Principles of Leadership, Editions 2 and 3

     Wishing not to place readers in a trance of anticipation, I decided to include the last, two editions of Principles together. Both editions are taken from literature written by Warren Bennis and Joan Goldsmith, two writers I have greatly admired, but confess have not read recently. Please enjoy!

Principles of Leadership, Edition 2.

     I feel that all of us will agree the fluid environment in which we work demands a leadership rather than a managerial approach to how we work with others; we all must be willing to transform ourselves, by the renewing of our minds, from managers to leaders. I'd like to share some leader/manager comparisons:

    - the manager focuses on systems and structure; the leader focuses on people.

    - the manager relies on control; the leader inspires trust.

    - the manager has a short-range view; the leader, a long-range (strategic, for you military people) perspective.

    - the manager asks how and when; the leader, what and why.

    - the manager has his or her eye always on the bottom line; the leader, on the horizon.

    - the manager imitates; the leader originates.

    - the manager accepts the status quo; the leader challenges it.

    - the manager is the classic, good soldier; the leader is his or her own person.

    - the manager does things right; the leader does the right thing.

                                            - from Learning to Lead by Warren Bennis & Joan Goldsmith

Principles of Leadership, Edition 3.

     All of us have the characteristics, functions, philosophical perspectives, and behaviors that can enable us to transform from managers to leaders; through our daily work experiences and advanced education, many of us have, more than likely, reflected on these attributes.

 

     Bennis and Goldsmith (1997) remind us to reflect, also, on what is important in our daily lives; our values. From values we can “create goals for achieving transformation.” Five values identified by these authors are as follows:

1.      Clear Communication: about goals, performance, expectations, and feedback.

2.      Ethical Practices: creating standards for ethical behavior for oneself, living by these standards, and rewarding others who demonstrate them.

3.      A Diverse Work Force: differing points of view are sought; diversity in race, sex, ethnicity, age, experience, and perspective are valued; and honesty is rewarded.

4.      On-Going Recognition: those who innovate as well as those who support the day-to-day functioning of the organization are valued; and leaders recognize their own contributions and acknowledge their own mistakes.

5.      Participatory Empowerment: stimulating and releasing the capacity of all people in the organization increases their satisfaction and empowers them to be successful.

-         from Learning to Lead, by Warren Bennis and Joan Goldsmith