Four dimensions of leaders

Today's business technology is complete with a model of leadership and the brain industry has grown up by leaders of leaders. Leaders are probably one of the most valuable human activities, but despite the great literature on this subject, many are still unable to identify key building blocks that define which leadership . Intuition we know that leaders have the ability to connect people. to get them to work together efficiently; to align them around the common purpose, goals and objectives; to get them to work together and rely on each other; and to trust each other. We also know from experience of monitoring leaders in action General Features Leadership Described in Literature and Actual Role of The Leader's Game does not appear in a vacuum but are built into certain historical contexts, business areas and structures, systems and culture that people lead to (Elliot Jaques and Stephen Clement, Leadership Guide Arlington, VA: Cason Hall, 1994, pp. xiv et. and 6 et.

Research and field analysis have shown that leadership has four consecutive dimensions.

  • Knowledge of self and others

The first dimension of leadership (Expertise, Experience, Experience, and Wisdom) involves education, expertise, experience in certain industries and markets, and a track record of a truly leading organization with a variety of staff and management steps (Elliot Jaques, Requisite Organization Baltimore, MD: 2006). Over time, management awareness comes out as good and good judgment about how businesses and industries work, what motivates people, what customers and suppliers really need and desire and how to work at a higher level of management.

Another dimension of leadership (problemability) is about having the appropriate level of "intellectual horsepower" to perform the actual work and complex tasks assigned to you. The work area and task complex are defined as: a) the number of changes that work in a situation; b) the ambiguity of these variables; c) their frequency of change over time; d) the amount to which they are written so that they must be unclassified to be seen, e ) the ability of the individual to identify and control the key indicators once known, and f) the duration of the work with regard to days, months and years (Jaques, Necessary Organization pp. 24 et seq. Clement, Leadership Guide p. Xiv et al.).

The third dimension of leadership (personality, fundamentals and values) manifests itself as a pattern of behavior and interplay, tacitic assumptions, internal motivation, and the pattern of how leaders see themselves, other people and the world around them (see Mark Bodnarczuk, Breckenridge Type Indicator (TM) ). There is no "right" personality or fundamentally and values ​​for a particular lead position, but instead the question is: (a) the extent to which they help a person to work effectively; or (b) display decision-making bias, foreseeable errors in court or pattern improper behavior? The main indications that an individual has matured grass in these dimensions is that they: a) avoid using which Collins calls either-or-thinking and b) practice both and thinking ( Jim Collins, Built to last New York: Harper Business, 1994, pp. 43 et seq.).

The Fourth Dimension Leadership (Awareness of Self and Others) is based on the timeless principles found in Jim Collins's sold book Good to Great (Jim Collins, Good to Great New York: Harper Business, 2001). Collins launched his research on Good to Great with bias against leadership. He told his research team that the fact that "big company has great leaders" went without saying and was unthinkable. But his research showed that a truly great company had a fundamentally different kind of leader (what he called the Level-5 Leader) and these people were characterized by professional will and determined decisively along with personal humility. Level 5 leaders emphasize their own interests and focus on building a sustainable organization and setting others up to success, failing to fail. Level 5 Leaders know how to look into the mirror of personal responsibility when things go wrong, and they know how to confide with others when things go right (Collins, Good to Great p. 33 ff.) . The main question is, "How will one leader describe Collins Good to Great ?" Collins claims that Level-5 leaders show the pattern of personal development where the self-propelled drive needed to reach America's top companies is transformed into an unexpected combination of professional will, burning solution and humility, but it does not offer a systematic approach to becoming a Level- 5 leader – it is beyond the scope of his investigation. Our belief is that the fourth dimension of leadership (Awareness of Self and Others) is the key to becoming a Level-5 Leader.

Four dimensions of leadership are interrelated to talents, skills and attributes that enable leaders to bring people together. to get them to work together efficiently; to align them around the common purpose, goals and objectives; to get them to work together and rely on each other; and to trust each other. As previously reported, general features of leadership described in the literature and actual role are the leaders who do not play daily in a vacuum but are embed within certain historical contexts, business conditions and organization, system and culture where people lead. As a result, four leadership heads will always be contextual and applied to reality and challenges faced by leaders.


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