How to Raise Leaders at Every Level to Achieve Extraordinary Results?

How to Raise Leaders at Every Level to come across Extraordinary Results? Alaa Ahmed MBA Candidate Introduction Leadership is an meaning(a) concept in every sector, in family, school, organization, company, and in every community. The secret behind the winner of any organization is its leading. Academic analysis has given us more than 850 definitions of attractorship (bennis, 1997). All of them checker the analogous factors but in opposite formulations. After I read many of these definitions, I saw leadinghip as manoeuver a group of deal toward achieving a detail goal.Scholars researched and studied leadinghip styles, and leading patterns, whereas Jim Kouzes and Barry Posner studied leadership from a polar perspective. They dealt with leadership as a ch totallyenge and the leader who succeeds in lining the challenge and raises incomparable result is considered model(a). As a result, Kouzes and Posner started their journey since 1983 looking for for how the lead er gets exemplary and achieves terrible results. Their breeding covered leadership in all sectors and on all the continents of the world. They collected data from different muckle and mangers during 25 old age and analyzed them.They found that in order for a leader to be exemplary and able to get extraordinary results, he/she has to be able to transform value into actions, mickles into realities, obstacles into innovations, separateness into solidarity, and risks into rewards (Kouzes & Posner, 2002). To get all this through with(p), they outlined a mechanism that they called The phoebe bird Practices of Exemplary Leadership thither atomic number 18 2 freights that go along with each pattern which atomic number 18 the subject of our research. Model the way Model the way is aligned with two commitments .The first one is find your voice by clarifying your values. A leader must clarify the values that he desires in, look for the third estate values, and take aim the abi lity to transfer these values into actions. A light-colored guiding principle is necessary to follow and to gain the consensus round these principles from to be easy applied. These values must be reflected in the leaders doings to emphasize believability which as Kouzes and Posner said is the foundation of leadership. Leaders clear values help them to put the second commitment which is set the typesetters case by aligning actions with shared values.Telling stories helps others think round how to vex values alive. Giving rousing speeches is non enough a leader has to go first and participate by doing what he asks others to do. Also a leader has to be (dwysywd) which is the acronym of (do what you say you will do). Followers will believe not what they hear from the leader but what they see the leader systematically do. For utilization, the director general of the company that I progress to for issued a determination that all employees must wear their ID on their chests a s long as they were inside the company during the formal pissing time.The next day, we saw him stand at the entrance wearing his ID as an example or a model for us. Undoubtedly, model the way is not enough to complete the find of the exemplary leadership, consequently leaders motif to follow another practice in order to share the vision. Inspire a shared vision Leaders to inspire a shared vision with their employees, have to practice two commitments. The first one is to envision the future by imagining provoke and ennobling possibilities. Think for yourself and imagine the future that you wish for your organization.Ask, listen, and adapt mentally and emotionally the employees vision, their future imagination, and what they aspire for the organization. The second commitment is to enlist others in a common vision by appealing to a shared aspiration. A leader postulate to analyze and discuss both aspirations to bring about a common aspiration which contributes in strengthening t he work blood and enlisting others to work on achieving the common aspiration. Welcome any position or thoughts and give attention because innovation is created in this way. Francisco Magalhaes gives us an example through a story of his experience.When he had just started his new put-on at a railway workshop, he thought about something link to his job and concluded that in that respect was a way to reduce the court by more than half. He told his colleagues about that, but he did not get their attention. His colleagues reaction did not s make it him he went to his leader and told him about his idea. The leader immediately began analyzing Franciscos proposal, discussed it with him and found that what Francisco proposed was correct. This direct leader act supporting Francisco in order to implement this thought on the earth and he told the director general about Francisco (Magalhes, n. . ). This leader shared Franciscos thought and gave him more attention. Without his leadership Franciscos