Transcript What is Leadershipx

What is
Leadership?
“The lifting of people’s vision to a higher
sight, the raising of
their performance to a higher standard, the
building of their
personality beyond its normal limitations” –
Drucker, 1985.
“He who provides leadership is giving aid.
Leaders go first
and lead by example, so that others are
motivated to follow.”
– [1Cor 11:1, Bible Study on Servant
Authority.]
“Leadership is the art of getting someone
else to do
something you want done because he
wants to do it.”
Dwight Eisenhower
“Leadership is the art of influencing an directing people in
such a way that will win their obedience, confidence, respect
and loyal cooperation in achieving common objectives.”
U. S. Air Force
• “A leader is a man who has the ability to
get other people to do what they don’t
want to do and like it.”
– Harry Truman
“A leader takes people where they want to
go. A great leader takes people where
they didn’t necessarily want to go but ought
to be.”
– Rosalynn Carter
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is an ancient ability about
deciding direction, from an Anglo-Saxon
word meaning the road or path ahead;
knowing the next step and then taking
others with you to it.
“Leaders recognise the benefits of team
working and the development of team
working skills. They sometimes need to be in
the chorus rather than out front”
 john
adair's action-centred leadership
model
Planning - seeking information, defining
tasks, setting aims
Initiating - briefing, task allocation,
setting standards
Controlling - maintaining standards,
ensuring progress, ongoing decisionmaking
Supporting - individuals' contributions,
encouraging, team spirit, reconciling,
morale
Informing - clarifying tasks and plans,
updating, receiving feedback and
interpreting
Evaluating - feasibility of ideas,
performance, enabling self assessment
 Planning
- seeking information, defining
tasks, setting aims
 Initiating
- briefing, task allocation, setting
standards
 Controlling
- maintaining standards,
ensuring progress, ongoing decisionmaking
 Supporting
- individuals' contributions,
encouraging, team spirit, reconciling,
morale
 Informing
- clarifying tasks and plans,
updating, receiving feedback and
interpreting
 Evaluating
- feasibility of ideas,
performance, enabling self assessment
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your responsibilities as a leader for achieving the task are:
identify aims and vision for the group, purpose, and direction define the activity (the task)
identify resources, people, processes, systems and tools (inc.
financials, communications, IT)
create the plan to achieve the task - deliverables, measures,
timescales, strategy and tactics
establish responsibilities, objectives, accountabilities and measures,
by agreement and delegation
set standards, quality, time and reporting parameters
control and maintain activities against parameters
monitor and maintain overall performance against plan
report on progress towards the group's aim
review, re-assess, adjust plan, methods and targets as necessary
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your responsibilities as a leader for the group are:
establish, agree and communicate standards of performance and behaviour
establish style, culture, approach of the group - soft skill elements
monitor and maintain discipline, ethics, integrity and focus on objectives
anticipate and resolve group conflict, struggles or disagreements
assess and change as necessary the balance and composition of the group
develop team-working, cooperation, morale and team-spirit
develop the collective maturity and capability of the group - progressively
increase group freedom and authority
encourage the team towards objectives and aims - motivate the group and
provide a collective sense of purpose
identify, develop and agree team- and project-leadership roles within group
enable, facilitate and ensure effective internal and external group
communications
identify and meet group training needs
give feedback to the group on overall progress; consult with, and seek
feedback and input from the group
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your responsibilities as a leader for each individual are:
understand the team members as individuals - personality, skills,
strengths, needs, aims and fears
assist and support individuals - plans, problems, challenges, highs
and lows
identify and agree appropriate individual responsibilities and
objectives
give recognition and praise to individuals - acknowledge effort and
good work
where appropriate reward individuals with extra responsibility,
advancement and status
identify, develop and utilise each individual's capabilities and
strengths
train and develop individual team members
develop individual freedom and authority
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examples of highly significant leadership qualities
integrity
honesty
humility
courage
commitment
sincerity
passion
confidence
positivity
wisdom
determination
compassion
sensitivity
A FINAL THOUGHT ON
LEADERSHIP
“Of the best leader, when the job is done,
the people say ‘we did it ourselves’.”
– Lao Tzu
Blair Cochrane
Charlotte Collison
.
Jakob Kroboth
Vanessa Matthew
Morvan Millar
Richard Salisbury
Kirsty Stout
Max Stobbs
DATE
S.A.A.
21 10 Intro and NSPs.
21 10 Load, Unload & Make
Safe
21 10 Holding and Aiming
28 10 Intro and NSPs.
28 10 Load, Unload & Make
Safe
28 10 Holding and Aiming
04 11 Intro and NSPs.
04 11 Load, Unload & Make
Safe
DATE
DRILL
DATE
ORDERS
.
SQUAD 1
Note: All J/NCOs must attend each week, if you
cannot attend for any reason, report to WO2 Nichol no
later than the Monday lunchtime.
Jaimie Ford
Lydia Avril
Gavin Lynch
Ashley Fulton
Anthony Shek
Amber Merry
Andrew Sadler
Grace Nimmo
DATE
S.A.A.
