Leadership. 10 Characteristics of Superior Leaders - Successful Leader Characteristics. Thousands of articles and books have been published describing what it takes to be a superior organizational leader. Some researchers and authors claim a superior leader possesses certain traits or abilities; others say it's all personality. Still others maintain it's the behaviors--not necessarily the intentions or thoughts--that are crucial. Whatever your viewpoint, it boils down to this: successful leaders share the following characteristics or views: Mission: Leaders know what their mission is. They know why the organization exists. A superior leader has a well thought out (often written) mission describing the purpose of the organization.
The basic message in this article is that you as the owner/entrepreneur need to "be out there" for your employees. Dr. 12 daily habits of exceptional leaders — Quartz at Work. One of the most popular Dilbert comic strips in the cartoon’s history begins with Dilbert’s boss relaying senior leadership’s explanation for the company’s low profits. In response to his boss, Dilbert asks incredulously, “So they’re saying that profits went up because of great leadership and down because of a weak economy?” To which Dilbert’s boss replies, “These meetings will go faster if you stop putting things in context.” Great leadership is indeed a difficult thing to pin down and understand. You know a great leader when you’re working for one, but even they can have a hard time explaining the specifics of what they do that makes their leadership so effective.
Great leaders change us for the better. Great leadership is dynamic; it melds a variety of unique skills into an integrated whole. Effective communication “The more elaborate our means of communication, the less we communicate.” Communication is the real work of leadership. Great communicators inspire people. Courage Passion. Leadership Self Test: The Difference Between Management and Leadership. Are You A Leader? Part I: The Leadership Self Testby A. J. Schuler, Psy. D. As today’s organizations become more and more lean, people in business are gaining a greater appreciation for the differences between a manager’s style of thinking and a leader’s style of thinking.
When people like Frederick Taylor first began to study management, he used a stopwatch to see how well people on a factory floor could improve their productivity. Back then, productivity in the American workforce was determined more by the performance mechanical tasks than by the ability to process information or build service relationships, the way it is today. Now we live in an information age, and no one can “know everything” about a job the way the managers of yesteryear (supposedly) did. As a result, the role of management in the American workforce has shifted, and today’s managers, more and more, have to develop some leadership skills.
Leadership Self Test 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. Dr. Leadership vs. Management. Disciplines > Leadership > Leadership vs. Management Managers have subordinates | Leaders have followers | See also What is the difference between management and leadership? It is a question that has been asked more than once and also answered in different ways. The biggest difference between managers and leaders is the way they motivate the people who work or follow them, and this sets the tone for most other aspects of what they do. Many people, by the way, are both. They have management jobs, but they realize that you cannot buy hearts, especially to follow them down a difficult path, and so act as leaders too. Managers have subordinates By definition, managers have subordinates - unless their title is honorary and given as a mark of seniority, in which case the title is a misnomer and their power over others is other than formal authority.
Authoritarian, transactional style Work focus Seek comfort Leaders have followers Leaders do not have subordinates - at least not when they are leading. Online Project Management Software & Tools - Projectplace. Dynamic systems development method. Model of the DSDM Atern project management method. Dynamic systems development method (DSDM) is an agile project delivery framework, primarily used as a software development method. First released in 1994, DSDM originally sought to provide some discipline to the rapid application development (RAD) method. In 2007 DSDM became a generic approach to project management and solution delivery. DSDM is an iterative and incremental approach that embraces principles of Agile development, including continuous user/customer involvement. DSDM fixes cost, quality and time at the outset and uses the MoSCoW prioritisation of scope into musts, shoulds, coulds and won't haves to adjust the project deliverable to meet the stated time constraint.
The most recent version of DSDM, launched in 2007, is called DSDM Atern. The previous version of DSDM (released in May 2003) which is still widely used and is still valid is DSDM 4.2 which is a slightly extended version of DSDM version 4. DSDM Atern[edit] 1. 2. 3. Bloom’s Taxonomy. Background Information | The Original Taxonomy | The Revised Taxonomy | Why Use Bloom’s Taxonomy? | Further Information The above graphic is released under a Creative Commons Attribution license. You’re free to share, reproduce, or otherwise use it, as long as you attribute it to the Vanderbilt University Center for Teaching. For a higher resolution version, visit our Flickr account and look for the “Download this photo” icon. Background Information In 1956, Benjamin Bloom with collaborators Max Englehart, Edward Furst, Walter Hill, and David Krathwohl published a framework for categorizing educational goals: Taxonomy of Educational Objectives.
The framework elaborated by Bloom and his collaborators consisted of six major categories: Knowledge, Comprehension, Application, Analysis, Synthesis, and Evaluation. The Original Taxonomy (1956) Here are the authors’ brief explanations of these main categories in from the appendix of Taxonomy of Educational Objectives (Handbook One, pp. 201-207): The Ultimate Guide to Worldwide Etiquette. Bananas and Monkeys. Original source unknown. (But the story appears to have some basis in fact.) Start with a cage containing five monkeys. Inside the cage, hang a banana on a string and place a set of stairs under it. Before long, a monkey will go to the stairs and start to climb towards the banana. As soon as he touches the stairs, spray all of the other monkeys with cold water.
After a while, another monkey makes an attempt with the same result - all the other monkeys are sprayed with cold water. Pretty soon, when another monkey tries to climb the stairs, the other monkeys will try to prevent it. Now, put away the cold water. After another attempt and attack, he knows that if he tries to climb the stairs, he will be assaulted. Next, remove another of the original five monkeys and replace it with a new one. Most of the monkeys that are beating him have no idea why they were not permitted to climb the stairs or why they are participating in the beating of the newest monkey. Return to Jim Huggins' Humor Page. The Eisenhower Matrix: Introduction & 3-Minute Video Tutorial. What is the Eisenhower Matrix? The Eisenhower Matrix, also referred to as Urgent-Important Matrix, helps you decide on and prioritize tasks by urgency and importance, sorting out less urgent and important tasks which you should either delegate or not do at all.
Our free, less than 3 minutes long, YouTube video tutorial on Understanding the Eisenhower Matrix Where does the name come from? Dwight D. Eisenhower was the 34th President of the United States from 1953 until 1961. Before becoming President, he served as a general in the United States Army and as the Allied Forces Supreme Commander during World War II. How to use the Eisenhower Matrix? Prioritizing tasks by urgency and importance results in 4 quadrants with different work strategies: We call the first quadrant Do first as its tasks are important for your life and career and need to be done today or tomorrow at the latest. An example of this type of task could be to review an important document for your manager.