original idea would have failed. Inspiring and supporting the innovative ideas of employees is what leaders have to do if they urgency to be exemplary however, this exemplarity will not be correct without intriguing the process. Challenger the process There are two commitments that can be used as strategies by the leader to challenge the process (Kouzes & Posner, 2002). unrivalled of these commitments is searching out challenging opportunities to change, grow, innovate, and improve.Leaders, who stay leading in the same way for a long time, will lose their employees enthusiasm. The great leader has to look for and create new ways to challenge the routine and foster the team toward achieving its goals. Chip Perry, a president and CEO of AutoTrader. com, says that one of his mighty leadership techniques is to tell their employees that one of their main responsibilities is to challenge the status quo and work constantly to improve anything that may be used to get the w ork done (Yaverbaum, 2004)The second commitment is experimenting, taking risks, and learning from the accompanying mistakes.The employees wish to work with a leader who ventures into unfamiliar and uncertain situations and transfers risks into rewards because the best solutions are often found in these cases. Likewise, wisdom is gained through pain and reflection factor (Bennis, 2003, p. 134). Andy Stanly highlighted that if leaders stop challenging the process, they cease to be leaders and they become managers (Andy, 2006). This pushes us to split between leader and manger by express that the leader is someone who guides and the manger is someone who drives.Besides, Bennis observed that the manager is a copy the leader is an original, the manager administers, the leader innovates, and the manager relies on control the leader inspires assurance (Bennis, 2003, p. 45). However leaders who search out opportunities, foot ill-use into the unknown, are willing to take risks, and are prepared to meet some(prenominal) challenges may formula them, are not always considered exemplary. The leader needs to empower others and support them, too. Enable others to act For leaders to enable others to act,they need to start with fostering collaboration by promoting conjunct goals and building trust.Create weird cooperation between all the organizations members by emphasizing that you trust them and believe that they can do the best. Donald Evans, Secretary of U. S. Department of Commerce says zip is important to being and effective leader that having an unshakable trusting kindred with those whom you work with and those you lead (Yaverbaum, 2004, p. 232). Great work does not occur without busy involvement and support. Achieving the purpose of the organizations must be everyones responsibility, and good leaders promote teamwork rather than competition as the road to mastery.Competition, which is trying to impersonate others, is vastly different in purpose from coll aboration which is trying to do well. The cooperative relationships between members are assets of the organization. Leaders must know how to upbringing them. In building a strong team out of slew with diverse and sometimes conflicting interests, leaders must develop cooperative goals, seek integrative solutions and build trusting relationships. There is a uprightness that you cannot do it alone. A leader will ever get anything extraordinary done without the talent and support of others.You need others and they need you. Then, the second commitment to fulfill this practice is to strengthen others by sharing power and discretion. When you symbolize to make a decision, ask employees about their ideas and listen. Involve them in the decision-making process. Zenger and Folkman lift that leaders can find best recourses by asking stack in work about their ideas and seeking details. Fell others that you are pertain about their ideas and opinions (Zenger & folkman, 2007). Enable other s to act is considered a major forward step to the quint practice which is encouraging the heart. aid the heart Encouraging the heart is the one-fifth practice set by Kouzes and Posner. Leaders who want to get extraordinary results should recognize contributions by showing appreciation for individual excellence. Thank employees who did a great job, surprise them by giving moral and financial support. permit them feel that what they did is considered something magnificent in order to push them to give more, at the same time, to encourage others who do not have contributions to compete with employees who have contributions. Continue by elebrating the values and victories by creating a spirit of community. notice team success and pride in the accomplishments. There is a strategy to be a good leader is to explore and expect leaders around you (Zenger & folkman, 2007). By looking for leaders around you and giving them the touch that they might be future leaders you encourage them t o do better. credibleness is the foundation of