Consider this scenario: You enjoy working for your current organization and developed close friendships with several coworkers in your department with whom you collaborate and socialize daily. A new employee is joining your team today. You are excited to meet this individual, and your first impressions of her are pleasant.
As you may know, leadership is simply the ability to attain followers. Leaders throughout history commonly possess certain traits and characteristics in order to create an environment where followers buy into the practices and ideas of their leadership. The uniqueness of the leader’s attributes causes them to emerge into this role. But what are these specific attributes and how can emerging leaders develop their skills?
Most of us began our careers either making widgets of some kind or selling widgets or delivering the services needed to make widgets work. If our work with widgets was good enough, many of us got promoted into positions of management. This created all kinds of issues in even the best organizations because widget making, widget selling and widget service delivery requires an entirely different skill set than management.
Originally published in Journal of Healthcare Information Management, Fall 2012, Volume 26, Number 4
The healthcare landscape changes quickly and successful organizations must adapt quickly if they hope to be competitive and profitable. Unfortunately, larger, more complex organizations seem to have a hard time implementing change.
Originally published April 2011.
How often do you, as a leader, practice generosity? Do you use generosity as a tool with which to influence the actions of those whom you lead? Do you perceive generosity as a means to improve your image among your constituents? Do you give in order to receive?
The concept of generosity in leadership is frequently the most difficult challenge for an aspiring servant leader to overcome. Becoming a giver instead of a taker, and becoming generous in leadership rather than self-serving requires discipline, practice, and perseverance. Many leaders either are consciously a selfish leader, or try to get by without putting forth the effort necessary to truly become a generous leader, so the notion of generosity in the heart of leaders is often left unaddressed.
Originally published March 2010
Can strong leaders be trained and developed over time or must a person be born with inherent leadership traits in order to truly be a “successful” or “effective” leader? Most leaders could probably make a case for both sides of this age old debate, but the purpose of this article is to focus in on the trainable aspects of leadership; competencies that can be improved over time. It is generally accepted that all human beings consist of several different elements including our physical body (measured by behavior), our mind (measured by intelligent thoughts or beliefs), and our soul (measured by emotions, will, and desires). As seen in the following literature review, each of these components has been positively linked to leadership outcomes. A more controversial component, however, and one that is just now coming to the surface in leadership research, is that of the human spirit. Are all humans spiritual beings? Should spirituality play a role in the workplace? Is spiritual competency more important than other human abilities as they relate to leadership effectiveness? Can higher levels of spiritual competency be developed through training and application? These are a few of the questions explored in this article.