Leadership Expectations - 20 Expectations For Leadership Success

How many times are individuals hired into leadership positions without really knowing what their own leadership expects of them? This is especially troublesome for those who are first time managers. As a leader, I always found it not only important but inspiring to share with my management team what I expected of each of them as leaders within the organization. Of course, turn around is always fair play. They also individually shared with me what they expected of me as their leader. Sharing expectations up front not only allowed us to come together as a high performance leadership team more quickly, but also gave us all the opportunity from the start to jointly build the best work team we could for the organization as a whole.

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Below are 20 leadership expectations I have shared and found valuable for creating a strong leadership team.

1. Respect each other - treat everyone well. Do not be confrontational. Maintain their self-esteem. Be sensitive to the tone of your voice and the words that you speak. Give people the respect and the dignity they deserve. Do unto others, as they would have you do unto them. Trust people and honor the best they have to offer. You should always be in a partnership, you are part of the same team and everyone benefits form the organization being successful.

Leadership Expectations - 20 Expectations For Leadership Success

2. Act with integrity, speak honestly and do the right thing. Always, always tell the truth. Then you will not have to try and remember what you said. Choose your highest thought about something when trying to decide how to act.

3. Motivate with a mission; lead from the heart with passion and compassion. Give people a compelling reason for being a part of this organization. Employees are far more likely to put their heart in the game for a manager who breaks through the facade of invincibility and demonstrates humanness. Have a passionate belief in your ideas and values. Say the words "I believe" and share your thoughts with your team. Get people excited! Know that your true power comes from within, the source that fuels all success.

4. Be adaptable. Stay creative. Have the courage to do things differently. Find ways to always improve. Be willing to think a new thought if you want to create a different (new and improved) reality. Instill in others the need to "think a new thought". Remember, change is part of the natural order of things. You must either change or be left behind. Be comfortable with letting go of the past in order to gab hold of a different future.

5. Pick your battles - know your non-negotiables. How you manage a crisis will determine whether it escalates or goes away. So pick your battles wisely. Some things are not worth fighting for now. Timing is everything!! Do not allow problems to fester. Deal with it. Recognize problems right away and deal with them.

6. Keep communications open. Deconstruct the barriers that inhibit the ability of the organization to learn, grow and continually adapt while moving forward. Create an organization that allows the sharing and flow of thought and information to proceed effortlessly as part of the process for the greater good. Learn to listen to and handle adversity while adhering to your beliefs. Take the heat and move on.

7. Get in the wheelbarrow! We succeed or fail together - it's a partnership. People must know that everyone, including you, is in this together. They must understand that your success as a leader is linked to their success.

8. Always look for ways to improve something (remember everything can be improved upon until it is no longer needed). Keep being creative and looking for new ideas and thoughts. Find ways to always be improving, find new ways to win. Do not get stuck in "that's the way we've always done it" because if that's true, it's probably time to change.

9. Live for the future, not from the past. Put your team in "future think" while bridging the gap between the past and the future. Find ways to not only create a vision for the future but also become that "vision" now, in the present. Remember you must first envision it before you can be it, you must be it before you can do it, you must do it before you can have it and only when you have it can you then claim it - SUCCESS!!

10. Work with a sense of urgency. You must understand that we do not have unlimited time! Everything has a time limit and nothing last forever. Lead with a sense of urgency and purpose knowing that what you are currently working on now is only a stepping-stone to the next opportunity that lies before you and your team.

11. Build a team ego - inflate the people around you. Put the group first. Make the people around you feel better. Make people proud to be a part of the team. Let people know they are "making history" everyday. Center success around the teams' accomplishments. Build a team culture with shared values.

12. Do not just go through the day GROW through the day so tomorrow you can achieve more. Everyday look for or create opportunities for the members of your team to develop and grow. Remember the more they become, they more they can offer to not only the team's success but their personal success as well.

