The list of diplomatic leadership

As leaders experience absolutely new challenges and obligations, they find that they have the strength and resources to meet these challenges. For example, some leaders learn for the first time that they have a gift for leading and inspiring others. Others find that they are particularly talented to evaluate others & # 39; motivation and value. Every time you do something as a leader, whether it's to shape your group in a positive way, helping someone learn a new project, or assembling a talented officer, increase their talents. They become more wont, indeed and safe leaders, and have a clearer awareness of their own strengths and areas for improvement. Not only do they learn more about themselves when they progress in leadership role; They also learn more about the organizational structure in general.

Management and management methods of previous generations are increasingly ineffective. Today's leaders must keep thinking, have moral courage and talent in diplomatic art. As a trustee, I can meet some joint board meetings when the priest was not present and it was hard to keep everyone at work. I experienced similar things aboard a ship when the head and manager were in the country. Changes in organizational structures, the growth of alliances between institutions, and the changing nature of the work itself, calls for new ways of leadership. Paul proposed a new approach to Galatians 5:22, "But the fruit of the Spirit is love, joy, peace, longsuffering, mercy, kindness, faith …" Jesus. He means the individual's commitment to the way of life Jesus has shown. This approach has less to do with the formal power and power to control, and more to do with situations, policies and ethical leadership skills to keep groups of people who can not report you in accordance with broad-based goals.

The most important ingredient: Ethics

Ethical Leadership contains various elements. Ethics-related ethics involves taking into account the purpose of the action, the consequences of oneself and others, and the ethical standards that the action measures. This does not mean profit and loss, production costs, etc. Concerns about sensible performance measures, along with recognition of the importance of treating people right every day. "Ethical leadership is to distinguish right from wrong and do justice, seek righteous, honest, good and proper work in their work" (Daft, 1999, p. 369).

Whether it involves judgments based on nature or lawsuits, ethics has always been a popular topic. When leaders wonder if their behavior is moral, they need to ask: What should I think if someone else did? & # 39; Paul believed that the law defined defects in the person of a person but did not remove them. Paul writes, "Whoever is justified by the law, you are fallen from grace" (Galatians 5: 4). Compassion is based on a greater understanding of our relationship with God and each other. because of doing and not, we restrict ourselves to enjoying close relationships with God. We accept rules as if God were waiting to take us out of it when he waits to pick us up when we fall. make statements about us that restrict our self-control because we should not be inclined to judge others in such a way. Lawrence Solum argued that "theory of fairness is for the sake of justice" (2003, p. 178). True Christianity is the role of leadership based on love and grace.

We all know Malphurs (2003): "The Christian leader describes Divine Person "(page 19). The organization will keep people responsible for their behavior (nature), but not for their personality. If the fruit of the Spirit (love, joy, peace, etc.) and the fruit of the flesh (adultery, hatred, jealousy, etc. ) is the result, then our character is the way to the outlet. We must strive to do the good.

The nature is our commitment to doing the right thing, and that's why we should focus on personal development. Timothy 4: 7 Paul urges Timothy "… further practice the nature of God. "The nature and self-esteem is the leader of moral strength to keep the right values. The difficulty is not because of knowing what's right, but rather doing what's right." Search for institutions where leaders have clearly defined, shaped and declare the organizational values. " Leadership is doing good even when we do not feel like it, sometimes especially when we do not feel like it "(Hunter, 2004, p. 145).

There are numerous ways to assist emerging leaders in moral development. I would start to lead an example. It's hard to assess the pressure on a leader unless you have this position. The best way to assist future leaders is whether they are peers or subordinates to let them see Christ who works through you . "The movement away from management and government leaders has led to new leaders who are more democratic and coach-like" (L Assiter, 2001). Terms like corporate or server leaders are increasingly used to describe some of these relationships.

