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December 01, 2008

Learn how to be a good leader from President Bush

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Maybe President Bush's world of mouth is not good in most of your opinions; however, if one has bad sides he must also has good sides, some of his actions set a very good example for leadership which makes me associate how to be a good leader.

1.   Do it when it is supposed be done, do not panic during unexpected events.

When 9.11 event happen, Bush was having lesson with pupils and teacher in a primary school. After he has been told the message, he remained calm, continue reading text book with pupils until finished, then started to solve the problem.

As a leader or even normal people we need to have a thoughtful plan before doing things, strictly according to the plan, as a book of him talking about leadership said, "If it is in the afternoon, I must be running for exercise". Only we have enough planning, we won't be panic when something happens. Especially as a leader, if he panics and getting nervous, others will getting more unconscious and don't know what to do.

2.   Leadership with consistence of purpose

This is what EFQM model also asks to do. The war against terrorism and still remain troops when war has finished are controversial action in the world. I am not evaluating the action is good or bad here, but anyway, it is very difficult for doing a thing when pressures come out from every direction, but Bush keep his strategy in order to achieve goals of counter terrorism. That's the reason why his support rate was keep as high as 80-90% during the period, although it then went down to less than 40% which was the lowest rate in American history.

November 29, 2008

Case related to definition of leadership

Last time when I did the 20 definitions of leadership, reading those features of leadership on the excise sheet, it was the first time that leads me to have real consideration about what is leadership stand for. We can easily associate it with very common cases.

Now, consider a regular issue for Company X. As an influential leader, the CEO sets the agenda (this is about leader establishing purpose or direction): for example, five-fold revenue increases in five years. The employees voice their doubts and concerns. This CEO asks a series of questions aimed at increasing his understanding of the employees' concerns. Some of those concerns prove to be legitimate. For example, employees might be concerned as to whether or not there are plans for expanding the infrastructure along the way. Being able to use himself as a barometer of how others are feeling, the CEO senses that the opposition may also have to do with the employees not knowing why such an expansion is necessary.

Sitting back and reflecting on how he might feel if he were in his employees' shoes, the CEO goes back to them and engages in meaningful dialogue about why such an expansion is necessary. For example, perhaps he has reason to believe that without such an expansion, their organization is going to lose its independent status and will be sold. The CEO communicates those concerns and helps the employees consider what is desirable about remaining independent.

Thus, he communicates his value of service, letting his employees know that service to the organization, including his employees, is at the heart of his new vision. He also demonstrates humility by letting his employees know that he values their opinion, that there may be issues that he has not considered, that suggestions from others possibly could serve the entire organization. He therefore encourages open dialogue about how the goal can be achieved. Sensing his humility and authenticity, the employees model his behavior. They, too, communicate with their direct reports that they are interested in their employees's ideas and suggestions.

With employees who trust him, this CEO is much more likely to realize his vision.

In this case, leader thinks about the relationship between employees and leaders, he uses proper communication process to enable the followers to build their voluntary effort help the organization to achieve common goals.Becoming an influential leader is a life-long goal that requires conviction, patience, practice and dedication.

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