13. Meetings: get in - get out! Enough said, literally!

14. Promote and support a balanced worklife. Realize, people don't live to work; they work to live. Therefore, embrace the fact that they have a life outside of work, and so do you. Lead from the knowledge that people live within a holistic system that includes what happens inside and outside of work.

15. Show appreciation. Personally recognize. Understand that your team is the most valuable resource you have. It is what makes your leadership and the ability to succeed as an organization unique. Recognize that your team is uniquely qualified to deliver success to the organization. What you do with the unique talents, experiences and expertise that resides within your team will make all the difference between success and failure. There is no other team like the one you have on this planet, so lead like it.

16. Communicate what you want. Know the dangers of assumptions. Have one-on-one meetings to keep people informed. People cannot be blamed or held responsible for what they do not know. Make sure the message is understood. Do not simple assume people know what you want.

17. Be your own messenger. Be hands-on, talk to the team (everyday), reaffirm the vision, and constantly keep it out there. Be visible and let others see you lead. Let your team hear you and see you leading from the future, versus holding onto the past.

18. Act decisively - be an "intentional leader". Decide to succeed on purpose and do what it takes to make that happen. Forget about "trying" because there is no such thing. You either get the results you want or your don't. So decide to be a successful leader. Learn the methods of other successful leaders. Learn what works and what doesn't and find what works best for you.

19. Don't be afraid to fail. Take personal ownership and pride in all you are responsible for. Failure is part of the leadership package. Do not be afraid to be wrong, do not be afraid to fail, its part of the process. Failure is just another class in school. Just remember, when you fail, fail fast, learn from it and then keep moving forward.

20. Always "be of service". Everything you do as a leader must be geared towards nurturing an environment that makes peoples lives better. Stay in service to others and those that are depending on you for your leadership.

Leadership Expectations - 20 Expectations For Leadership Success

Angela Chammas M.Ed., M.S., CPC, is CEO and Managing Principal, for The Chammas Group, LLC, a life and leadership consulting and coaching organization. Angela is a professional speaker, certified professional coach, consultant, author and trainer. She has extensive experience and expertise in strategic leadership, adult training and professional development, executive and leadership coaching, organization management, operational excellence and process improvement. Visit her website for more information at http://www.thechammasgroup.com

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The New Age of Leadership

As the mortgage lending industry continues to stabilize and regain its stature as a well respected profession, leadership is an especially timely topic.

During the last few years, we have witnessed a serious exodus of mortgage industry leaders, as their firms imploded or otherwise suffered or key executives switched careers. Many watchdog critics and industry insiders have stressed that a lack of capable leadership was a major contributing factor to the mortgage lending industry's "meltdown." While that claim may be an oversimplification, it does underscore the importance that all businesses-especially those being carefully monitored by government agencies and the public-should place on developing quality leaders.

Leadership

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Our industry's crisis certainly has made companies reevaluate the qualities of leaders and how we prepare them for the major challenges as well as their everyday responsibilities.

The New Age of Leadership

Primary Traits

When evaluating the essential attributes for successful leaders, I consider "visionary" to be at the top of the list. Leaders must be able to look ahead and not only plan and execute long-term goals, but ideally how they can help enhance their company's prominent and influential position. This requires frequently stepping out of the day-to-day operational mode to look five and 10 years into the future to anticipate the industry's likely direction and how the organization can make a difference at many levels. Leaders have to be forecasters and creative thinkers.

Other key leadership characteristics include:

*Knowledge-Obviously, leaders must have a thorough understanding of all facets of the mortgage (or other industry), along with a familiarity of the general business environment. Being an expert is critical to instilling confidence among your staff.

*Adaptable-As we have seen, true leaders are able to adapt to the inevitable changes of their industry and the marketplace. Mortgage companies that have survived and thrived throughout the lending industry crisis have modified their operational policies and systems to address new regulations and other developments. We have all had to rethink our prior ways of doing business and make the transition to a redefined mortgage industry. It has become even more important for leaders to anticipate the primary changes so that they are usually in a proactive rather than reactive state.