leadership The five practices that we have reviewed paint a fond(p) picture of leadership. These practices are like a body without soul, so there is no benefit from this body.They are like pillars built on the littoral which quickly will fall down. According to research done by Kouzes and Posner for more than two decades, they were looking for what people admire in their leaders. Findings were that credibility is the characteristic that employees admire in their leaders, as the research showcase that the top iv characteristics that employees look for in their leaders are honesty, forward-looking, exalt, and competent, consequently these four characteristic are the core of the credibility. The research ranged across the world and years .It shows that honesty is the number one trait then forward looking, competent, and inspiring (Kouzes & Posner, 2002). Employees follow you as a leader when they believe and trust you. barely without credibility which is the foundation of the leadership, there is an uphill battle will face you because you will try to pull the employees to your site and as you are the precisely pulling, soon both sites are being weary and give up (Brown, 2011). Without credibility, you as a leader will fail to transfer your values into actions then you will lose your employees trust.Table 1 Characteristics of admired leaders percent of Respondents selecting that characteristic Characteristic 2002 edition 1995 edition 1987 edition Honest 88 88 83 Forward looking 71 75 62 Competent 66 63 67 Inspiring 65 68 58 Intelligent 47 40 43 Fair-minded 42 49 40 Broad-minded 40 40 37 verifying 35 41 32 Straightforward 34 33 34 Dependable 33 32 33 Cooperative 28 28 25 Determined 24 17 17 Imaginative 23 28 34 Ambitious 21 13 21 braw 20 29 27 Caring 20 23 26Mature 17 13 23 Loyal 14 11 11 Self-controlled 8 5 13 Independent 6 5 10 Source The Leadership Challenge by Jim M. Kouzes and Barry Z. Posner , 2002. The Five practices of exemplary leadership are distinctive When we review all studies and research about leadership, we will find that Kouzes and Posner studies and findings are different. What distinguish their findings are the followings 1- The length of the study period which more than two decades. 2- Collecting data from different people (employees, managers, CEOs, leaders). They made their research more than one time in different periods in order to determine the constants. 4- Their surveys covered the world. (Africa, North America, southernmost America, Asia, Europe, and Australia ) 5- They transferred their findings into clear concepts. The five practices of exemplary leadership Exemplary Leadership Encourage the Heart Enable Others to Act Challenger the Process Inspire a Shared Vision Model the Way Credibility Conclusion The Five Practices of Exemplary Leadership Make Extraordinary ResultsTwo recent research reports back the importance of the five pract ices of exemplary leadership (Kouzes & Posner, 2002). One of those reach was done by Richard Roi (2006). He asked the executives of 94 companies to rate their companys aged(a) leaders on the five practices of exemplary leadership. He analyzed those leaders with strong consistent application of the five practices their companies had significant growth in net income and stock price by comparison with companies that has leaders with untoughened implementation for the five practices.There is a direct proportion between the five practices and the financial performance for the company. The second research consisted over 66,000 survey responses completed over the past two years. The finding is that the organizations that their leaders engaged in the five practices of exemplary leadership have significantly high levels of important employee attitudes (International leadership associates , 2007). The evidence is clear that the main reason behind the success of any organization is the stren gth of its leadership.Also, the evidence is strong that what make the leadership strong are the five practices of exemplary leadership. By these practices, leaders get extraordinary results and make significant differences in performance of their organizations. References Andy, S. (2006). challenge the process. ministry nowadays magazine . bennis, w. (1997). leaders. new york harper Business. Bennis, W. (2003). On becoming a leader. Cambridge, MA Perseus Pub. Brown, M. (2011, 9 23). Credibility A Critical Foundation of Leadership. Retrieved 2 23, 2012, from http//www. brownassociates. com/blog/about International leadership associates . (2007). The Five Practices of Exemplary Leadership. International leadership associates. Kouzes, J. M. , & Posner, B. Z. (2002). the leadership challenge. San Francisco Jossey Bass. Magalhes, F. B. (n. d. ). Leaders and Followers. Emerging Leader . Yaverbaum, E. (2004). leadership secrets of the worlds most prospered CEOs. chicago dearborn trade pu blishing a kaplan proffessional company . Zenger, j. , folkman, j. (2007). the handbook for leaders.