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The Big Idea
Leaders and managers are not one and the same. While leaders may be effective managers, not all managers can be rightfully called leaders. Managers who are leaders inspire, motivate, and energize people with their clear visions and strategies towards a shared goal. On the other hand, mainstream and traditional managers are short-term oriented, and more concerned with day-to-day activities. Nevertheless, they are efficient at organizing, allocating, controlling, and monitoring resources. In this book, renowned life coach John C. Maxwell states that leadership qualities can be acquired and developed. Maxwell shares ten leadership principles that one must know and understand to transcend beyond simple managing and begin leading. These ten principles are: Creating Positive Influence, Setting The Right Priorities, Modeling Integrity, Creating Positive Change, Problem Solving, Having The Right Positive Attitude, Developing People, Charting The Vision, Practicing Self-Discipline And Developing Staff. The Key Ideas Each person has the potential to exert influence in any given situation or with any group. There are five stages of influence that individuals move through alongside five levels of leadership. The key to progression is to understand one’s present source of influence and level of leadership. Further, advancement to the next level can only happen once an individual has excelled in the present level. The Five Levels of Leadership Level One: Position At stage one, an authority figure exerts control largely because of position. Often, a leader at this level rules by intimidation. People will follow because they have to. Otherwise, employees will not exert effort beyond their job description or what is required. At this level of leadership, staff lacks commitment leading to high turnover and low morale within the organization. Indicators of Excellence: • Highly skilled Level Two: Permission/Relationships At this level, a permission leader relies on people interrelationships with strong emphasis on bringing people together. Employees begin to follow beyond the leader’s stated authority. . . . . . . |
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