*Work Ethic-Most leaders-whether they are department heads or company CEOs-work hard to get to their position. It typically requires a special commitment to achieve a leadership role, which involves extra hours for training, juggling new responsibilities and charting a new course for their ongoing advancement."

*Interpersonal relations-Many otherwise capable leaders lack one fundamental trait-the ability to develop good working relationships with other employees. You must be recognized as the one in charge but also show that you are able to work well with others. Establishing an open door policy that encourages people throughout our company to call or visit my office whenever they have a question, suggestion or problem has helped further strengthen rapport with employees.

*Teamwork-Growing a company is a team sport. A leader is one of the teammates, albeit a principal player. Even if you believe you know the answers to most situations, you must work with others to arrive at a consensus. Being part of the team also means that sales managers, executives and other leaders should at least occasionally work side-by-side with other employees. For example, managers who haven't closed a loan in years should spend time originating with their loan officers.

*Integrity-More than ever, leaders have to believe in and adhere to a strict code of ethical standards. Company employees must know that the people running the company are scrupulously honest in how they deal with customers, vendors and others.

While age can be a factor in determining if someone is ready to be an effective leader, it is not a primary consideration. There are "older" business veterans who aren't suited to be a supervisor or company executive and there are much younger people who are ready for a top position.

Attracting Leaders

There is no one way to identify and attract leaders. Some people definitely have innate leadership qualities that are ready to be developed. These "born leaders" may need a little prodding for their best traits to flourish.

In addition to hiring experienced mortgage professionals from outside the company, we like to hire younger people who have ambitions to grow beyond their initial position. We put them through our extensive training program that involves working closely with mentors and other staff. Some thrive on the challenging six-month program, while others quickly indicate that they are not able to "make the grade."

Watch for potential leaders by paying close attention to productivity reports, meeting presentations and other signs that someone possesses leadership qualities. Encourage people to take advantage of all appropriate training and educational opportunities so that they are comfortable and ready to assume a leadership role.

Retention

All companies invest a certain amount of money and time in developing their leaders, so they must do everything reasonable to retain them. Managers and top executives eventually become visible to others in their marketplace, including competitors who may court them to leave their current companies.

Strive to offer the appropriate compensation structure and production incentive campaigns that include sales trips and other rewards and take other steps to show that we want leaders to stay. This includes providing them with a clear understanding of their potential advancement, a positive work environment and recognition of their contributions to our success.

Hiring, cultivating and rewarding leaders is not an exact science. Books and courses provide great insights on mastering the leadership "formula," but individual companies are ultimately successful because they carefully match their current and future needs with the most qualified people at any given time. Then they continue to fine-tune their leadership program until it is even better.

The New Age of Leadership

Daniel Milstein, is CEO of Gold Star Mortgage Financial Group an INC 500 company and is author of The ABC of Sales, http://www.abcofsales.com Milstein has been recognized as the #1 mortgage originator in the nation, has been among the top 40 finance professionals in America for 10 years, and has been named the top employer in Michigan for two years by the Detroit Free Press. Milstein has achieved more than billion in personal career mortgage sales, is a licensed mortgage lender in 20 states, and has 15 years in the banking industry as an executive, originator, underwriter, productions and operations manager with the highest track record in the industry. He has been awarded an honorary doctorate from Cleary College, Ann Arbor MI.

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Ten Characteristics of Good Leadership

Characteristics of good leadership is something that has been studied for many years and through my research, I have discovered similar patterns in leaders that are worth mentioning in summary. Not all leaders have these qualities, but it is useful to have them if you want to be a good leader.

Through study I have discovered these ten characteristics of good leadership:

Leadership

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1.Vision

Ten Characteristics of Good Leadership

Good leaders have vision. Good leaders know where they are heading and they lead these people toward the same vision that they have for their lives, a community, or even a nation. They do not just look at what things are, but at what things could be.