Intro and NSPs.
Load, Unload & Make
Safe
Holding and Aiming
Intro and NSPs.
Load, Unload & Make
Safe
Holding and Aiming
Intro and NSPs.
Load, Unload & Make
Safe
DATE
21 10
21 10
DRILL
Left Turn
Right Turn
21 10
28 10
About Turn
Left Turn
DATE
ORDERS
28 10
Recce
28 10
04 11
04 11
Ambush
Recce
Ambush
SQUAD 2
Note: All J/NCOs must attend each week, if you cannot
attend for any reason, report to WO2 Nichol no later than
the Monday lunchtime.
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People with these sort of behaviours and attitudes tend to attract followers. Followers are naturally
drawn to people who exhibit strength and can inspire belief in others. These qualities tend to produce
a charismatic effect. Charisma tends to result from effective leadership and the qualities which
enable effective leadership. Charisma is by itself no guarantee of effective leadership.
Some people are born more naturally to leadership than others. Most people don't seek to be a
leader, but many more people are able to lead, in one way or another and in one situation or
another, than they realize.
People who want to be a leader can develop leadership ability. Leadership is not the exclusive
preserve of the wealthy and educated.
Leadership is a matter of personal conviction and believing strongly in a cause or aim, whatever it is.
Leadership sometimes comes to people later in life, and this is no bad thing. Humanity tends to be
generational characteristic. There is no real obstacle to people who seek to become leaders if
leadership is approached with proper integrity. Anyone can be a leader if he/she is suitably driven to
a particular cause.
And many qualities of effective leadership, like confidence and charisma, continue to grow from
experience in the leadership role. Even initially surprised modest leaders can become great ones,
and sometimes the greatest ones.
Leadership can be performed with different styles. Some leaders have one style, which is right for
certain situations and wrong for others. Some leaders can adapt and use different leadership styles
for given situations.
Adaptability of style is an increasingly significant aspect of leadership, because the world is
increasingly complex and dynamic. Adaptability stems from objectivity, which in turn stems from
emotional security and emotional maturity. Again these strengths are not dependent on wealth or
education, or skills or processes.
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"People ask the difference between a leader and a boss.... The leader works in the open, and the boss in covert. The leader leads and the boss drives." (Theodore
Roosevelt)
"The marksman hitteth the target partly by pulling, partly by letting go. The boatsman reacheth the landing partly by pulling, partly by letting go." (Egyptian proverb)
"No man is fit to command another that cannot command himself." (William Penn)
"It is amazing what you can accomplish if you do not care who gets the credit." (President Harry S Truman)
"I not only use all the brains I have, but all I can borrow." (Woodrow Wilson)
"What should it profit a man if he would gain the whole world yet lose his soul." (The Holy Bible, Mark 8:36)
"A dream is just a dream. A goal is a dream with a plan and a deadline." (Harvey Mackay)
"Ideas are like rabbits. You get a couple, learn how to look after them, and pretty soon you have a dozen." (John Steinbeck)
"I keep six honest serving-men, They taught me all I knew; Their names are What and Why and When, And How and Where and Who." (Rudyard Kipling, from 'Just So
Stories', 1902.)
"A dwarf standing on the shoulders of a giant may see farther than the giant himself." (Didacus Stella, circa AD60 - and, as a matter of interest, abridged on the edge of
an English £2 coin)
"Integrity without knowledge is weak and useless, and knowledge without integrity is dangerous and dreadful." (Samuel Johnson 1709-84)
"The most important thing in life is not to capitalise on your successes - any fool can do that. The really important thing is to profit from your mistakes." (William Bolitho, from
'Twelve against the Gods')
"Out of the night that covers me, Black as the pit from pole to pole, I thank whatever gods may be, For my unconquerable soul. In the fell clutch of circumstance, I have
not winced nor cried aloud: Under the bludgeonings of chance my head is bloody but unbowed . . . . . It matters not how strait the gait, how charged with punishments
the scroll, I am the master of my fate: I am the captain of my soul." (WE Henley, 1849-1903, from 'Invictus')
"Everybody can get angry - that's easy. But getting angry at the right person, with the right intensity, at the right time, for the right reason and in the right way - that's hard."
(Aristotle)
"Management means helping people to get the best out of themselves, not organising things." (Lauren Appley)
"It's not the critic who counts, not the one who points out how the strong man stumbled or how the doer of deeds might have done them better. The credit belongs to the
man who is actually in the arena; whose face is marred with the sweat and dust and blood; who strives valiantly; who errs and comes up short again and again; who
knows the great enthusiasms, the great devotions and spends himself in a worthy cause and who, at best knows the triumph of high achievement and who at worst, if he
fails, at least fails while daring greatly so that his place shall never be with those cold and timid souls who know neither victory nor defeat." (Theodore Roosevelt.)
"Behind an able man there are always other able men." (Chinese Proverb.)
"I praise loudly. I blame softly." (Catherine the Great, 1729-1796.)
"Experto Credite." ("Trust one who has proved it." Virgil, 2,000 years ago.)