Personal Leadership Philosophy: Assumptions, Values and Beliefs
Personal Leadership Philosophy: Assumptions, Values and Beliefs
Personal Leadership Philosophy: Assumptions, Values and Beliefs
Abstract
Attitude and choice are the essential components to effective leadership. We choose the kind of leader we will be. Effective leaders choose to value people, to build strong people relationships and to challenge people to grow. The strength of these crucial relationships is dependent upon the degree to which the leaders live out their values, how effectively they articulate a clear vision of the future, and how they chose to use feedback from their subordinates.
Leaders must provide a stimulating environment, which encourages risk without the fear of blame, rewards innovative thinking, and empowers people to perform their jobs without micromanagement.
In this paper, I present my personal set of assumptions, values and beliefs, which formed over a 30-year career, define my current role as a leader,
Values, Trust and Vision
Life is about attitude and choices. Our style of leadership is shaped by our life experiences, attitude and value system. Sustainable leaders maintain a realistic view of their circumstances, while choosing to approach situations and others with a positive attitude. Relationships exist because of people. Leaders must value people as much as any organizational objective and acknowledge that the diversity of people can contribute to the pool of knowledge and lend strength and resilience to the organization. A positive attitude is the best springboard by which a leader can launch the basis of building relationships with others.
Values are important as the cornerstone for decision making. Throughout our lives, we are faced with value conflicts, and we must have a means by which to resolve conflicts. It is important that leaders align their values with those of their organizations. People need clear values, and they will look to trusted leaders, whose strong sense of purpose and value can serve as a compass in times of uncertainty. Leaders must be able to articulate a shared vision with subordinates in order to create and enhance a common shared vision.
Good leadership, in many ways is similar to good parenting. Neither is a popularity contest; both, at least in part, should aspire to develop individuals who build healthy relationships with others based upon mutual trust, support and respect. Leaders, like parents, must be prepared, when necessary, to make unpopular decisions. In addition, leaders must provide parameters that encourage exploration, growth and development while allowing for mistakes and failures.
Leaders who are consistent, trustworthy role models who establish strong interpersonal relationships and a common sense of purpose are more likely to be accepted by a majority within an organization. Individuals who are focused upon the same vision can achieve organizational success.
The Destruction of Mediocrity
Leaders must be obligated to the destruction of mediocrity, which is fueled by those who believe, “if it ain’t broke, don’t fix it.” Those who espouse to this philosophy may be timid, lazy or uninspired. They are typically satisfied with things just the way they are. People need challenges that challenge mediocrity, stretch and expand their skills and knowledge. The value of people is their ability to think, reason and problem solve. It is important to encourage others to step out of their comfort zone and to use their talents and to discover innovative problem solving approaches. Risk taking will increase the chance for mistakes and failures, but more importantly, it will provide opportunities to increase the pool of knowledge and to make innovative discoveries. Those who encourage and support others who step outside of their comfort zones recognize that it is an investment in the growth and the expansion of knowledge within their organizations. While encouraging risk takers, leaders must recognize genuine efforts and avoid any temptation to affix blame for mistakes or failure. Finger pointing will serve only to quench the creative, risk-taking, and problem-solving spirit. Leaders must focus everyone’s energy on solving problems, not identifying scapegoats. When accepting blame for failure becomes necessary, the leader must be prepared to accept responsibility, without the urge to implicate others. Leaders must also be the first to applaud and give credit to others, when success is achieved.
Development