2. Passionate

Good leaders are not passive people. They are usually extremely passionate in whatever they're doing. Whether it is sports or business, leaders are extremely focused and some of them are even consumed by their passion.

3. Wise

Good leaders are wise and discerning. Being a leader often means that they need to make crucial decisions at various points in their ministry. Having the wisdom to make the right decision is extremely important in ensuring the success of the organization.

4. Compassion

They have compassion for their followers. While they understand they have a goal to pursue, they constantly look back and care for the people that are following them. They are not selfish people who only think about their own needs and luxuries; they also have a heart for the people under them as well.

5. Charismatic

Good leaders are charismatic; they are attractive people and they draw people to them by their shining personalities. Whether is it the way they speak, or the excellence they demand from people; these leaders have an X-factor that people feel drawn toward.

6. Good Communicators

They are very good at orating and speaking. They are extremely well-versed in public speaking and they can influence and inspire people with the things that they say. With this ability, it is not surprise that they can usually garner a good following.

7. Persistent

They are persistent in reaching their goals. They understand that reaching a destination is filled with setbacks. Despite that, they see that the benefits of reaching the goal is greater than that of the setback that they experienced. This makes them extremely persistent people.

8. Integrity

Good leaders have integrity. They mean what they say, and they say what they mean. They are people who keep their promises and they don't play the two-faced political game that a lot of others do. As such, people find them trustworthy and they give their commitment to these leaders as a result.

9. Courageous

They are courageous. Winston Churchill says that courage is the virtue on which all others virtue rest upon. Besides just having a pipe dream, good leaders are courageous enough to pursue after it. The fears are real, but a courageous leader pursues them despite the fears.

10. Disciplined

Good leaders are extremely disciplined in their pursuit of their goals. While most people would be easily distracted or discouraged, good leaders discipline their flesh to keep focused and to keep steady despite the circumstances.

There you go, ten characteristics of good leadership. After reading these ten characteristics, you might see that you are lacking in some areas and strong in others. But no matter, it's not about becoming perfect, but knowing where you are lacking and making an effort to develop those characteristics in yourself.

Ten Characteristics of Good Leadership

Lin Yihan is the founder of Leadership With You.com, an online guide to leadership filled with quality articles on the topic, valuable resources like icebreaker ideas, leadership quotes, leadership movies, videos links and more!

He is also the President of University-YMCA at Singapore Management University, a student-run volunteer organization that has a mission to raise up servant leaders who will impact the local and international community. It currently has several local community programs, overseas trips to countries like Cambodia and Vietnam, as well as a Social Enterprise arm that raises funds for its community work.

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Leadership Power and Influence in the Workplace

The paths to prevention of workplace aggression emphasizes empowering workers through compassionate leadership. Employees who feel empowered will maximize their effort, output, and contribution while simultaneously decreasing aggressive tendencies and reducing the propensity for workplace aggression within the organization. The issue of empowering employees seems particularly important when we consider the positive effects that charismatic leaders have on their shakers of the world, daring to challenge the status quo and empower their followers to perform beyond normal expectations.

The majority of studies have demonstrated the positive impact of leadership on organizational effectiveness. However, there has been no research examining whether there is less workplace aggression in the presence of a charismatic leader. There is research suggesting that charismatic leadership is negatively related to harmful behaviors in the workplace. For example, transformational leadership was negatively associated with safety accidents; charisma is a large component of transformational leadership.

Leadership

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Psychological empowerment can reduce workplace aggression because it increases employees' perceptions of fairness at work. It has been suggested that when employees are psychologically empowered they feel they have a voice in shaping and contributing to the practices and policies of the organization.

Leadership Power and Influence in the Workplace

Power in the workplace has traditionally been defined as force, dominance, assertiveness, strength, invincibility, and authority. However, power and leadership are being redefined. No longer are we comfortable equating leadership with force, and power with dominance. In forward-thinking corporations, power is shift requires a commitment and a plan of action.

