What it takes to be an Effective Leader

What it takes to be an Effective Leader - 4. What it takes...

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4. What it takes to be an Effective Leader. Jacobson, Trish. "What it takes to be an Effective Leader." Canadian Manager 25.4 (2000): 18. General OneFile . Web. 16 June 2011. Document URL http://find.galegroup.com.research.smpl.org:2048/gtx/infomark.do?&contentSet=IAC- Full Text: COPYRIGHT 2000 Canadian Institute of Management To be an effective corporate leader, it is essential to possess specific leadership qualities and skills beyond industry knowledge and technical and/or clinical skills. Even the best specialists and "individual performers" are not automatically endowed with strategic relationship and interpersonal skills. So where and how do managers develop effective leadership skills? Truly effective leadership behaviour is a process that must be learned. Senior people "knowing things" or "being able to do things" is not enough. Developing leaders need to choose to change how they behave, and such changes must be learned and embraced. The "learning leadership" process can often involve an acceptance of new attitudes and styles of communication -- not always easy transitions to make as they involve fundamental behaviour changes. To become a successful leader, you must be able to effectively self-evaluate. It is essential to be able to "step out of yourself" on occasion and view your own behaviour with objectivity. This will enable you to make powerful and personal choices about how you relate to the people to whom you provide leadership. It also must be accepted that leader relationships are more than just work relationships. A good leader can provide beneficial tools to his or her staff that transcend the work place and can be used in home and social scenarios. For example, a leader who inspires confidence in the members of a task force can expect that confidence to have positive side-effects on the outside-the-workplace environs of the members of that task force. The best leaders will work hard to be aware of the world around them -- cultural shifts in communication and interaction norms, etc. The most aware modern leaders realize that larger cultural and social trends demand transformations at many levels for individuals, teams and whole organizations as they recreate themselves with greater: * Personal authenticity and collaborative individualism; * Organizational and personal responsibility, stewardship and autonomy; * Consultation and agreement-making; * Balance of outcome and process focus; and * Balance of business and community interests. These multi-level transformations demand more of modern leaders than traditional learning of
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This note was uploaded on 07/14/2011 for the course PSYC 110 taught by Professor Tujio during the Spring '11 term at DeVry Fresno.

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What it takes to be an Effective Leader - 4. What it takes...

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