Leadership

A good leader should not only lead but should be also ready to follow. To achieve these goals, first of all, a leader must first define his own guiding principles, his own values, and the basic beliefs that guide our own decisions and actions on our own path. Identify his own values ​​and find his voice. Carsten et al (2010) proposes that leaders with good followers and those willing to follow others have clear and clear values ​​so that they can have more sensible choices and the inner confidence needed to make difficult decisions, rather than blindly imitating others. This is a prerequisite for standing by. The title does not make us a true leader. What really matters is the way we achieve excellence. If a leader wants to win the promise and achieve the highest performance, he must lead by example, take the lead in modelling, and act as an example for others. Leadership is influence, how to move others, and let the subordinates not only agree with your actions, but also be willing to follow.

As revealed by Goffee and Jones (2006) leadership is a relationship, the relationship between leaders and followers. As leaders, they have never relied on their own individuals to achieve excellence, but by mobilizing others and working together for a common goal. Therefore, mutual respect and newcomers, as leaders, it is important to take the initiative to understand the wishes and needs of the following people. Listen to the voice of the group. As leaders, the ability to establish and maintain a certain interpersonal relationship determines the success of their leadership. The key to building this relationship is the follower's expectations of the leader. Through the author's case study of the best personal leadership practice, the survey statistics show that if people want to follow a certain leader voluntarily, these leaders must have the top four quality (these four qualities are selected by more than 60%): Sincere, forward-looking, competent, and stimulating.

If the leader is not sincere, he will not be able to lead by example. To share the vision, he must be forward-looking and motivate. The premise of challenging the status quo is that you must feel that you are competent; trustworthiness is the premise of everything, sincere People can be trustworthy; promoting people is trustworthy and crucial.

For the leader, only the dream is not enough. Leaders must also be able to communicate this dream with excitement, motivate people to be excited about this dream, and join the long journey to realize their dreams. Therefore, people are expected to be enthusiastic, energetic and optimistic. If leaders are not passionate about their careers, why should others have them? Leaders are not only passionate about their careers, dreams and visions, but passionate about their followers. Leaders are full of confidence in followers, a positive attitude to arouse the confidence and enthusiasm of followers, and enhance the ability and performance of followers (Blanchard et al 2009). The ability here does not refer to the specific technical capabilities required by the business, but to the past performance and ability to do things. People need to believe that leaders can take them where they want to go. People must see that leaders have the appropriate experience and good judgment. Followers must also be able to believe that leaders know where they are going and have a vision for the future because we know that leaders are not only the builders of the organization, but also the organization and the meaning of the organization.

Conclusion

The importance of excellence to our organization is self-evident. First, a strong leader can make our entire organization operate more efficiently, producing a 1+1>2 effect. Second, it can identify the direction and inspire people. In times of difficulty, let the team be more confident and determined to overcome difficulties and achieve goals. Finally, help us better cope with risks and crises.

References

Goffee R and Jones G (2006). Why Should Anyone Be Led by You: What it Takes to Be an Authentic Leader. Boston, MA: Harvard Business School Press.

Carsten M., Uhl-Bien M., West B., Patera J. and McGregor R. (2010). Exploring social constructions of followership: A qualitative study. Leadership Quarterly 21: 543–562.

Blanchard A., Welbourne J., Gilmore D. and Bullock A. (2009). Followership and employee attachment to the organization. The Psychologist-Manager Journal 12: 111–131.