Throughout history, leadership has been critical to performance, to success and to the greater good. The leader is often perceived as a solitary, charismatic figure similar to a movie star. People behind the scenes are often not acknowledged, despite the fact that all play critical roles.

The distinction between the leader and others is not a gender distinction. Women can rise to leadership positions, as long as they understand how. The women finally band together to create a force the leader is unable to reckon with. They take over their workplace and create an environment in which they and others thrive.

All of us, both men and women, face similar challenges every day: how to bring our leadership ideas, voice and talents into the world without stepping all over others. How to exercise our talents in a world with other talented executives through fair and honest interactions and dynamics, without one-upping, stepping all over each other's toes deceptively undermining, intimidating, taking credit from others success, or self promoting.

In the climb up the leadership ladder we need to find ways to move up to the next level. How we influence others along the way will determine how we climb. How do we use our power and influence in ways that create support around us?

Learn how to positively influence. The meaning of influence ranges from the dominant and authoritative, to the more important and significant. At one end it is being influential because of fear.

Leadership Power and Influence in the Workplace

David Hale, is the CEO & Founder of DHI-Communications, a full-time Inbound marketing consultancy specializing in assisting businesses with harnessing the awesome power of search engine marketing to dramatically increase their online visibility, generate greater site traffic and how to convert subscribers to paying customers.

He is also an industry speaker along with being a university assistant professor teaching business and psychology courses. You can learn more about him at: [http://www.dhicommunications.com/Inbound-Marketing-Management/]

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Foundations of Leadership III - Adaptability and Flexibility

Your ability to show adaptability and flexibility is essentially a part of your emotional intelligence - in fact, you may develop this trait as you advance in leadership, but why wait? Adaptability and flexibility shows your team and your superiors that you can act in a way that encourages change at all times, in a way that makes it seem as if you hardly noticed the bumps. A great leader can be many things, but most great leaders do not fall apart when change and adversity show up. Let's talk about ways to show adaptability and flexibility.

First, you must act with confidence in day-to-day challenges. In the corporate world, we've probably all seen managers who spend most of the day in a bad mood, cursing every change that comes his or her way. By simply smiling and taking it on the chin, you can show your team that the everyday stuff is not going to keep you from moving forward. This self-confidence will instill confidence in the team - they'll feel comfortable knowing that you will react positively to even the biggest challenges.

Leadership

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Confidence is one thing, but how about the action? When multiple demands appear, don't be the leader that shuts down. You've got to show first that you're willing to deal with multiple demands. This could mean that you welcome interruption during your workday or maintain an "open door" policy anywhere, from home to work. Then you've got to show that you're able to deal with multiple demands. Your ability will show if you know when to delegate, when to prioritize, and when to stop everything and handle the problem in front of you. Again, your team will gain confidence from your willingness and ability.

Foundations of Leadership III - Adaptability and Flexibility

We cannot discuss challenges and multiple demands without addressing shifting priorities. Let's face it: some organizations thrive on starting out in one direction and ending up in another. It may be due to market conditions, competitors, or indecisive upper management - but whatever the cause, you should react appropriately to shifting priorities. What is an appropriate reaction? Look at it as a challenge and show it to your team as such. Commend the energy and drive of the group and insist that the same energy be shifted to the new priority. Don't let the team see you sweat a new priority, either. Be confident in their ability to handle it and offer assistance as things move forward.

Ambiguity is another issue that will show your adaptability and flexibility. Many people do not function well in unclear situations, and leaders are not immune to this disability. As a leader, it's your duty to bring organization to chaos, to make roles and the path forward clear when things are a bit cloudy. This is where your spirit of innovation and entrepreneurship will be useful, as well as your ability to lead courageously and ask for further vision or direction. If you're the one who sets the vision, be clear about it even if the area of execution becomes unclear.

One of the best things to remember about adaptability and flexibility is that you must operate outside of your comfort zone. We've talked about this in courageous leadership - you may have to act when you're slightly uncomfortable, listening to that inner voice or summing up the facts that are in front of you. But here's another secret: when you've got to adapt, bring your team into the picture. We all have different skills and an unclear situation will give you the opportunity to rely on the skills of your team.