Another way to develop ethical behavior is to develop personal faith – which defines who you are, what your goals are in life and how you will live your life. Kouzes and Posner (2002) stated: "When explaining the principles governing your life and the ends you must seek, give access to your daily decisions" (page 394). Ethical leader has one personality. Whether at home or at work, there is only one group of principals guiding their behavior.

As a leader of engineering training policy on board a press release, I worked hard to build trust within the team. Everything was smooth until Petty Officer Johnson joined. Several members said he lacked experience and he did not work very well. The group went out for lunch and left Johnson. I was shocked and disappointed. Johnson was extremely capable and showed passion for his work. I specifically met all members, including Johnson, to allow them to communicate with their concerns. I listened actively to what is said. By better understanding the group I could get root causes of the problem. One method that helps to create a new team is to "Make sure that members of the group are in contact with each other." (Biolog, 1996, p. 1).

Most Important Lesson: Situation

"The Christian leader is a servant of credibility and ability to influence people in a particular context to pursue his goddess." (Malphurs, 2003, 131). The same person can be a successful leader in one situation but fail in another. It is unequivocal that there is one set of abilities and characteristics that can be found by all leaders. It's not what the symptoms are not important, but the fundamental leaders vary depending on the situation. The requirements for being a well-appointed sailor, for example, would be different from those of a primary school teacher or sales manager. McGregor (2006) suggested that "leadership can be considered as a relationship between leaders and circumstances, but as a universal pattern that certain people think" (page 253).

The Situational Leadership Theory developed by Hersey and Blanchard focuses on the characteristics of followers as an important factor in situations, thereby determining successful leadership behavior. Yukl (2002) stated "The main location parameters are the characteristics of followers, the nature of work as the unit manager, the type of organizations and the nature of the external environment" (page 13). In other words, subordinates change their readiness, because leadership should affect the factors that affect the whole situation.

Daft (1999) compiled the relationship between leaders and accessories in four categories: to say, sell, participate and include. The citation is a very directive, selling explains explanations, participant is sharing ideas for easy decision making and extradition is a style that provides very little direction and support. (pages 99-102). As a leader, our professional identity will transform in relation to the abilities and abilities of the group as well as external influences. This means that we look at the world from another point of view.

As a material and product manager for the Destiny Control Area, I took responsibility for two major divisions on each of our six ships: Engineering and Supply. At the end of each month, I had difficulty collecting reports from engineers, but the supply reports were always correct in time. However, when the ships were under engineering departments, it worked incredibly but the supply departments were pretty shoddy. I had to change management style when I was talking to the departmental manager when the circumstances changed. For monthly summary reports, I used the delegation with the prime ministers, but a closer approach to engineers than the opposite at the operational level. From a fleet point of view, engineers were very operational and technical savvy but the supply chain was highly trade unions.

When we make a manager, we fulfill our mission with our own expectations about what our new job will be involved in. Often these expectations differ from the actual demands of the job. In addition, the various we can work – our reports, mentors and peers – our own expectations about our roles – and some of their expectations may conflict with us. Any situation we encounter will involve different talents. Each state emphasizes that the main problem is in principle leadership. In the age of teams, leaders do not solve the problem alone. They must work in the business world, which allows a team of employees to prevent problems and agree on the most effective way to solve it. However, many organizations do not solve problems by using processes that lead to the best solutions.

An effective team is varied with different talents that trust each other enough to score each other's work. Members do not always agree but they should communicate and have general openness to new ideas. There should be enough differences in views that they have something interesting to say to each other. Biologist (1996) held "a homogeneous group, where members only agree with each other, will not usually contribute to the great creativity" (page 14).

Violent barriers can also have a positive impact on the organization. Herman Cain's initiator discussed this topic at the Leadership Assembly in 2005 at Regent University. He said that the purpose of leadership was to "remove obstacles" that prevent followers from succeeding. London (2001) noted many obstacles that prevent not only followers from developing but also leadership development. Among other things, he became acquainted with discrimination, sexual harassment, suspicion, affairs (eg, senior and colleague), insufficient experience / training for key projects, dependence on others (especially public criticism), uncertainty about the future (eg due to sudden changes) and lack of information . (page 218). Some of these obstacles can be solved slowly and give leaders time to adapt to the situation, as well as time to prevent the obstacle and increase the problem. Other obstacles may occur suddenly and adversely affect the organization. An important task is that leaders learn to know and cope with these obstacles!

