WHAT IS LEADERSHIP?
Leadership is the art of getting others to do something you want done
because they want to do it.
When most people talk about leadership the first image that comes to mind
is someone who effectively manages the everyday operations of the organization.
However, there is a difference between management and leadership. "Management
consists of the rational assessment of a situation and the systematic selection
of goals and purposes (what is to be done?); the systematic development of
strategies to achieve these goals; the marshalling of the required resources;
the rational design, organization, direction and control of the activities
required to attain the selected purposes; and, finally, the motivating and
rewarding of people to do the work."
In other words, managers are problem solvers. They continually ask the question,
"What problem needs to be solved and what are the best ways to achieve that
result with the resources available." A successful manager must be persistent,
intelligent and possess an ability to analyze situations. Managers must also be
tolerant and patient with others while remaining dedicated to the tasks at hand.
Leadership is a special application of management. "Leaders are active instead
of reactive, shaping ideas instead of responding to them. Leaders adopt a
personal and active attitude toward goals. The influence a leader exerts in
altering moods, evoking images and expectations, and in establishing specific
desires and objectives determines the direction an organization takes. The net
result of this influence is to change the way people think about what is
desirable, possible, and necessary. In other words, leaders are visionaries and
managers operate within those established visions."
-- Abraham Zaleznik, Harvard Business Review
MYTHS OF LEADERSHIP
Myth: Leaders are born, not made.
Have you ever heard the statement "He is a born leader?" While the statement
may be true in some circumstances, it also implies that if you were not born a
leader you may as well give up. This implication could not be farther from the
truth. Many of the great leaders learned their skills by watching others. By
identifying the characteristics which set great leaders apart from average ones,
we can all learn how to be successful leaders. Artists, athletes, musicans, and
many others may be born with the raw talent of their field, but it needs to be
honed, refined, nurtured and practiced. Leadership is no different.
Myth: Leaders are charismatic.
How many times have you thought all good leaders are charismatic? While this
may be true for some, most leaders are not. Charisma is the result of effective
leadership and not the cause. Those leaders who develop charisma will tend to
receive more respect from their followers, which in turn increases their ability
to lead effectively. However, charisma is not a prerequisite for effective
leadership.
Myth: Leadership exists only at the top of the Fraternity.
This is perhaps the leading myth about leadership and is also probably the
most inaccurate. Effective leadership does not begin and end with the officers.
Leadership opportunities exist everywhere for those willing to take advantage of
them. Anyone who offers ideas by which the Fraternity can evolve has contributed
a measure of leadership. Those willing to explore ideas, set goals, and achieve
those goals are the most effective of leaders.
Myth: Effective leaders control, direct, and manipulate others.
This is perhaps the most damaging myth of all. Effective leadership is not so
much the exercise of power, but instead the empowerment of others. The great
leaders achieve their goals by motivating others to act. They lead by pulling
instead of pushing; by inspiring instead of ordering; and by enabling others to
use their own abilities instead of denying or constraining individuals.
CATEGORIES OF LEADERS
Leaders can be placed into six different categories, regardless of their
roles within the Fraternity, based upon their interactions with others. The most
effective leaders are the "Team Players." As a Mason you will want to work on
developing your own leadership style until you personify the "Team Player."
One-Person Show
The "One-Person Show" thinks of all the ideas, plans the implementation of
those ideas, and presents those plans to the Lodge for its "rubber stamp"
approval. This type of leader does not listen to alternatives offered by others
and has great difficulty in getting others involved. Other members of the Lodge
do not get a chance to volunteer their services because this type of leader
hinders their assistance.
Crowd Pleaser
A "Crowd Pleaser" is afraid to make a decision, express an opinion, or speak
out, for fear of rejection. Instead this type of leader lets others do all of
the talking and make all of the decisions. The "Crowd Pleaser" tries to satisfy
everyone and completely neglects what is best for the Fraternity as a whole.
This type of leader often drifts from project to project, accomplishing very
little.
Turned Off
Sometimes when a leader tries to suggest changes for improvement and meets
with little success, he may become turned off. A "Turned Off" leader often
believes that he cannot make a difference and therefore stops interacting with
the other members. This type of leader does not make decisions and often causes
other members to become turned off as well.
Burned Out
This type of leader has historically been involved in every aspect of the
Fraternity and has taken every responsibility upon his shoulders. Now however,
he is tired of doing everything and consequently becomes "Burned Out." This type
of leader tends to procrastinate on every decision and may soon resent the
Fraternity for extinguishing his spirit.
On the Seesaw
Occasionally a leader may recognize that he is becoming too much the
"one-person show," and therefore allows everyone else to make the decisions.
This switch is temporary, however, and soon the leader resumes his domination.
This type of leader does not truly trust others to accomplish his goals.
Team Player
A "Team Player" is not afraid to express an opinion or offer a suggestion,
and he is also willing to listen and support the ideas of others. This type of
leader works creatively to involve each member in the decision making process.
"Team Players" allow everyone to contribute equally which increases the
ingenuity of the Fraternity.