How can you show adaptability and flexibility every day? In family situations, take some time to go with the flow - ruling a family as a Type A is probably not a good idea, so prove that you can be flexible. Community organizations test our adaptability and flexibility every day: they are the best example of shifting priorities and multiple demands. Take the time to show that you can handle it by taking on new assignments or delegating when it's necessary.

If you demonstrate that you are motivated, inspired, and able to act during constraints, frustrations, obstacles, and changes, your team will have no trouble following.

Foundations of Leadership III - Adaptability and Flexibility

Copyright 2007-2008 Bryant Nielson. All Rights Reserved.

Bryant Nielson - National Corporate Sales Trainer - assists executives, business owners, and top performing sales executives in taking the leap from the ordinary to extraordinary. Bryant is a trainer, business & leadership coach, and strategic planner for many sales organizations. Bryant's 27 year business career has been based on his results-oriented style of empowering.

Subscribe to his blog at: http://www.BryantNielson.com

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Leadership Model For A 21st Century Health Care Organization

There is a growing trend for leaders to break the old autocratic model of leadership to newer models using the concepts of shared and participatory leadership. With the every increasing complexity of health care delivery and the new skilled work force, leaders will have to communicate in an atmosphere where a reaching organization objective is a shared responsibility. According to Bennis, Spreitzer and Cummings (2001) in the future the landscape of health care organization will become more decentralized, which will promote agility, proactivity, and autonomy. Future leaders may move away from singular roles to shared leadership networks that may themselves alter the foundations of the organization. The demands for shared leadership or leaders shifting roles on teams will continue to increase. Health care organization will foster the development and empowerment of people, building teamwork and shared leadership on all levels. The leaders of the future will be guides, asking for input and sharing information. Telling people what to do and how to do it will become a thing of the past (Bennis, Spreitzer and Cummings, 2001). In the 21st century the dynamics of health care will offer leaders who have the ability to motivate and empower others a platform to maximize an organization human resources. Leadership will have to be committed to encourage a two way communication in which the vision meets both the organizations objectives and the employee's needs. This assignment will develop a leadership model for the 21st century that addresses the role of commitment model of shared and participatory leadership in health care organizations.

Commitment model of leadership

Leadership

Fullam, Lando, Johansen, Reyes, and Szaloczy (1998) suggest effective leadership style is an integral part of creating an environment that nurtures the development of an empowered group. Leader effectiveness is simply the extent to which the leader's group is successful in achieving organizational goals (Fullam et al., 1998). In the 21st century health care organizations will need leaders that are committed to developing employees in a team environment. In an environment where leadership is transferable according to objective commitment leadership has a shared purpose. Kerfoot and Wantz (2003) suggested in inspired organizations where people are committed and excited about their work, compliance to standards and the continual search for excellence happens automatically. In these organizations, compliance continues when the leader is not present. This type of leadership requires the team leader to use all available means to create three conditions among individuals: (a) shared purpose, (b) self-direction, and (c) quality work. Leaders who create commitment among their employees believe in creating a shared vision that generates a sense of shared destiny for everyone (Kerfoot & Wantz, 2003).

Leadership Model For A 21st Century Health Care Organization

Involving others in leadership is a unique process which is deeply rooted in individuals believing they are a part of the process of meeting organizational objective and purpose. Atchison and Bujak (2001) suggest involving others in the process is important because people tend to support that which they help to create. People resent being changed, but they will change if they understand and desire the change and control the process. Sharing information promotes a sense of participation and allows people to feel acknowledged and respected (Atchison & Bujak, 2001 p. 141).