Indispensable Quality: Strategy

People are often hungry for something bigger than themselves. "Working without purpose (even if it takes great abilities) can be thought, heartlessly drudgery" (Woolfe, 2002, p. 24). People must have a common goal to work on. Some call it vision, some call it foresight. Anyone involved, it implies a leader with purpose. Leaders who offer it will never miss followers. The purpose forced the seaman to let go of the networks and follow Jesus. The purpose forced the woman into the well to let go of the waterpit and spread the gospel. "Your passion for something is an indication of what you find worthy of yourself" (Kouzes and Posner, 2002, p. 112).

The purpose of each prophet was that in every way, the right nation would be on a mission. Moses & # 39; The purpose was to bring Hebreer out of Egypt to the edge of the Promised Land. Joshua's purpose was to lead them in and Solomon was to build a temple, not for his own glory, but for the glory of higher purpose. Woolfe (2002) continued "When a leader is dedicated to purpose and when all soldiers see that inauguration is unexpected and" real "takes place much (page 27). Strategic Leadership involves not only creating a vision but describing and executing then vision as well.

Strategic Leadership involves the relationship of external environments with the choice of vision, project, strategy and implementation. Environment and work in connection with project planning (value, purpose, etc.). Strategy indicates that the vision Strategic leadership theory explains how organizational changes and yukl (2002) highlighted three factors that affect leaders' ability to influence the agency's performance: 1) the development stage o rganization ; 2) Political power within the organization; and 3) Leadership meeting in office (pp. 348-352). Simply pointed out that t kifæri leaders of sight in order to affect the company's performance is greatly influenced by historical factors such as organization development, management level executives and managerial him.

Strategic Leadership involves the relationship of external environment with the choice of vision, task, strategy and implementation. The planning view reflects the environment and works in conjunction with the planning of the project (value, purpose, etc.). Policy provides guidance on translating vision in action and is the basis for developing methods of implementation. Strategic Leadership Theory explains how changes in the business environment affect the relative power of leaders. Yukl (2002) noted three factors that affect leaders' ability to influence the agency's performance: 1) the level of development of the organization; 2) Political power within the organization; and 3) Leadership Meeting in office (pages 348-352). Simply pointed out that the opportunity of leadership vision in order to influence the company's performance is highly influenced by historical factors, such as the development of the organization, management level and management tasks.

When I announced as Chief Engineer aboard USS SAMUEL B. ROBERTS (FFG 58), I asked the administrator, mentor and boss, where he saw the league go. He made an unclear comment and turned the question and asked: "Where do you see the league going?" I was amazed at his response. He was purposeful to be unclear and did not answer my question because it was my job as a chief engineer to create a vision and direction for my department.

I should have thought about where I saw the ward to go, what it will take to get there and how it fits the overall policy of the management. The result I came to became my most important motivation tool and helped me coordinate resources and focus people on the existing projects. "The most important role of viewpoints in organic life is to emphasize human energy" (Kouzes and Posner, 2002, p. 130). A powerful vision is the leader of the most important motivation tool; You will refer to the period and explain the benefits and importance of the various viewers when you work on board them. Maxwell (1993) states: "People do not follow a dream in their own right. They follow the leader who has this dream and the ability to communicate effectively. Therefore, vision at the beginning will lead, but for that vision to grow and demand The following leader must take responsibility for it "(page 141).

More than logic

Leadership is not just about logic and reason. They have their place but it is much more than that. Admitting that it's not wise is a big step toward accepting something more important – feelings of people and emotions. Kippenberger (2002) argued that "Leaders need to understand that in the heart of what they are trying to do is get the best results from people" (page 113).

