Leadership: 3 Points to a Full Circle
If the question were posed, “How many points does a full circle have?” the logical answer would be, none.The conceptualization of leadership is a multifaceted topic requiring a versatility of self. Regardless of all of all other factors, no leader is truly effective to his or her utmost potential until he or she has developed a deep sense of self-awareness.
The understanding of personal strengths and limitations, awareness of emotions and how personal behavior is perceived by others is the foundation to the development of a type of leadership that transcends expectations reaching to new heights of excellence.
Once the foundation is in place, the building of a great leader begins with one of three points which will become a full circle.
1. The Paradox of Leading:
The initial examination of servant-leader brings to light a definite paradox, but upon closer examination, the method and effectiveness of servant leader becomes clear.
The very nature of human beings calls into question the leader that does not live what is expected. The leader that sets a standard and example of behavior and requires less of self is often perplexed when others do not live up to what is expected. Poor examples need look no further than national and local governments that expect its citizens to be held to one standard while excusing the actions of their colleagues.
Better examples can be found in turning to the ancient examples of Jesus Christ found throughout many books of the New Testament of the Bible, King Benjamin found in the Book of Mosiah in the Book of Mormon, or reflecting on the effectiveness in parenting from day to day.
Jesus Christ was found serving those around him daily and He set the example as he led. He was often found healing numerous people with all manner of disease or affliction. The result of his service leadership was the endearment, trust and respect of those who followed. The people knew He had their best interest at heart and were willing to follow in his footsteps.
Like carving a path among overgrown bushes and traversing hidden dangers, Jesus Christ led with compassion and understanding of those who followed him who were at different levels and capabilities in their learning. As such, He most often taught in parables to those who heard him so they could understand to the extent of their ability knowing there would come a time when they would gain new understanding from the parables.
While King Benjamin served as king over his people, in addition to the responsibilities of governing a people, he labored for his own support so his people would not be burdened with taxes. He taught them by example that they ought to be good to one another. He cared about the people very much and served them until his death.
Parenting provides caretakers with intimate information about the children they care for. Parents are able to look for the needs of their children and assess how those needs can best be met. The daily act of parenting also gives opportunity to lead by example. Children imitate that which they see and hear others do and say. Parenting serves as the ultimate example of becoming the servant-leader.
2. Winners Never Cheat:
There is a danger among our rising generation in the desensitizing of what it means to cheat. Finding game codes to hidden levels of a game are a good example.
These game modifiers are referred to as “cheats”. Because it’s good and fun to find these modifiers, it becomes good to cheat, at least for the game. It is the pervial foot in the door of values and ethics.
Jon M. Huntsman wrote a book entitled, “Winners Never Cheat; Everyday values we learned as children (but may have forgotten)”. I can think of no better way consider ethics and values than in this light, Leaders Never Cheat.
It is unrealistic to think all people will have the same values, but it is not unrealistic to expect people, especially leaders, to hold fast to the values they do hold. Individuals who work together need not have the same value system. A leader with integrity will provide room for negotiations on all other matters. A study of the founding fathers compromising on varying aspects of what this country would become worked only because through the sometimes intense debate, these men saw how changes would not compromise their values or integrity.
It is when leaders breach their own belief system that they become less effective leaders. Those individuals who would be followers, whether consciously or not, begin to lose confidence in the leader who does not hold to the ethical and moral values they profess. Private life matters as much as, if not more than, public behavior.
Whether publicly or privately, effective leaders live and make decisions that are in accordance with the ethical values and beliefs they hold. Is it any wonder that citizens become so unhappy with government officials who transgress the values and ethics that they claim?
3. Empowering Others:
Empowering others is of itself a form of service, and it is through this service, this empowering others, that leaders find a great source of satisfaction. It comes full circle in the developing philosophy of great leaders.
As great leaders empower others by recognizing and responding to the needs, desires, and emotions of their followers, a transformation among followers can be realized as they respond more enthusiastically and with greater talent. As leaders nurture the enthusiasm and talent, allowing followers to set the bar for themselves, the ability to dream big improves ; the potential of both leader and followers increases exponentially.
When approached well, empowering others also brings greater receptivity for acceptance of feedback and redirection. Much like the stubborn donkey who is instinctively resistant to being pulled or forced anywhere, the gentle guidance and coaxing that effectively moves the willing donkey will be similar to the guidance and coaxing that comes through the empowering and development of others. The natural instinct to resist will greatly be diminished and provide for further growth, development, and empowerment.
