As leaders face completely new challenges and responsibilities, they find that they have the strength and resources to meet the challenges. For example, for some first time leaders will eventually learn that they have gifts to guide and inspire others. Others find it particularly gifted to measure the motives and values ​​of others. Each time something happens as a leader in forming a positive culture of a group, helping someone to accomplish a new job or expanding their skills with the leadership of a top-quality team. They become experienced, experienced and confident leaders and better acquainted with their own strengths and development areas. Not only do they learn more about themselves when they play a leadership role; they learn more about organizational life.

The management and control techniques of previous generations are increasingly ineffective. Today's leaders have to think ahead, have moral courage and learn in the art of diplomacy. As a trustee, I recall several joint meetings, when the pastor was not present and it was difficult for everyone to do so. There were similar cases onboard the ship when the commander and chief executive landed. The changing structure of organizations, the growth of associations between organizations and the changing nature of work itself require new management approaches. Paul proposed a new approach to Galatians 5:22, but the fruit of the Spirit is love, joy, peace, generosity, tenderness, goodness, loyalty, faith, Paul refers to something more than the knowledge of earthly life Jesus. Individuals are committed to the exemplary life of Jesus. This approach has less to do with the power of formal power and control, and rather with the use of situational, strategic and ethical leadership skills to maintain groups that do not represent you in an overall goal.

Most Important Component: Ethics

Ethical leadership includes many elements. Ethics-related beliefs include the purpose of action, the consequences for oneself and others, and the moral norm for measuring the measure. This does not mean ignoring profits and losses, manufacturing costs, etc. but rather the rationale for performance performance and the importance of day to day management of people. Moral leadership is about distinguishing between evil and righteousness, justice, honesty, good and good conduct in practice. (Daft, 1999, p. 369)

Ethics has always been a popular theme, whether it involves character or breaches. When leaders think ethical behavior, you have to ask what I think if someone else did? Paul considered that the law identifies the pertinence of the person's character, but does not remove them. Paul writes, "Whoever is righteous by law, grace has fallen" (Gal. 5: 4) Compassion is related to a greater understanding of God's relationship with each other. to determine Christianity as a list of non-and non-lists, we restrict ourselves to enjoying the intimate relationship with God. We get the rules as if God expects us to be really waiting for us to come when we fall, Christ does not require us to restrict our self-control, so he would not be willing to judge others in this way, according to Judge Solum's reasoning-based theory. "147. Theory of fairness (2003, p. 178) True Christianity sees the role of leadership based on the basis of love and grace

We have all known people whose character is not in line with their personality, but the character is of greater significance as the personality, Malphurs (2003) maintains # 1 47: The Christian leader highlights the divine character & # 148; (19. The organization attributes people responsibility for their behavior, but not their personality. , the fruit of the spirit (love, joy, peace, etc.) and the "fruit" of the flesh (adultery s, hatred, envy, etc.) is the end result, then our character is the tool that leads to the result. We have to look for the right thing.

Character is our commitment to doing the right thing, so we need to focus on character development. 1 In Timothy 4: 7, Paul urges Timothy to exercise himself in divinity. The moral strength of character and self-discipline behaves according to the proper values. The difficulty is that you are unaware of what is right but of the right things. Get organizations where leaders clearly define, articulate, and exemplify organizational values. Leadership is still right when you do not feel it, perhaps especially if you do not feel it (Hunter, 2004, p. 145). There are several ways to support emerging leaders in ethical development. First I would be an example. It is difficult to evaluate the pressure on drivers, unless they were in such a situation. The best way to help the future leaders, regardless of their peers or subordinates, is to see Christ in your work. Movements away from headquarters and leadership led to new leadership styles that are much more democratic and coach-like. (Lassiter, 2001). Shared or slave driving concepts are increasingly used to describe one of these interaction modes.

