Being a leader boosts your career
Aug 19, 2008
LEADERSHIP is getting people to do what you want, when you want, the way you want it done…because they want to.†This statement, by former US president Dwight Eisenhower, tells us what leaders do and what is expected of them.
By Robert Zavuga
LEADERSHIP is getting people to do what you want, when you want, the way you want it done…because they want to.†This statement, by former US president Dwight Eisenhower, tells us what leaders do and what is expected of them.
Whether you are self-employed, working for a company or job-hunting, it is essential to know that good leadership is a key to success in any environment that deals with people.
It is through leadership that individuals acquire skills that are essential for career growth. “There is no school that can teach you how to deal with people,†says Kato Muwanguzi, a management and training consultant. He adds that leadership develops one’s negotiation, analytical and conflict resolution skills. These are the skills that managers and corporate executives use to influence their teams.
Sociology studies show that there is no superior leadership style and no magical way in which effective leaders are created. But, much as all leaders differ, they have one common characteristic: They create an environment that calls for excellent performance from their team.
Leaders lead according to situations
High level performers are leaders who constantly assess the situation they are dealing with. They scan the environment and spot patterns, constraints, irregularities and feasibilities.
“Every leader must have a vision for his or her followers,†says Kato. Effective leaders are not problem solvers, they are problem-preventers. They evaluate all options for preventing or solving problems.
Leaders depend on people for their success
Prof.Ali Mazrui, a distinguished scholar, says effective leaders place equal value on the different people they lead.
Joy Kamya, a human resource consultant, says leaders can be broadly defined in three categories: Power-seekers — they perform better when given assignments that emphasise status, reputation and authority. However, when assignments involve high risk, the power-seeker’s performance declines.
Another category of leaders are the achievement-seekers. These respond to unique, interesting challenges. They do not respond well to dull and repetitive tasks as well as unrealistic targets and deadlines.
The other group is the affiliation-seekers. These perform better in teams and depend on others for performance.
It is advisable that individuals take time to analyse themselves to understand what kind of leaders they make before taking up any leadership position. They should be aware of their interests, aspirations, self image and expectations.
“Questions like ‘where do you see yourself in five years?’ during interviews, usually test the candidate’s level of interest, commitment and expectations,†says Fagil Mandy, an educationist. They explore the leadership traits of the candidate and their suitability to the job.
Leaders anticipate results
High level performers know the results they expect. After they have assessed the situation, they can predict the results they want. They identify the discrepancies between what exists and what should be, determine what it will take to accomplish desired results and take action.
They set targets that are specific, timely, attainable and realistic. Everyone understands what is expected because the leader communicates.
Leaders take action
John Maxwell, in his book One Minute Leadership, says leaders have an obligation to make things happen. By taking action, the leader gains power by establishing his credibility, reputation and knowledge.
To improve the performance of their teams, leaders need to learn how to be effective.
Maxwell identifies the following as characteristics of effective leaders:
Leaders make sure every team member knows what is expected of them
Follow rules and procedures consistently but not always strictly
Listen to their followers and demonstrate a desire to understand them
Involve people in decisions that affect them
Provide timely, specific and usable feedback
Put subordinates in right positions and motivate them
Keep everyone informed and avoid loopholes in communication
Are concerned about the welfare of their team
Are competitive. They keep asking ‘how do we improve?’
Have high expectations for task accomplishments and recognise achievement.
LEADERSHIP is getting people to do what you want, when you want, the way you want it done…because they want to.†This statement, by former US president Dwight Eisenhower, tells us what leaders do and what is expected of them.
Whether you are self-employed, working for a company or job-hunting, it is essential to know that good leadership is a key to success in any environment that deals with people.
It is through leadership that individuals acquire skills that are essential for career growth. “There is no school that can teach you how to deal with people,†says Kato Muwanguzi, a management and training consultant. He adds that leadership develops one’s negotiation, analytical and conflict resolution skills. These are the skills that managers and corporate executives use to influence their teams.
Sociology studies show that there is no superior leadership style and no magical way in which effective leaders are created. But, much as all leaders differ, they have one common characteristic: They create an environment that calls for excellent performance from their team.
Leaders lead according to situations
High level performers are leaders who constantly assess the situation they are dealing with. They scan the environment and spot patterns, constraints, irregularities and feasibilities.
“Every leader must have a vision for his or her followers,†says Kato. Effective leaders are not problem solvers, they are problem-preventers. They evaluate all options for preventing or solving problems.
Leaders depend on people for their success
Prof.Ali Mazrui, a distinguished scholar, says effective leaders place equal value on the different people they lead.
Joy Kamya, a human resource consultant, says leaders can be broadly defined in three categories: Power-seekers — they perform better when given assignments that emphasise status, reputation and authority. However, when assignments involve high risk, the power-seeker’s performance declines.
Another category of leaders are the achievement-seekers. These respond to unique, interesting challenges. They do not respond well to dull and repetitive tasks as well as unrealistic targets and deadlines.
The other group is the affiliation-seekers. These perform better in teams and depend on others for performance.
It is advisable that individuals take time to analyse themselves to understand what kind of leaders they make before taking up any leadership position. They should be aware of their interests, aspirations, self image and expectations.
“Questions like ‘where do you see yourself in five years?’ during interviews, usually test the candidate’s level of interest, commitment and expectations,†says Fagil Mandy, an educationist. They explore the leadership traits of the candidate and their suitability to the job.
Leaders anticipate results
High level performers know the results they expect. After they have assessed the situation, they can predict the results they want. They identify the discrepancies between what exists and what should be, determine what it will take to accomplish desired results and take action.
They set targets that are specific, timely, attainable and realistic. Everyone understands what is expected because the leader communicates.
Leaders take action
John Maxwell, in his book One Minute Leadership, says leaders have an obligation to make things happen. By taking action, the leader gains power by establishing his credibility, reputation and knowledge.
To improve the performance of their teams, leaders need to learn how to be effective.
Maxwell identifies the following as characteristics of effective leaders: