My View on Leadership

My View on Leadership
The principle for running and leading any successful business organization is essentially the same. It involves the installation, utilization and expansion of the organization’s resources & capacity, processes, and values. Over extended period (I put the emphasis on ‘extended’ because as researches have shown for a shorter period leadership quality has limited relevance to performance – see below), what differentiate the more successful organizations and the laggards is the leadership. Adhering to a belief that leaders are mostly made, I want to share a list of leadership principles which I thought could help us all become better leaders. Here they are:
•A company need a vision to be successful and a company’s vision is only as strong as its leadership.
•Once an organisation has a meaningful vision, the challenge shifts to mining the valuable ideas of the team and directing its members’ passion in productive manners.
•Superior performance is actually discovered not by comparing to the past but by realizing present and future potentials.
•To fully charge and unleash the passion the organization, leaders must never remain steeped in indifference.
•Performance indicators are useful; however, they are not in themselves enough when it comes to assessing an organisation’s likelihood for long term success. Often the real issue is not in accepting the need for measurements but in developing meaningful ones – Not least, one that is in line with the organisations’ enduring mission and visions.
•People are the foundation of the entire management system. A balance sheet provides only a snapshot of the business at a given time. It offers no context whatsoever concerning the status of the people who create the earning.
•A small amount of aptly timed recognitions travel a long way towards improving performance.
•For leaders who are intent on fostering managerial commitments and sense of belonging, the annual performance review ought to be used as an opportunity to identify and develop talents.
•Good processes are products of good direction! A committed, involved and strong leadership is needed if they are to be developed, implemented and championed. This is because we all know that processes are often inefficient, contaminated by a series of pinch points and exacerbated by the presence of embassies of interests and agendas that reroute effort and impede progress.
•Goals must be Specific, Measurable, Action-Oriented, Realistic, Time-bound and Aligned with the overall vision and mission of the organization.
•It is the leader’s responsibility, not the stakeholders, to ensure that the organization remains competitive, well positioned to meet the challenges of the present and future – and to prevail.

Researches mentioned above:

1. Alan Berkeley Thomas Does Leadership Make a Difference to Organizational Performance? Administrative Science Quarterly, Vol. 33, No. 3 (Sep., 1988), pp. 388-400

2. Stanley Lieberson, James F. O’Connor Leadership and Organizational Performance: A Study of Large Corporations, American Sociological Review, Vol. 37, No. 2 (Apr., 1972), pp. 117-130

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