Another way of developing ethical behavior is to create a personal confession. which determines who you are, what your goals are in life, and how you want to live your life. Kouzes and Posner (2002) commented: "When you clarify the directions of your life and the goals you want to achieve, you serve your day-to-day decisions." # (394) The ethical leader has a personality. Whether home or working, there are only principles that guide his behavior.

The Engineering Training Team's leadership at a Guided Missile Frigate I worked hard to build trust the team went in a "team" lunch and left behind behind Johnson. I was shocked and disappointed, and Johnson was extremely excited to be in the team. he was competent and passionate about his work.I was alone with all teammates, including Johnson, to allow them to communicate their concerns, and I was actively listening to what I said. innovations: "Make sure that you c soport members communicate with each other. "# (Biolos, 1996, p. 1)

The Most Important Lessons: The Situation

A Christian leader's servant whose credibility and abilities influence people in a particular context to continue from God received direction & # 148; (Malphurs, 2003, 131). The same person can be a successful leader in a position but can not succeed in another. It is unlikely that all leaders have one capability and features. Not that the features are not important, but the basic features of the driver vary according to the circumstances. For example, the requirements of a successful master craftsmanship would be different from the general head of school or sales manager. McGregor (2006) suggested that it is more fruitful if driving is viewed as a relationship between the driver and the situation as the universal pattern of the characteristic features of each individual. (253)

The Situational Leadership Theory developed by Hersey and Blanchard characterizes the followers as an important element of the situation, and hence determines leadership leadership behavior. Yukl (2002) observed that the most important situation variables include the characteristics of the followers, the nature of the work done by the lead unit, the type of organizations and the nature of the external environment. (13) In other words, subordinates change on standby levels, so leadership behavior must be influenced by factors affecting the whole situation.

Daft (1999) summarizes the relationship between leadership style and follow-ability in four categories: saying, sales, participation and (99 and 102; 102) As a leader, our professional identity is transformed into a new and more flexible way to make decisions

As a deputy of the Destroyer Squadron as a financial and logistical officer for each of the six vessels of responsibility, Engineering and Suppl y At the end of each month, I was having difficulty with the engineer's summary reports, but Inspection Reports were always correct. However, when the ships started, the engineering departments worked wonderfully, while the Supply Chapters were somewhat capricious. I had to adjust the leadership style by dealing with the heads of departments when the situation changed. For the monthly summary report, I did the delegation with the Supplying Officers, but I applied rather a directional approach to engineers, while the reverse was in the run-up phase. From a shipping point of view, the engineers were very operational and technically well-trained, while the carriers were very business oriented.

When we become a leader, we take our own expectations into our role as to what new work we will be doing. Often, these expectations differ from the real needs of the work. In addition, the various people we work with, our direct reports, supervisors and companions have their own expectations about our role, and their expectations may contradict ours. Any situation we encounter has different skills. Every situation emphasizes that problem solving plays a central role in the leadership's work. In the age of the teams, leaders can not solve the problems. They must provide for a business discipline that allows a group of workers to raise a problem and agree on the most effective way of dealing with the solution. Yet, as essential as this, many organizations do not solve the problems that use processes that provide optimal solutions.

An effective team has diverse skills that meet each other's trust in challenging each other's work. Members do not always agree, but they have to communicate and have general openness to new ideas. You have to distinguish between disagreements to have something interesting to each other. Biolos (1996) maintains a homogeneous group whose members are only willing to agree with each other, generally do not encourage a high level of creativity (p. 14).

