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Added for You - Can Leadership be Measured?
Publicity is a great way to reach a lot of people with a limited budget. The key is to have a message that is newsworthy, which obviously changes all the time. Years ago it was enough to launch a new website. Nowadays that’s too common. As I’m writing this, there’s a 12-year old girl making news because of an experiment she conducted for her school’s science fair: she had fast-food ice samples tested for bacteria and compared those test results with samples of toilet water from those same fast-food restaurant
Ultimately, the brand of leadership we seek in contemporary life is best defined, developed and measured based on whether intended results are achieved, how they are achieved, the value of these results to others, and whether followers take discretionary action to achieve the leader's vision, mission and goals. Leadership depends on the achievements of followers. Lea
The health care delivery system is rapidly changing as the population and its health care needs and expectations change. The shifting demographics of the population, the developments in medicine, the greater emphasis on economics, and technological advances have resulted in changing emphases in health care delivery.Changes in the population in general are affecting the need for and the delivery of health care services. The 2000 U.S. census data indicated that there were more than 280 million people in
How do we recognize leadership or know that it exists? Generally, leadership is defined by characteristics and results. Yet formal leadership development nearly always focuses exclusively on characteristics, relying on hope that results will ensue. Unfortunately, leadership is seldom really measured beyond an intuitive or anecdotal approach.
For example, a person in a leadership role is deemed "successful." We want to replicate the leader's success, so we try to replicate the characteristics, skills, values, competencies, actions and behaviors of the leader. We edify and attempt to emulate these qualities in others, but we seldom get the same results. Corporate America is full of "competency-based" leadership development programs, what one might call the "injection-mold" approach. Competency-based leadership development has an effect on organizational culture, no doubt, but not always the desired effect. Leaders who somehow "measure up" to the desired competencies do not always produce desired results.
Ultimately, producing results is the reason we study leadership, the reason we seek to develop leaders, the very reason we need leaders. So it stands to reason that leadership also has been measured based on the results produced, regardless of how those results were achieved. We need look no further than Richard Nixon or Kenneth Lay to recognize the down side of such one-dimensional measures.
The leader's role is to establish the conditions (the culture, the environment) under which others can take right action to achieve desired results. "Desired results" are best defined by the vision, mission, values and goals of the team or organization. Therefore, leadership is best measured by the how well followers execute the vision, mission and goals while "living out" the desired values. This leads us to a new premise: that leadership should be measured by the results produced and how they are produced, as so often stated. However, there is a critical third element, that is, by whom are the results produced. If it is the leader that produces the desired results, then this should rightfully be attributed to individual action without any contributing effect from the behavior of others.
There is an obvious link between communication and leadership -- the basic reason for communication and for leadership is to prompt some form of behavioral response or action. Leaders must communicate by speaking, listening, reading, writing and action. Leaders produce results and as other authors have stated, "Leaders get results through people." Follower behavior, not leader behavior, defines leadership. This might lead one to argue, wrongly, that there is little difference between leadership and coercion. Coercion, or creating an environment using fear or incentives as motivational tools, may work temporarily yet is seldom sustainable. Performance declines, conflict ensues or people leave.
Ultimately, the brand of leadership we seek in contemporary life is best defined, developed and measured based on whether intended results are achieved, how they are achieved, the value of these results to others, and whether followers take discretionary action to achieve the leader's vision, mission and goals. Leadership depends on the achievements of followers. Lead
One of the hardest types of companies to run is a franchise system. This is because the founder of the franchise company must be a caring person and care about the success of their franchisees. But at the same time they must also be tough love and act much like a parent. On one hand they have to act like a grandparent and provide wisdom and leadership for the franchised outlets and on the other hand they must enforce the standards and consistency and quality than are outlined in the confidential operations
For example, a person in a leadership role is deemed "successful." We want to replicate the leader's success, so we try to replicate the characteristics, skills, values, competencies, actions and behaviors of the leader. We edify and attempt to emulate these qualities in others, but we seldom get the same results. Corporate America is full of "competency-based" leadership development programs, what one might call the "injection-mold" approach. Competency-based leadership development has an effect on organizational culture, no doubt, but not always the desired effect. Leaders who somehow "measure up" to the desired competencies do not always produce desired results.
Ultimately, producing results is the reason we study leadership, the reason we seek to develop leaders, the very reason we need leaders. So it stands to reason that leadership also has been measured based on the results produced, regardless of how those results were achieved. We need look no further than Richard Nixon or Kenneth Lay to recognize the down side of such one-dimensional measures.