It is not solely the responsibility of the officers to offer leadership. Every
member is part of the Fraternity and must make decisions that will affect its
success. Leadership does not necessarily mean taking charge. There are many
different ways to lead (i.e. offering new ideas, setting an appropriate example
within the band, or offering assistance to others).
QUALITIES OF A GREAT LEADER
Who comes to mind when you think of great leaders? What qualities make these
individuals stand apart from the others? The following is a list of common
qualities inherent in all great leaders. As Masons we can incorporate these
qualities into our leadership style and become more effective leaders.
Attitude
A positive attitude is the foundation of being a great leader. You must first
believe that you can be a leader in order to be successful. If you tell yourself
that you are going to fail, then you will. People tend to see things with their
minds and not their eyes. No matter what the situation, if you think it is
negative, it becomes negative. To avoid failure you must first practice self
affirmation. Tell yourself that you will succeed and repeat that message in your
mind. Second, be optimistic. If something bad occurs, learn from it, then let it
go and focus on the positive. A positive attitude is the first, and most
important, step to becoming a great leader.
Risk Taking
Great leaders dare to be different. They stretch the current parameters in
search of new ideas. Too often individuals are afraid to venture into the
unknown for fear of making mistakes. Great leaders take risks and learn from
their experiences - good or bad. If they make a mistake, they take
responsibility and decide immediately what must be done to correct that mistake.
Individuals without leadership qualities seek to place blame on other people or
on circumstances and therefore never truly learn.
Opportunity Seeking
Great leaders take the initiative to find and act upon opportunities. They do
not sit and wait for something to happen. Great leaders are constantly looking
for new avenues of success. They make things happen.
Goal Setting
Once an opportunity is discovered, great leaders set both long-range and
short-term goals to maximize that opportunity. The keys to setting obtainable
goals involve: visualizing success, breaking the goal into smaller tasks,
setting deadlines for the accomplishment of those tasks, getting to work, and
reviewing the goals. Great leaders perform these keys constantly to ensure that
no opportunity is left unused.
Empowering Others
Great leaders understand that to achieve their vision, and gain respect and
authority, they must be willing to give power to others. They delegate
responsibility to other individuals and give those individuals the knowledge and
resources to succeed. When the great leader's work is done the people around him
will say "We did it ourselves!"
Leaders inspire a shared vision. They passionately believe that they can make a
difference. They envision the future, creating an ideal and unique image of what
the organization can become. Through their strong appeal and quiet persuasion,
leaders enlist others in the dream. They breathe life into visions and get us to
see the exciting future possibilities.
-- From The Leadership Challenge, James M. Kouzes and Barry Z. Posner
CHARACTERISTICS OF SUPERIOR LEADERS
Ambitious
Caring
Competent
Cooperative
Dependable
Determined
Fair
Honest
Imaginative
Independent
Inspiring
Intelligent
Loyal
Mature
Open-Minded
Self-Controlled
Supportive
-- From "What Subordinates Desire from
Their Leaders," The Chronicle of Higher Education
THE HAZARDS OF LEADERSHIP
Becoming Egotistical
Spreading Oneself Too Thin
Failing To Listen To The Advice Of Others
Failing To Listen To The Concerns Of Others
Disregarding One's Academic Studies
Finding It Difficult To Follow Rather Than Lead
Thinking Of Others As Being Inferior
Using Power To Control People
Becoming Overly Concerned With Your Popularity
Losing Your Sense Of Organizational Direction
Success Is A Journey, Not A Destination.
--Ben Sweetland
KEYS TO EFFECTIVE LEADERSHIP
The final section examines several keys to effective leadership. These keys
can be used by anyone to develop a more prosperous leadership style. By
incorporating any, or all, of these keys into your personal leadership technique
you will increase your chances of success.
ABSOLUTES OF LEADERSHIP
The Absolutes of Leadership are a clear agenda, a personal philosophy, and
enduring relationships. Good leaders create environments in which others want to
give their maximum efforts. Regardless of the style of leadership you employ to
develop goals or resolve a situation you will have to create a positive
environment for others.
The three absolutes of leadership will assist you in creating that positive
environment.
Develop a Clear Agenda
Followers need a clear idea of the goals being set for the organization. They
also need to understand why those goals are important. As a leader, your job is
to outline the vision to the members of your organization. Once the agenda is
communicated the entire membership can begin to develop a carefully thought out
plan that implements the vision.
Create a Personal Philosophy
A leader needs to have a pragmatic and understandable operating philosophy.
People do not like to work with those who are uninformed or who change
philosophies on a daily basis. Creating your own personal philosophy requires
three steps: learning, deciding, and communicating.
Learning involves keeping informed of all activities. Remember that Masonry
operates on three levels: Local Lodges, district Councils, and Grand Lodge.
Leaders need to remain up-to-date with all three levels. Learning however, is
not enough; it is using what you learn that makes you successful. This involves
making decisions. When making decisions, leaders need to insure that the
decision is clearly articulated to the members. When decisions are not
communicated clearly confusion occurs which hinders the progress of the
organization. Without open communication between the leaders and the members,
the organization cannot carry out the agenda.
