Leadership Behavior
Leadership Behavior
Leadership Behavior
Part 1 Behaviors
James L. Haner
Managing Partner
Ultimate Business Resources Consulting
T A B L E
O F
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C O N T E N T S
Introduction . . . . . . . . . . . . . . . . . . . . . 1
Introduction
Behaviors . . . . . . . . . . . . . . . . . . . . . . . . 2
Conclusion . . . . . . . . . . . . . . . . . . . . . . 3
References, Books and Web Sites . . . . . 4
About Learning Tree International . . . . 5
About the Author . . . . . . . . . . . . . . . . . . 5
Beha
Responsibilities
Behaviors
Beha
Competencies
Responsibilities
Behaviors
Because an individuals actionsand their subsequent
resultsdene them, leaders can increase their effectiveness by adopting supportive behaviors, such as embracing
integrity and building trust, showing consideration and
caring, working with difference and adopting what is
termed a servant leadership role.
Embracing Integrity and Building Trust
Stephen R. Covey, author of The Seven Habits of Highly
Effective People, surveyed over 54,000 people and asked
them to identify the essential qualities of a leader. More
than 15,000 respondents rated integrity as rst on their list.
Even more to the point, the celebrated management guru
Peter F. Drucker said, Leaders in an organization need to
impose on themselves that congruence between deeds and
words, between behavior and professed beliefs and values
that we call personal integrity. 1
Along similar lines, leaders who exemplify integrity will
exhibit behaviors that are consistent with organizational core
values and take actions to correct those behaviors that do
not, no matter what it takes. They do what they feel is right
andperhaps more importantlydo as they say they will
do. Rather than blaming others, they openly admit mistakes,
live with the consequences and commit themselves to doing
better by taking ownership of problems and correcting them.
By doing so, they show others that mistakes should not be
feared or covered up but are instead critical to an individuals
learning and professional growth.
Leaders often have to make difcult choices to maintain
an organizations values or achieve its goals, so they must
utilize team members who do so as well. They will position
individuals who have the courage to speak up in roles
where this characteristic is critical.
It is essential in team settings to have people around who will
be honest and tell the truth, regardless of how painful that
may be. When Jack Welch, former CEO of General Electric,
was asked to name the secret to success for the organization,
without missing a beat he said, Candor. It is a wise leader
who teaches the team to tell the truth to each othereven
when it is bad newsrather than just to share feelings and
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Conclusion
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References
Web Sites:
Books:
The 7 Habits of Highly Successful People
by Stephen R. Covey
(ISBN: 978-0671708635)
Publisher: Free Press
FastCompany.com:
A monthly journal that features articles about leadership
challenges and experiences.
http://www.fastcompany.com/homepage/index.html
The CEO Refresher:
A monthly newsletter concentrating on topics in leadership
and high-level management.
http://www.refresher.com/ceo.html
The Harvard Business Review:
For those who want to delve a bit further into the latest
research about todays workplace.
http://harvardbusinessonline.hbsp.harvard.edu/b01/en/
hbr/hbr_current_issue.jhtm
James L. Haner
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