Toseland, Palmer-Ganeles, and Chapman (1986) suggest when individual leaders cooperate and share their expertise and skills, a more comprehensive decision making process can be achieved rather than when leaders work independently. For example, in a geriatric team, a psychiatric nurse may lead a group focused on heath concerns, a social worker may lead a therapy group, or a mental-health therapy aide may lead a structured reality-orientation group (Toseland et al., 1986). Shared commitment form the leadership in the future will help to develop, coordinate, and integrate the complex and ever changing health care setting for the 21st century.

Respect for authority and work ethic

Haase-Herrick (2005) suggested shared leadership gives the opportunity to enhance or build trust among individuals. Leadership is mobilized around refining the roles of individuals creating positive health practice environments that support the work of the group (Haase-Herrick, 2005). Leadership ability to lead a team in ways that build morale and reinforce work ethics empowers others to perform to their potential in a group. Leadership is the ability to lead individuals towards achieving a common goal. Leadership builds teams and gains the members shared commitment to the team process by creating shared emotion within the group (Pescosolido, 2002).

Collaboration among leaders in health care

There are new models that are emerging which add a new perspective on how to produce effective collaboration within leadership. Wieland et al., (1996) discussed transdisciplinary teams in health care settings, where members have developed sufficient trust and mutual confidence to engage in teaching and learning across all levels of leadership. The collaborating is shared but the ultimate responsibility for effectiveness is provided in their place by other team members. The shared responsibility for example might be a situation where clinicians on a team each serve in a leadership role regardless of their particular disciplinary expertise (Wieland et al., 1996). The shared commitment model of leadership allows for the independence and equality of the contributing professions while pressuring team members to achieve consensus about group goals and priorities. It is important to emphasize the importance of collaboration in a complex and changing health care environment. The focus on the primary purpose for partnership of leaders will ultimately rest on the shared belief in meeting organizational goals though a collaborative effort. Atchison and Bujak (2001) suggest it is important to reemphasize the importance of keeping everyone informed on the primary purpose of achieving success though a collaborative effort. Clarifying expectations and specifically illustrating how proposed changes are likely to affect the participants is important in achieving commitment leadership (Atchison & Bujak, 2001)

Leadership competency on all levels

The ability to lead in the 21st century requires leaders to be competent in motivating and empowering others to perform to their maximum potential. According to Elsevier (2004) leadership is the ability to lead a team or number of individuals in ways which build morale, generate ownership and harness energies and talents towards achieving a common goal. The leadership competency is all about motivating and empowering others while accomplishing organizational objectives. Leadership is the vehicle in which the vision is clarified though the encouragement of two-way communication on all levels of the organization (Elsevier, 2004).

Leaders in the 21st century will have to be competent in identifying change as they occur and encourage others to adjust to those changes for the mutual benefit of achieving objectives. Elsevier (2004) suggest leaders will have to be comfortable with change because which change comes new opportunities for collaboration among followers and peers (Elsevier, 2004). Improving the results of change initiatives while making sure those changes are fully understood will be a priority for leaders who choice to lead by commitment leadership.

Leadership as a changing agent

Longest, Rakich and Darr (2000) suggest organizational change in health care organization does not occur absent certain conditions. Key are the people who are catalysts for change and who can manage the organizational change process. Such people are called change agents. Anyone can be a change agent, although this role usually is played by leadership. Change agents must recognize that any organizational change involves changing individuals. Individuals will not change with out motivation introduces by the changing agent. The changing agent must create a body of shared values and attitudes, a new consensus in which key individuals with in an organization reinforce one another in selling the new way and in defending it against opposition (Longest, Rakich and Darr, 2000). As health care organizations change in the 21st century successful leaders must have the skills that are necessary to make change possible with in teams of individuals. Longest, Rakich and Darr (2000) suggest one of the important category of change is team building or team development, which "remove barriers to group effectiveness, develop self sufficiency in managing group process, and facilitate the change process (Longest, Rakich and Darr, 2000). A leader who leads by commitment must seek to minimize the resistances to change by building a consensus of objectives with in the organizations culture.

