As a generalization, Leadership is the most essential ability that makes organizations successful. The faculty to have regions, districts, and departments follow a vision is sought after by many but owned by few. Your most prominent organizations have large groups with varied talents, cooperate and perform due to influence.
Leadership is as much of an institution as it is an individual; we not only follow people, we follow purpose. When there is structure, strategy, and an established culture it is easier to buy-in and execute. Often times, employees never meet or get to know Executive Leadership but function because of Organizational Design. In these cases company initiatives penetrate, are conveyed, and fulfilled with faithful flawlessness. However, there is a degree of incompetence that appears to be exponentially increasing in all levels of Leadership.
There is a dichotomy of Leadership that represents cognitive and creative components; one absolutely needs the intellectual capacity to lead, and also the inspirational aptness to sustain any standard of success. These two elements are not mutually exclusive; they must co-exist and manifest simultaneously to ensure healthy oversight. Leaders must be as concerned about people as they are tasks.
This requires an exceptional tolerance to tension and an opportunistic approach to 'Teachable Moments'. We, as Leaders, must absorb push-back, directly address concerns, and seamlessly regulate the realization of objectives. Too many Leaders are simply order takers operating solely on positional authority.
Today's Leadership literature encourages challenging the status quo and confronting inept traditions to elevate effectiveness. This thought process eludes us when Managers behave and perform only because of what they are told to do, and not because of who they are. When this happens subordinates recognize inadequacies, calculate individual contributions, and consequently underperform because respect, guidance, nor influence exists. When we appoint people to manage what's measured without developing the fundamentals, strategies, and techniques that deliver desired outcomes, we deteriorate the motivation needed to win.
Leadership is a process that requires buy-in, in order to appropriately drive performance we must exhibit empathy with our expectations. Imagine a workplace where most of the heavy lifting is done by a select few in the absence of development and direction. Management spends most of its time meeting, conferencing, and analyzing reports without directly contributing to daily, weekly, or quarterly objectives.
Belief, Ability, and Inspiration are artificial at best; those in position bathe in their Power instead of fueling purpose. This 'need to control' without contributing severs the binary alignment needed to optimize achievement. Leadership and its accountability directly reflect results and, subsequently, shoulder penalty as well as they do prize. Power is not Leadership, however, He who has the most Power, has the most responsibility, especially to Leadership.
This book is the best choice to set you on course for leadership.