Responsibility, heroism, abnegation, accountability, selflessness, humbleness, inspiration, integrity, organization, delegation, teamwork, mentorship, commitment, engagement, leading by example, goal-orientation, consistency, self-reflection, social awareness, cross-cultural awareness, dependability, reliability, conscientiousness, efficiency, productivity, results in orientation, focus, precision, project management, execution, socialization, negotiation, diversity, etiquette, etc.
a. What it is
JLBC Cadets To lead people, walk beside them. JLBC Cadets As for the best leaders, the people do not notice
their existence. The following best, the people honor and praise. The next, the people fear; the next, the people hate. When the best leader's work is done, the people
say, 'We did it ourselves!
While the need for organizations to have influential leaders is undisputed, the notion of what is involved in leadership and how it can be taught is currently shifting. The traditional views can be described as falling into a "systems control" framework, with leaders conceived of as extraordinary, charismatic, almost superhero individuals who work in an isolated way to inspire followers to act for the good of a unitary and fixed organization. This is in line with a general mechanistic view of organizations, with subordinates viewed as followers and leaders viewed as experts who attempt to maximize their control and motivate associates to act in specific ways toward the organization's goals.
However, this view suggests that leadership is reserved for exceptional individuals (out of the reach of the majority of people) and, to a great extent, innate and unteachable. It is also at odds with studies that have discussed the importance of "quiet leadership" and that successful leaders often do not fit the traditional description; instead, they can be "shy, awkward, unpretentious, and modest but at the same time [have] an enormous amount of ambition not for themselves but the organization."
By contrast, the emerging process-relational framework of leadership emphasizes that organizations are social constructs composed of "ongoing patterns of meaning-making and activity brought about as ... people [are] in relationships with each other and to their cultures." In this view, leadership is not about one individual but a set of processes, practices, and interactions, and complete control is neither possible nor desirable. Leaders, just like everyone else, must constantly make sense of crosscutting and often conflicting.