Interrupted obstacles can also have a positive impact on the body. Herman Cain entrepreneur discussed this topic at the Executive Leadership Banquet at the Regent University in 2005. He explained that the purpose of the leadership is to remove the "obstacles" that prevent the success of the followers. London (2001) listed a number of obstacles preventing not only post-evolution but also leadership development. Among other things, it lists discrimination, sexual harassment, lack of trust, engagement conflicts (eg boss and colleague), inadequate experience / training for a key position, condemnation of others (especially public criticism), uncertainty for the future (eg sudden change) and lack of information. (218) Some of these obstacles can hasten slowly, so the leaders have time to adapt to the situation, and over time avoid the barrier and thus increase the problem. (19659002) The Essential Quality: Strategy

People often hunger for something bigger than themselves. Unmanaged work (even if it requires great skill) is unconscious, heartless dudgery (Woolfe, 2002, p. 24) People have a common purpose for work Some people call it a vision, some call it a forwardlook In which case, it involves leadership is a goal Leaders who offer it will never be The goal of the fishermen was to pull off their nets and follow J Zust. The goal forced the woman to the well to pull the water and spread the good news. & # 147; Your passion for something indicates what you deserve to be worth and worthy of yourself. (Kouzes and Posner, 2002, p. 112)

Each of the prophets was designed to make everyone a nation in their own way as a task. Moses & that they brought the Hebrews out of Egypt to the promised land. Joshua's purpose was to introduce them, and Solomon had to build a temple, not for his own glory, but for the glory of a higher goal. Woolfe (2002) maintains: When a leader is committed to a goal and when all # 145; sees commitment is not grasping and "real", great things happen (27. Strategic leadership includes not only the but also the formulation and implementation of the vision

Strategic leadership includes the relation of the external environment to vision, mission, strategy and decision-making The organizational vision reflects the environment and cooperates with the organization's mission (values, objective, etc.) The strategy provides guidance on the implementation of the vision for the action and is based on the development of implementation methods The strategic management theory explains how the changes in the environment of the organization affect the relative strength of the leaders Yukl (2002) , which influence the ability of the leaders to perform the organization's performance: 1) the evolutionary phase of the organization; 2) political power within the organization; and 3) the term of office of managers (348 and 150; 352). He simply stated that a leader's vision that influences an organization's performance is greatly influenced by historical factors such as the organization's development, leadership influence, and executive office time. [19659002] Strategic leadership involves the relationship of the external environment to the choice of vision, mission, strategy, and implementation. The organizational vision reflects the environment and cooperates with the organization's mission (values, goals, etc.). The strategy provides guidance on the implementation of the vision for the action and is based on the development of implementation methods. Strategic leadership theory explains how changes in the environment of an organization affect the relative strength of leaders. Yukl (2002) identified three factors that influence the ability of managers to perform the organization's performance: 1) the evolutionary phase of the organization; 2) political power within the organization; and 3) the term of office of managers (348 and 150; 352). He simply stated that a leader's vision that influences an organization's performance is greatly influenced by historical factors such as the organization's development, leadership influence, and executive office time. [19659002] When I reported the USS SAMUEL B. ROBERTS (FFG 58) on-board engineer, I asked the commander, mentor, and boss where he saw the department go. He made a vague comment and changed the question and asked, "Where does the department work?" With a little embarrassed answer. It was quite obscure and did not answer my question because it was my job as the chief engineer to create my vision and direction for my department.

I should have guessed where I saw the department, what it will arrive and how it fits into the overall strategy of the command. The conclusion I have come to has become the most important motivational tool and has helped to align resources and focus people on the right tasks. The most important role of visions in organizational life is to focus on human energy. & # 148; (Kouzes and Posner, 2002, p. 130). Effective vision is the leader's most important motivational tool; it relies on it again and again and explains its benefits and relevance to different audiences while on board. According to Maxwell (1993), "People do not follow a dream in themselves, they follow the leader who possesses this dream and is able to communicate effectively." Therefore, the vision will initially be a leader, but in order for this vision to grow and demand a claim , the leader has to take responsibility (141.)