In order to gain and maintain the commitment of followers, we need to foster the summit. "Leadership is a relationship between those who seek to lead and those who want to follow." (Kouzes & Posner, 2002, p. 20). Diplomacy requires that we not only know and control our own feelings but also learn to recognize and treat other emotions too. What a leader reaches today depends on the people they are leading and the best way to succeed is to get them to give their best. "The leader's job is to achieve the goal – that's the end, leading people are the way" (Kippenberger, 2002, p. 114).

Communication Reliability

The truth is hard to develop and harder to train. "Because reliability is a way of being a leader rather than things you do as a leader, some guidelines are useful." (Pearce, 2003, p. 11). Responsibility for reliability belongs to the leader. By combining self-esteem and discipline, they must find their true voice and amplify it so that it sounds like their followers.

One of the most difficult tasks for those who would measure and evaluate leadership is to try to look at the leadership elements. One way to look at these factors is to indicate that the leader has various skills, also has or has a distinctive style and, still unclear, has a number of features that may arise. With skill, I mean the ability to do something well. Something that's learnable and can be improved, such as talking or negotiating or organizing. Most leaders need technical skills (such as writing well); human communication skills, ability to manage, encourage, build a conglomerate and so on; and also what could be called ideology – the ability to play with ideas, seek striking recommendations and submit a big strategy. Skills can be viewed. Skills can be taught. And skill is clearly an important part of leadership skills. However, one's ability can not be guaranteed.

References

Biolos, Jim (1996, August). Harvard management upgrade: six steps towards making team innovations. Boston, MA. Harvard Business School Publishing Corporation.

Herman Cain (Entrepreneur). (2005, 15 September). Regent University Executive Leadership Series. [Banquet]. Virginia Beach, VA. Regent University, School of Leadership Studies.

The Holy Bible (1997). King James Version Study Bible. Grand Rapids, MI. Zondervan.

Hunter, James C. (2004). The world's strongest summit: How to become a servant leader. Westminster, MD: Crown Publishing Group. Downloaded on March 8, 2006, from http://site.ebrary.com/lib/regent/Doc?id=10064922&ppg=145 .

Kippenberger, Tony. (2002). Chairmen. Oxford UK. Capstone Publishing Ltd.

Kouzes, James M. and Posner, Barry Z. (2002). The Leadership Challenge. Third Edition. San Francisco, CA. Jossey-Bass Publishing.

Lassiter, David (2001) Leader – Followed Collaboration: It's a new day. Leadership leadership. [http://www.leadershipadvantage.com/leaderFollowerPartnership.shtml]

London, Manuel. (2001). Leadership Development: Ways of Self-Learning and Professional Growth. Mahwah, NJ: Lawrence Erlbaum Associates, Incorporated.

Malpurs, Aubrey. (2003). To be leaders. The character of a true Christian leader. Grand Rapids, MI. Baker Books.

Maxwell, John C. (1993). Develop leaders within you. Nashville, TN. Thomas Nelson Inc.

McGregor, Douglas. (2006). The human side of the company. Reported version of Joel Gutcher-Gershenfeld. New York, NY. McGraw-Hill.

Pearce, Terry (2003). Leading out Loud: inspiring change with valid relations. San Francisco, CA. John Wiley & Sons, Inc.

Solum, Lawrence B. (2003, January) "Virtue Jurisprudence: A Virtue-Centered Theory of Judging". Metaphilosophy, Vol. 34, no. 1/2, p. 178-213, downloaded online February 27, 2006. http://papers.ssrn.com/sol3/Delivery.cfm/SSRN_ID369940_code030116630.pdf?abstractid=369940&mirid=1

Woolfe, Lorin. (2002). Bible Leadership: From Moses to Matthew – Leadership for Contemporary Leaders. New York, NY. Amaco.

Yukl, Gary (2002). Leadership in the organization. 5th edition. Upper Saddle River, NJ. Prentice Hall.

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