1.3
HOW EFFECTIVE LEADERS ACT: AN OVERVIEW
Inspired by Geoffrey Bellman, Warren Bennis, Bert Nanus, and Debra Benton.Leadership is an incredibly complex and varied topic, encompassing everything from inter-
personal relationships to corporate strategy. This tool moves you above your day-to-day lead-
ership activities, to take a bird’s-eye view of leadership fundamentals. A leader’s theory is no
small matter. It has a lot to do with his or her long-term success as a leader. Think hard about
your own leadership style, strengths, and development needs as you read this overview of how
effective leaders think and act.
8 SECTION 1 FOUNDATIONALCONCEPTS
❑ knowing what they want and focusing on results
❑ challenging others with an inspiring, realistic, and shared vision
❑ seeking consensus and commitment to goals
❑ balancing idealism and realism
❑ demonstrating business skills
[☛1.7 Results-Based Leaders, 13.3 Accountability]❑ being accountable for the norms that drive behaviors in their workgroups
❑ designing and managing the people side of the work environment, which provides con-
text and meaning for people
❑ making ideas tangible, and communicating facts and concepts in understandable and
encouraging ways
❑ emphasizing why, versus simply telling people how(thus enabling people to make deci-
sions without constantly having to appeal to a higher authority)
[☛4.1 Organizational Design]❑ setting aside personal issues and getting on with the job
❑ approaching problems and relationships in the present, rather than from the context of
past difficulties
❑ trusting others even when this involves a level of risk (Withholding trust is sometimes
necessary for self-protection, but the price is too high if it means always being on guard.)
❑ being able to function without constant approval and recognition from others
❑ honestly assessing the fit between people’s skills and the requirements of the job
❑ understanding people’s strengths, and finding ways to compensate for their limitations
❑ treating people in the workgroup with the same courteous attention they extend to
strangers
❑ understanding the importance of accepting people as they are, while insisting on perfor-
mance
[☛1.5 Seven Habits, 1.4 Leader Principles, 12.2 Trust]❑ using consensus as opposed to command, coercion, or compromise
❑ accepting conflict as inevitable, and mediating conflict on rational grounds
❑ supporting decisions based on knowledge and technical competence, rather than on per-
sonal whims or the prerogatives of rank
❑ encouraging emotional expression while emphasizing task accomplishment
[☛10.1 HiPo Teams, 10.2 Team IQ, 10.6 Group Leader Skills]Leaders focus
attention on
results by:Leaders create an
effective working
atmosphere by:Leaders manage
themselves and
model how
others can do the
same by:Leaders
encourage
teamwork by:Leadership
competencies Specific skills required