In Pursuit Of Veritable Leadership GAUTAM CHATTERJEA
Up Close with the enigma called “Leader”
In the present times too many people attempt to project themselves as leaders yet, too few demonstrate unmistakable traits to be termed the true leader. Mimicry makes the biggest show in leadership race and the impressed following are covertly being piloted by magnanimous incompetence. Probably these are use of very harsh words, yet, I trust all those who have toiled to accomplish their ardour with vision and commitment will be happy to echo this state of affair.
Check it out around you. You will find many religious Big-Dads who impose on the public with huge followings and symbolic show of anchoring veneration, yet, hardly ever distinguish themselves with avid directions or guidance to deal with the numerous modern day problems his following face, and towards which they look forward for solace and solutions from him. Then, consider the political Neta. He is best known to be with you when it is sunny and disappear behind the umbrella in slightest drizzle. He has so far offered very little direction towards progress excepting of course preaching it. The reason for his failure is because he lacks commitment to what he preaches. Yet the public has been driven to believe that they are indisputable leader elements. Not true!
The corporate world in India too lacked the general sense of leading, till the economic reforms imposed compulsion of looking at leadership driven ventures. Unfortunately for too long in India, corporate managers practiced in a culture of centralized control. At a time in this information age when the pace of change dictates de-centralization for success, management structures to encourage new ideas are yet to develop as tools in the survival of the fittest. And with that the culture of leading or providing leadership largely remains undistinguished. Sooner or later we would better accept that the concept of collective corporate intelligence and its practice is, and will be the key to remain in the leader seat, which in turn will promote more of leader minds for organizations to benefit.
The universal element of leadership is central to distinction, success and accomplishment, nearly in every sphere of life. At war or peace, in winning and achieving, proof of distinct competence and astute thoughts of the spearheading mind is evident by results. Such value driven performance create benchmarks and invigorate superiority. And in pursuit for the better and the improved, the best gets the head start…piloted by leader calibres.
Footprints of a Leader
The accomplished leader finds acceptability and is venerated for many virtues that he exudes. Some of the more important ones that elevate a person to the leadership crest are the leader-worthy dynamism in a person.
The leader is a custodian. A leader has his primary task to provide ‘custodial leadership’. He is expected to espouse strength, character and discipline on his function. He is the preserver of aims, objectives and values of the task he initiates. He is the caretaker of the interest of the organization/community/team he is responsible for. He is able to create trust and faith on him and his ideas.
The custodial leader upholds what is best for all people and does not aim at privilege and power for self-acclaim. His popularity is generally for reasons of non-autocratic approaches. The quality of custodianship depends largely upon how we interpret our roles as a custodian, on how we think about other people, and on how we determine what is right and worth holding in trust.
The leader endows stewardship. Most of us in our lives take up a leadership role. Whether in our families, organization we work for, the businesses we run or in the administration or government. In these roles we induct in varying degrees direction, vision and guidance to empower others. We also assume a responsibility to maintain a set of standards that is in line with accepted principles.
Yet there should be no attempt to impose ourselves undesirably with our thoughts wants and desires on those who we lead. The dedicated leadership must not translate itself into dictatorship and must provide space for respecting the individual’s freedom, choices, responsibilities and accountability. This is the true aspect of ‘stewarding leadership’.
The leader is the person with foresight. The leader contravenes conformity and demonstrates excellent traits in clairvoyance, anticipation and adjustability.
He unequivocally demonstrates the ability to think ahead of others, is flexible and responsive with innovations. He is quick to address needs in change management and has resurgent qualities to silver-line his performance. He is always the forerunner on things to come.
The leader has progressive outlooks. Leaders accomplish success out of integrating core values in performance. He is a thinker and his thoughts travel beyond the conventional yet he dovetails the ideas into continuity. He is a revivalist and makes space for amends. He demonstrates and illustrates ways of doing things better, introduces productive qualities and inspires confidence of his group in them. He has accountability as his prime concern when empowering the endeavor.
The leader fosters initiatives. The leader has an eye for opportunities and possibilities. By his inventiveness he ushers in the new order, drafts progress and invigorates the potentials of the functions. He eliminates inertia and enables prospecting through perceptive concepts. His actions are driven by the urge to make matters better for the interest of the public and the people he leads.
He is a motivation for others and his initiatives make clear logic for others to emulate. Through his actions his primary aim is to induct excellence in the functions and tasks. And he plays his role to induce hope, aspiration and cheer.
The leader is a democrat. He always has a human face to offer. He empathizes with and considers the needs, feelings and aspirations of the employees and in the process makes intelligent decisions to advance a cause, a resolve and goodwill. These virtues allow him to be acceptable and dependable to his followers. He is also a socialist and shares ownership of success with both the team and the public. By his fraternal attitude he is able to carry others along.
Make a self-appraisal
In his management task the corporate executive has to develop multiple rungs of believer in him to be able to lead from the front. His activation plane is often quite complex. He has to coordinate and lead between internal and external human resources, inspire all round productivity and quality and bring himself to be seen as a partner in the endeavor. He can least afford to use his high position in corporate ladder as the ‘non-performing instructor’ if he has to sustain as the leader in a competitive scenario.
Douglas Mc Arthur a brilliant strategist and a farsighted administrator used a list of questions to guide him in his leadership performance. These elementary values can be used on most leadership situations.
Do I heckle my subordinates or strengthen and encourage them?
Do I use moral courage in getting rid of subordinates who have proven themselves beyond doubt to be unfit?
Have I done all in my power by encouragement, incentive and spur to salvage the weak and erring?
Do I know by NAME and CHARACTER a maximum number of subordinates for whom I am responsible? Do I know them intimately?
Am I thoroughly familiar with the technique, necessities, objectives and administration of my job?
Do I lose my temper at individuals?
Do I act in such a way as to make my subordinates WANT to follow me?
Do I delegate tasks that should be mine?
Do I arrogate everything to myself and delegate nothing?
Do I develop my subordinates by placing on each one as much responsibility as he can stand?
Am I interested in the personal welfare of each of my subordinates, as if he were a member of my family?
Have I the calmness of voice and manner to inspire confidence, or am I inclined to irascibility and excitability?
Am I a constant example to my subordinates in character, dress, deportment and courtesy?
Am I inclined to be nice to my superiors and mean to my subordinates?
Is my door open to my subordinates?
Do I think more of POSITION than JOB?
Do I correct a subordinate in front of others?
Source: The West Point Way of Leadership by Col. Larry R. Donnithorne Profiles of Leadership
No person is born a leader. Neither could he be tailored into one. People who emerge as leaders make themselves so acknowledged because of their innate qualities, which are beyond the average. By their beliefs, visions, character and actions they convey some uniqueness about them that others find little difficulty in respecting and following. And people look upon such leader elements to guide them with directions.
There are three rudimentary elements which explain why some, not many among us become leaders.
Ø Some natural personality traits in a person could give a person the edge in launching him into leadership roles. This is the element of traits.
Ø Some pressing situation or an event could propel a person to rise to the occasion and, in addressing a solution he demonstrates qualities that appeal to others by their merits. This is the element of response.
Ø Some who aim to be leaders learn to lead by practice and equip themselves with skills and attitudes to find acceptance in their chosen roles. This is the element of endowing.
Yet to inspire people into teamwork there are certain things a leader must be [beliefs and character], know [task and skills to do it] and do [implement, motivate, direct and provide]. And these do not come naturally, unless there is an honest effort in acquiring them continually through work and study. A person qualifies as an experienced leader only when he has mastered the techniques of leading with depth of knowledge and candor.