The leader's role is to establish the conditions (the culture, the environment) under which others can take right action to achieve desired results. "Desired results" are best defined by the vision, mission, values and goals of the team or organization. Therefore, leadership is best measured by the how well followers execute the vision, mission and goals while "living out" the desired values. This leads us to a new premise: that leadership should be measured by the results produced and how they are produced, as so often stated. However, there is a critical third element, that is, by whom are the results produced. If it is the leader that produces the desired results, then this should rightfully be attributed to individual action without any contributing effect from the behavior of others.
There is an obvious link between communication and leadership -- the basic reason for communication and for leadership is to prompt some form of behavioral response or action. Leaders must communicate by speaking, listening, reading, writing and action. Leaders produce results and as other authors have stated, "Leaders get results through people." Follower behavior, not leader behavior, defines leadership. This might lead one to argue, wrongly, that there is little difference between leadership and coercion. Coercion, or creating an environment using fear or incentives as motivational tools, may work temporarily yet is seldom sustainable. Performance declines, conflict ensues or people leave.
Ultimately, the brand of leadership we seek in contemporary life is best defined, developed and measured based on whether intended results are achieved, how they are achieved, the value of these results to others, and whether followers take discretionary action to achieve the leader's vision, mission and goals. Leadership depends on the achievements of followers. Lea
Getting a new job can be extremely difficult. With the economy not being as strong as it once was, you may find yourself competing against hundreds of other possible applicants for the same position. You may feel like getting the job is the hardest part, but many people underestimate a different aspect of getting a new job: settling in amongst new coworkers and procedures. In this article, we'll offer some tips on how to make the transition as easy as possible while being the best employee that you can.
The leader's role is to establish the conditions (the culture, the environment) under which others can take right action to achieve desired results. "Desired results" are best defined by the vision, mission, values and goals of the team or organization. Therefore, leadership is best measured by the how well followers execute the vision, mission and goals while "living out" the desired values. This leads us to a new premise: that leadership should be measured by the results produced and how they are produced, as so often stated. However, there is a critical third element, that is, by whom are the results produced. If it is the leader that produces the desired results, then this should rightfully be attributed to individual action without any contributing effect from the behavior of others.
There is an obvious link between communication and leadership -- the basic reason for communication and for leadership is to prompt some form of behavioral response or action. Leaders must communicate by speaking, listening, reading, writing and action. Leaders produce results and as other authors have stated, "Leaders get results through people." Follower behavior, not leader behavior, defines leadership. This might lead one to argue, wrongly, that there is little difference between leadership and coercion. Coercion, or creating an environment using fear or incentives as motivational tools, may work temporarily yet is seldom sustainable. Performance declines, conflict ensues or people leave.
Ultimately, the brand of leadership we seek in contemporary life is best defined, developed and measured based on whether intended results are achieved, how they are achieved, the value of these results to others, and whether followers take discretionary action to achieve the leader's vision, mission and goals. Leadership depends on the achievements of followers. Lea
An executive search process includes a job analysis that can be subdivided into various subfunctions, like planning, recruitment and selection. Management should determine the kind of personnel required for a job and the number of persons to be employed. Thorough knowledge of the various jobs is essential to perform these functions.Establishment of a scientific standard in advance is essential to compare the applicant skills with the job requirements, and select the right candidate. This standard stipu
There is an obvious link between communication and leadership -- the basic reason for communication and for leadership is to prompt some form of behavioral response or action. Leaders must communicate by speaking, listening, reading, writing and action. Leaders produce results and as other authors have stated, "Leaders get results through people." Follower behavior, not leader behavior, defines leadership. This might lead one to argue, wrongly, that there is little difference between leadership and coercion. Coercion, or creating an environment using fear or incentives as motivational tools, may work temporarily yet is seldom sustainable. Performance declines, conflict ensues or people leave.
Ultimately, the brand of leadership we seek in contemporary life is best defined, developed and measured based on whether intended results are achieved, how they are achieved, the value of these results to others, and whether followers take discretionary action to achieve the leader's vision, mission and goals. Leadership depends on the achievements of followers. Lea
Do you often see print advertisements outdoors, as much as you see Web advertisements when you surf through the Web? I’m pretty sure that you have entirely different views and reactions upon seeing and actually taking notice to these two different kinds of advertising. The differences may vary in their use of color, typefaces, and space.Whatever else the difference is between Print Ads and Web Ads, many would still prefer the traditional print advertisements in order to promote their business, products
Ultimately, the brand of leadership we seek in contemporary life is best defined, developed and measured based on whether intended results are achieved, how they are achieved, the value of these results to others, and whether followers take discretionary action to achieve the leader's vision, mission and goals. Leadership depends on the achievements of followers. Leadership development must be tied to intended results of those who are lead more than competency sets of those who lead. Evidence of effective leadership can be found in the daily attitudes and habits of followers. Ultimately, leadership can be measured by the achievement of discretionary goals by followers.
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