A delegating leadership style implies a hands-off approach in which the leader delegates authority and entrusts others with responsibility.
This style acknowledges that employees are capable of making decisions independently.
If you want to increase your output exponentially, consider what Lieutenant General (LTG) William “Gus” Pagonis, the director of Logistics, accomplished within the first 30 days of Operation Desert Shield.
He was tasked to move the equivalent of a major city’s worth of people and all of their belongings to Saudi Arabia. In the next 60 days, a feat he would have to repeat a half-dozen times.
Power and Authority:
- Power – the ability to influence the behavior of others or the course of events
- Authority – the right to give orders, make decisions, and enforce obedience
Perhaps one of the greatest mistakes of a new leader or project manager is attempting to provide direction solely because of their formal position.
This article captures Dr. Robert Cialdini’s 6 principles of persuasion for marketers.
We’re going to walk through how to improve employee engagement by discussing why values are so important, introducing a scenario and lessons learned, and finally, a summary.
Here is the simplest definition of employee engagement I’ve encountered:
“Employee engagement is when business values the employee and the employee values the business.”
– MacLeod & Clarke, Crown
Beyond listing character traits that define good leaders, let’s take a closer look at developing leadership character development.
Perhaps most important for positive character development, your personal and professional values must align with your organization.
Leadership has enough challenges as it is…
no need to make it unnecessarily complicated by attempting to lead in an environment where you are not committed to your organization’s values and beliefs.
Think about it… if you are on the wrong playing field, you won’t be able to put your best foot forward. This is a disservice to you, and those you should be serving.
Why do we join organizations, choose certain friends, or pursue a place of work? You want to live your values!
With so many options available today, what attracts us enough that we are willing to invest our most precious resource, our time?
Ideally, we want to surround ourselves with people who share our values and beliefs.
Image courtesy of Stuart Miles at freediitalphotos.net
One of the Army’s core leadership values is to demonstrate personal courage, both physically and morally.
When I was a major with more than 12 years in the Army, I was observing more of the “politics” than I had ever seen as a lieutenant or captain. Upon arrival at a temporary, 6-month assignment in Honduras, I immediately discovered low morale among many of the 500 service members assigned.
My confidence waning in an organization I joined because I believed in its values, a small group of senior officers restored my faith in an imperfect system when they took on a toxic leader.
Integrity is one of the core leadership values the Army identified that should guide our actions.
After months of buildup, overwhelming success, and in my mind coming within striking distance of eradicating an evil condemned by the United Nations, our Commander-in-Chief declared an end to the 1991 Iraq War.
Confident that I was the type of leader who did what was right, I learned a humbling lesson about integrity that day.
Here’s a tale of two college students with their future on the line and a brief look at their very different responses in light our core leadership values.
Specifically, I want to tell you about an experience I had while serving on a performance review board.
Our purpose: To determine the fate of two cadets who were failing to meet standards at the annual Advanced Camp.
In this scenario, we’ll see how individual responses affect senior members of our organization differently.
This is the fourth in my 7-part series that explores the Army leadership values, represented by the acronym LDRSHIP.
For my previous three blogs, I was able to identify a colleague’s actions that stood out. In this case, I recall so many instances of selfless service that I couldn’t justify choosing one example.
This led me to research why selfless service is a core Army leadership value.
Values are essential because they define your culture, they attract people who want to be a part of your cause (recruiting), and when they are lived, they provide inspired employees an environment in which they prefer to operate (retention), indefinitely. Throughout my career, the Army’s leadership values represented by the acronym LDRSHIP, served as our guide.
Throughout my career, the Army’s leadership values served as our guide.
Values are essential because they define your culture. They attract people who want to be a part of your cause (recruiting), and when they are lived, they provide inspired employees an environment in which they prefer to operate (retention), indefinitely.
Image courtesy of mapichai @FreeDigitalPhotos.net
Every great organization has a unique bond that defines its culture. In the absence of instructions, members can turn to a set of values and beliefs that guide his or her actions. Throughout my career, the Army’s leadership values served as our guide and defined our culture.
Values from company to company will be different, but whether you choose to follow those values and support your culture will be the same. Just like you, our values serve us best when they are lived.
- Values attract a specific segment of the population. When new members have a good idea of the culture they are joining, values become the basis for recruiting.
- Values inspire employees to stay. When you live your values, they serve as the basis for retention.
What do best-selling, contemporary authors Jim Collins, Simon Sinek, and Adam Grant have in common? Each shares servant leadership lessons they learned from the U.S. military.
To all the men and women who served in the military, past and present, today is the 241st anniversary of the Army’s birthday, also Flag Day.
To celebrate our service, I wanted to share several recent accolades from leadership articles that you and your colleagues have been receiving from these famous authors.
Leadership character, the third part in the Army’s BE–KNOW–DO trilogy, is extremely important for effective leadership. Nothing destroys morale or undermines trust quicker than failure to uphold values. If you want to attract the best people, and the right people, leaders must not only set the example, but uphold their organization’s values and beliefs.
As you peel back the onion, character gets down to whether you are able to consistently do the right thing. It isn’t easy, but if you don’t believe in your organization’s principles, it’s impossible.
I addressed leadership presence in my last blog, the first part of the Army’s BE-KNOW-DO motto. The second part, KNOW, is about your conceptual abilities; leadership intelligence.
Once again, in the Army we learned of five components affecting leadership intelligence and each has the potential for a future, separate blog. One was interpersonal tact, which is what I call our emotional intelligence training.
For me, this amounted to knowing and understanding the motives and perceptions of your team members and using this information to lead.
Your conceptual abilities involve considering everything you’ve learned, the theoretical and abstract, as well as practical and personal experiences, to reach your decision. Some might see it simply as applying common sense. I’d like to illustrate via a personal story.
The concept appears either elusive or vague. What exactly, is leadership presence? I’ve seen definitions and attempts to explain, but much less on how to develop your leadership presence.
In the industry and culture I knew, there are four areas to place your focus. By understanding this context, I believe it will help you follow the correct behavior for your environment.
Last week, I posted this blog on leadership qualities after I listened to a recent Republican Presidential Debate.
This past week, I read a couple of articles listing bad boss behaviors, and the one defined as the worst, erratic behavior, reminded me of the story of the emperor and his regent.
In light of recent politics and some continual switching of position, I want to share the light-hearted message from this story.
Last week, I posted this blog, “Leadership Development is a Choice”; that night, I listened to the Republican Presidential Debate.
When Brett Baier broached the possibility of the U.S. military refusing to follow an illegal order, I listened to Donald Trump’s response with dismay.
He had to be aware of how neither the military nor our society would ever tolerate, “I was just following orders.” This response has been an unacceptable since the Geneva Conventions in 1949.
Sadly, our nation revisited that message in the 1970s. Why Mr. Trump was not aware that we would never follow an unlawful order and had reversed course within 24 hours; this is not what “leadership is all about.”
Early in my Army aviation career I had a revelation: delegate authority as much as possible.
I discovered that I enjoyed something more than flying helicopters, which I didn’t think was possible. After a year in my first command assignment, I was still without an officer filling. Finally, I received an officer right out of flight school.
Like you, my job as the leader was to accomplish our mission. But, I could only be in one place at a time; I had an important decision to make: delegate authority.
The following story became a transformational experience for me, one that highlights the importance of delegation.
From day one upon being exposed to the Army values as an ROTC cadet, we learned the four Cs of leadership. I was tested on my leadership commitment within three months after arriving at my first assignment.
My message: For a leader to succeed, you must be committed to your organization’s culture and live its values.