reality, remain balanced, defeat negativity, read between the lines and stay in touch.Inside Out A proven leader answers questions from the core of their being. Goleman believes this is self awareness (Goleman, 1998). Those who lead in a humble manner will not proceed with actions until their inner self has spoken and been understood. Resisting the temptation to react quickly will limit frustration, apprehension, and grief. This translates to emotion management (Goleman, 1998).Pitfalls A leader is continually observed by those who follow them, especially when there is an obstacle. Two outcomes are possible: failure or opportunity.
The former is the result of a quitter, while the latter is attributed to the ability to stay in the race. If the leader quits, the team is destined to follow. If the leader remains in the race, the team will be encouraged to keep moving in spite of injuries, humiliation, persecution, disbelief, mistakes, or hopelessness. Goleman describes this phenomenon as motivation (Goleman, 1998).Good Vision An efficient leader must recognize and solve problems which are potentially devastating to the team??™s overall standings. Without empathy, the issue may seem small enough to ignore or dismiss, but the size can not be gauged by a leader??™s personal tendencies or benefits (Goleman, 1998). The issue may never be spoken with words, but clearly communicated indirectly. If the leader is not linked to the culture or diversity of the team, it is doomed for defeat.
Overcome If the team is not winning, all is not lost. Knowledge can shift the odds with determination and reinforcement. The attributes of the losing streak must be altered to reflect a winning attitude. The performance plan requires the leader to focus on staying connected to the cause (Goleman, 1998). Reactions and conduct are the fundamentals of triumph for all generations, but there is no quick course of mastery (Goleman, 1998). Studies show it is rare or on decline, but quality leadership is still available for organizational success (Goleman, 1998).
Idea Leadership Mitch McCrimmon??™s ???Thought Leadership: A Radical Departure from Traditional, Positional Leadership??? explains an unusual form of leading. It is easily defined as no leader required activities toward the advancement of imagination. There is no organized influence or need for particular characteristics (McCrimmon, 2005).Non Traditional There are several ways to display thought leadership. The bottom line is to deliver the bait to the hook and hope for a bite. People to persuade are the hook; a new idea serves as bait, acceptance means there was a bite.
The person behind the pole does not have to have a license to fish; they only need to present instructions for improvement. The bait may never be tasted or used again. Surprisingly, good sportsmanship is not necessary in this tournament. The factsshould be true, but there is no need for trust (McCrimmon, 2005). In fact, the presenter does not have to be a team member (McCrimmon, 2005). If there is a tug on the line, a new person may be holding the pole during the next stage of the process.Platform Thought leadership is limited to improvement, advancement or an invention that is not currently in use (McCrimmon, 2005). The viewpoint is mainly seen in avenues of emergence where competition is prominent (McCrimmon, 2005).
It is compared to traditional leadership principles, which are comprehensive (McCrimmon, 2005). The formal leader can utilize this style to fulfill expansion endeavors, but with practical presentation (McCrimmon, 2005).This method would follow the rules of engagement with accuracy, respect, and proper channel of authority. Purpose McCrimmon presents thought leadership as a basic necessity (McCrimmon, 2005). He argues traditional leadership will not amount to sustained success in rapidly developing organizations (McCrimmon, 2005). New idea(s) are believed to be the only advantage such a company needs in lieu of traditions (McCrimmon, 2005). Though creativity is found in traditional leadership, it is a distinctive quality of thought leadership (McCrimmon, 2005).
McCrimmon explains that more risk is taken with thought leadership, than in other limited roles of management (McCrimmon, 2005). Since management is not the sole provider of infusion, those on the lower portion of the pole have the opportunity to climb to new heights, but are not conveyed as seeking any advancement (McCrimmon, 2005). McCrimmon justifies the actions as a desire to show technical ability versus a desire for a particular prize (McCrimmon, 2005). Conclusion Although the papers were informative, I think each failed to mention some of the key negative attributes of positional leadership.
One overlooked aspect was the clear distinction between the leader and those being led. The terms white and blue collar are synonymous with these roles. This alone is a form of industrial classicism that permeates various cooperate climates. In some established organizations there is a sub climate of segregation from dress codes, parking lots, and even employee entrances. Although in most cases this is purely coincidental, it does not speak to the issue that this message breeds an ???us versus them??? mentality that is prevalent in most organizations.
This does not happen in the thought leadership model. Anyone is potentially the leader at any given time. Thought leadership can create symbiotic existence with management and employees.
If a team is empowered to aid in the decision making process that will impact them, they now have greater stakes at risk. With stakes at risk or something to lose, there is now a sense of ownership with an inherent desire to see success in whatever project or undertaking they have elected to follow. The different views are not strong enough to pull me in a certain direction, but I do acknowledge Goleman??™s study provided the most evidence that takes more than the top score academically to rank best in class. Emotions will remain a testament to the training and preparation for the big race.
Win status is destined for those who endure their self battles and ongoing human wars. ReferencesGoleman, D. (1998). The emotional intelligence of leaders. Leader to Leader, (10), 20-26.
Retrieved April 21, 2010 from http://www.leadertoleader.org/knowledgecenter/journal.aspxMcCrimmon, M. (2005).
Thought leadership: A radical departure from traditional, positional leadership. Management Decision, 43(7/8), 1064-1079. doi:10.1108/00251740510610062.