Develop Enduring Relationships
Life within Masonry consists of, among other things, building relationships.
We constantly meet new people on our visitations, at our Lodges, on casual
basis, and at district and Grand Lodge sessions. The growth of these
relationships cannot be left to chance. The key to building and maintaining
enduring relationships is respect for the other person. Respecting another
person's lifestyle or point of view is not always easy. However, the importance
of respecting others and developing relationships with them cannot be
understated.
-- From The Absolutes of Leadership, Philip Crosby
SITUATIONAL LEADERSHIP
The following leadership styles represent four fundamental methods of leading
others. Each style is useful with specific types of people or during certain
situations. By understanding each styles' differences, one can begin to use
these styles appropriately. Problems develop when we, as leaders, have not
accurately diagnosed what people need by way of direction. Instead, we make
decisions on leadership style based on our own situation and not based upon the
other person's needs. A good leader will be able to identify which style of
leadership to use based upon each situation.
Style 1: Directing
At this first stage people need to be told exactly what to do. The leader
must provide specific instructions and closely supervise the accomplishment of
tasks. Constant positive and negative feedback are essential to correctly
accomplish tasks.
Style 2: Coaching
The second stage is a step up on the maturity ladder. A person at this stage
needs to be sold on an idea or a plan. Once that occurs the individual will be
able to accomplish those tasks without close supervision.
Style 3: Supporting
People at this stage are more confident in their abilities. They can decide
what tasks need to be done and what plans are required for future goals. They
need to have their ideas developed and expanded upon by another leader in order
to feel secure.
Style 4: Delegating
People at this stage need only to be given a sense of what the leader expects
them to accomplish. From there they can develop and achieve their own goals and
tasks. Little feedback is required to keep these individuals on track.
--Whether you say you can, or whether you say you can't, you're
right. - Henry Ford
TEN TIPS FOR EFFECTIVE LEADERSHIP
1. Lead by the Golden Rule.
Do unto others as you would have them do unto you.
Treat all people with respect.
2. Avoid the tendency of partiality.
Do not play favorites.
Do not forget about or ignore the people whose styles and backgrounds differ
from yours/ours.
3. Follow your own rules.
Do not make a rule you will not keep, or a threat you cannot or will not
carry out.
Admit when you make a mistake.
4. Lead by example.
Do as you would have others do.
5. Keep people informed.
An ignorant group is a suspicious group. Provide everyone with feedback and
create a system of two-way communication.
6. You are the leader; act like it.
Remember your commitment as a leader. Do not forget that people will look to
you as an example of how to act, behave, and operate.
7. Ask others for their help.
Sometimes a few heads are better than one. Involve other people in the
organization's work and problem solving becomes easier.
8. Keep criticism constructive.
Remember the last time you made a mistake? Were you given constructive
criticism or openly chastised for that mistake? Remember that compassion,
understanding and respect allow people to grow and develop.
9. Always tell the truth and keep your word.
Your members are counting on you to be honest with them. Aren't you expecting
the same from them?
10. Prepare someone to take your place.
You will not be around forever. Start building tomorrow's organization today.
With more people developing leadership abilities, the group progresses faster.
Help People reach their full potential; catch them doing something right!
ORGANIZATIONAL COMMUNICATION AND EFFECTIVENESS
- Total group morale will be higher in groups in which there is more access
to participation among those involved; the more open the participation, the
higher the morale.
- Efficiency tends to be the lowest among groups that are the most open. Since
more wrong ideas need to be sifted out, more extraneous material is generated
and more time is "wasted" listening to individuals even when a point has been
made.
- Groups that are most efficient tend to be those in which all members have
access to a central leadership figure who can act as an expediter and clarifier,
as well as keep the group on the right track in working through the problem.
- Positions that individuals take can have definite influence upon leadership in
the group, as well as on potential conflict among group members.
" Groups with centralized leadership tend to organize more rapidly, be more
stable in performance and show greater efficiency. However, morale also tends to
drop and this, in the long run, could influence the group's stability and even
productivity.
-- From Communication Networks, M.S. Shaw
If you measure success in terms of praise and criticism, your anxiety will be
endless. The problem with praise and criticism is that if the group applauds you
for one thing that you do, you feel good. If they don't applaud the next time,
where does that leave you emotionally? If they never applaud, or are critical of
your efforts, you feel hurt. In every situation, you are anxious and dependent.
-- John Heider, Leadership Strategies for a New Age
ATTITUDE
The longer I live, the more I realize the impact of attitude on life.
Attitude, to me, is more important than facts. It is more important than the
past, than education, than money, than circumstances, than failures, than
successes, than what other people think or say or do. It is more important than
appearance, giftedness, or skill. It will make or break a company.... a
church.... a home.... (a fraternity or team). The remarkable thing is that we
have a choice every day regarding the attitude we will embrace for that day. We
cannot change the fact that people will act in a certain way. We cannot change
the inevitable. The only thing we can do is play on the one string we have, and
that is our attitude.... I am convinced that life is 10% what happens to me and
90% how I react to it.
-- Charles Swindoll
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