Management
Set the example
1.
Personify or live shared values consist in the involvement of the leader in the organization and use the power of the example to transmit a positive message to the other constituents of the organization. The shared values include four principles: ask purposeful questions, spend time wisely, language and feedback.
Ask purposeful questions: The leader must not say "I cannot do it", but "how we can do it?" With the purposeful question, there are no limitations and barriers to achieving the objectives of the organization.
Spend your time and attention wisely: The leader is the watch of his constituents. The way he uses his time will affect how the constituents use their own time.
Watch your language: The leader must use a language to inspire its constituents. There are words that the leader must not use: employee, boss, order, and hierarchy. The use of other words as crew, members, team, and constituents inspire the people to behave in that way (Kouzes and Posner).
Seek Feedback: The feedback is circle closure of the communication process. The leader must seek the feedback from all his constituents to improve the participation of all the members of the team in the mission of the organization.
2.
Teach others to model the values consist in the pedagogic strategy of the leader to use the power of the example and the language to transmit his values and the values of the organization to the constituents. The constituents will give their best when the leader do it and give his best. The leader must confront critical incidents, reinforce his message with a system or process and use the power of the story to influence in his constituents.
Confront critical incidents: The leader must not avoid problems or difficult situations in the organization. A leader that confront critical incident inspire to other members of the organization to trust in the organization and its leader.
Tell stories: One of the best strategies for the leaders to inspire and give the path to follow by the organization constituents is telling stories. Similar to a father with his sons, a leader with the capacity to tell stories to his constituents will give an instrument to the leader to have inspirational power.
Reinforce through systems and processes: The leader must create a system, procedures and clear objectives that must be followed by the crew members no matter the leader presence.
Envision the future: The leader must have a vision of the future of the organization and put all the organization to work for it.
1. The leaders that look forward with a positive perspective have a distinctive quality that differentiates him from other leaders that are concentrated in the day-to-day operation.
2.
Imagine the possibilities: The leader must consider all the possibilities to solve a problem. He with his team has to choose the best alternative.
Find a common purpose: The leader must share with the constituents a common purpose, that common purpose is the goals, objectives, mission and vision of the organization
3.
Reflect on your past: It is necessary to understand the past to have the ability to predict the future.
Prospect the future: The leader must create scenarios about how the organization will be the medium and long term.
Attend to the present: The leader must attend the current issues of the organization.
Feel your passion: The leader must love the organization or project and be committed to the team.
Enlist others
1.
Appeal to common ideals refers to two essentials: appeal to common ideals and animate the vision. The appeal to common ideas has three principles: connect to what is meaningful to others have a connection between what is important to the constituents and what is important to the leader and the organization, once the connection it is possible, the organization will succeed. Animate the vision refers to the communication strategy that the leader uses with his constituents using a positive communication, creating images of the future and using a symbolic and powerful language.
Work Cited
Kouzes, James and Barry Posner. The Leadership Challenge. London: Wiley John & Sons, 2012.