More than logic

Leadership is not just about logic and reason, they have a place, but there are a lot more that, recognizing not all rational, big steps recognizing that there is something more important about people's feelings and feelings. "Kippenberger (2002) argued that leaders should understand that the most important thing is to bring people out the best (page 113). )

In order to obtain and retain the engagement of followers, the leader / follow-up relationship must be nurtured. Leadership is a relationship that want to drive and those who choose to follow (Kouzes & Posner, 2002, p. 20). Diplomacy requires that we not only know and guide our own emotions, but also learn how to recognize and treat other people's emotions. What the driver achieves today depends on the people they lead and the best way to get them done is to do their best. & # 147; Lead Work: Achieve Goal & # 150; that's the end, people's leadership means the tools & # 148; (Kippenberger, 2002, p. 114).

Communicating Originality

Originality is difficult to develop and is harder to train. Since originality is a leading factor, like leaders, it's not something like executives, few instructions from outside are useful. & # 148; (Pearce, 2003, p. 11). Responsibility for credibility belongs to the leader. Through the combination of introspection and discipline, they must find their authentic voice and strengthen it in order to resonate with their followers.

One of the most difficult tasks for those who measure and appreciate leadership, the task, the leading role. One element is that we recommend that the leader has different skills, have a distinctive style or exercise and are even more indulgent and have different attributes. Understandably, I mean they can do something. Something that can be learned and improved, such as speaking or negotiating or planning. Most managers need technical knowledge (eg human relationships skills, supervisory, inspirational, coalition, etc.) and what can be termed conceptual skills (# 150; the ability to play ideas, cunning advice and large-scale strategy.

References

Biolos, Jim (1996, August) Harvard Management Update: Six Steps to Successful Harvard Management to the creation of an innovative team Boston, MA Harvard Business School Publishing Corporation

Herman Cain (Entrepreneur) (September 15, 2005) The Regent University Executive Leadership Series [Banquet] Virginia Beach, VA Regent University , School of Leadership Studies

Holy Bible (1997), King James Version Study Bible. ids, MI Zondervan

Hunter, James C. (2004) The World's Most Powerful Principle: How Can You Become a Servant of Leadership? Westminster, MD: Crown Publishing Group. Opened from 8 March 2006, http://site.ebrary.com/lib/regent/Doc?id=10064922&ppg=145 .

Kippenberger, Tony. (2002). Driving styles. Oxford UK. Capstone Publishing Ltd.

Kouzes, James M. and Posner, Barry Z. (2002). The Leadership Challenge. Third Edition. San Francisco, CA. Jossey-Bass Publisher.

Lassiter, David (2001) Leader – Follower Partnership: This is a new day. Leadership advantage. [http://www.leadershipadvantage.com/leaderFollowerPartnership.shtml]

London, Manuel. (2001). Leadership development: the path of self-knowledge and professional growth. Mahwah, NJ: Lawrence Erlbaum Associates, Incorporated.

Malpurs, Aubrey. (2003). As a manager. The nature of authentic Christian leadership. Grand Rapids, MI. Baker Books.

Maxwell, John C. (1993). Develop within the Leader. Nashville, TN. Thomas Nelson Inc.

McGregor, Douglas. (2006). The human side of the business. Joel Gutchen-Gershenfeld's Notebook. New York, NY. McGraw-Hill

Pearce, Terry (2003). Leading aloud: inspirational change through authentic communication. San Francisco, CA. John Wiley & Sons, Inc.

Solum, Lawrence B. (2003, January) "Virtue Jurisprudence: Criticism-Based Theory of Judgment". Metaphilosophy, Vol. 34, No. 1/2, pp. 178-213, electronically downloaded February 27, 2006. http://papers.ssrn.com/sol3/Delivery.cfm/SSRN_ID369940_code030116630.pdf?abstractid=369940&mirid=1

Woolfe, Lorin. (2002). Bible about leadership: From Moses to Matthew – Leadership lessons for contemporary leaders. New York, NY. AMACOM

Yukl, Gary (2002). Leadership in organizations. 5th edition. Upper Saddle River, NJ. Prentice Hall

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