Conclusion

Leadership in the complex health care environment in the 21st century will need individuals to be committed to the promotion of team effectiveness. Sarner (2006) suggest leadership is a "power- and value-laden relationship between leaders and followers who intend real changes that reflect their mutual purposes and goals." In plainer language, leadership is the dynamic that galvanizes individuals into groups to make things different or to make things better -- for themselves, for their enterprise, for the world around them. The essential components of leadership have remained more or less constant: intelligence, insight, instinct, vision, communication, discipline, courage, constancy (Sarner, 2006). In the 21st century leaders must know how to gather, sort, and structure information, and then connect it in new ways to create clear objectives that satisfy both the organization and individuals needs. The important skill that can be learning during this process of leadership is the ability to listen to colleagues and collaborators for the sole purpose of foster a shared consensus. In order to communicate a vision in the future a commitment leader must work with others and sometimes defer some part of the leadership process to ensure organizational objectives are achieved.

References

Atchison, T. A. & Bujak, J. S. (2001). Leading transformational change: The physician-executive partnership. Chicago, IL: Health Administration Press.

Elsevier, R. (2004). Leadership and change orientation. Competency & Intelligence 12(2), 16-17. Retrieved October 8, 2006 from http://web.ebscohost.com/ehost/delivery?vid=14&hid=16&sod

Haase-Herrick, K. (2005). The opportunities of stewardship: Leadership for the future. Nursing Administration Quarterly, 29(2), 115-118. Retrieved March 23, 2006, from Ovid Technologies, Inc. Email Service.

Kerfoot, K., & Wantz, S. (2003). Compliance leadership: The 17th century model that doesn't work. Dermatology Nursing, 15(4), 377. Retrieved June 3, 2005, from http://proquest.umi.com/pqdweb?index

Longest, B., Rakich, J. S. & Darr, K. (2000). Managing health services organizations and systems (4th ed.) Baltimore, MD: Health Professions Press, Inc.

Pescosolido, A. T. (2002). Emergent leaders as managers of group emotion. The Leadership Quarterly 185(2002), xxx-xxx. Retrieved October 5, 2006 from http://www.unh.edu/management/faculty/ob/tp/Emergent%20Leaders%20as%20Managers%20of%20Group%20Emotion.pdf

Sarner, M. (2006). Can leadership be learned? FastCompany.com Retrieved October 8, 2006
from http://www.fastcompany.com/articles/archive/msarner.html

Toseland, R. W., Palmer-Ganeles, J., & Chapman. D. (1986). Teamwork in psychiatric settings. National Association of Social Workers, Inc. Retrieved May 29, 2005, from [http://www.apollolibrary.com/srp/login.asp]

Wieland, D., Kramer, J, Waite, M. S., Rubenstein, L. Z., & Laurence, Z. (1996). The interdisciplinary team in geriatric care. The American Behavioral Scientist. Retrieved May 1, 2005, from [http://proquest.umi.com/pqdwebindex=1]

Leadership Model For A 21st Century Health Care Organization

Bio- Dr. Gilton C. Grange

Dr. Gilton Grange's formal education includes a Doctorate of Philosophy in Health Administration from the University of Phoenix, A Master of Public Administration from Long Island University and A Bachelor of Arts degree fro State University of New York at Buffalo. . Dr. Grange has 12 years extensive experience in the Health Care arena and currently has concentrated his efforts in grant writing and grant development for organizations that seek to grow their businesses. Dr. Grange's company BridgeBuilder Consortium provides services in proposal writing, management and costing for firms and organizations bidding on government contracts and grants. Dr. Grange has a book call The Effectiveness of Interdisciplinary Team Dynamics in a Behavioral Environment the book that focuses on multi-disciplinary teams in an organizational construct.

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What If Our Tower Becomes So Tall That it Topples Upon People? What Are People?

It was when I was out for an early morning run, or more a jog nowadays, that the following thoughts came to me for a letter, or even a brief short concise article.

The Royal Bank of Scotland had just announced massive losses, and we were being informed of long established Banks and Financial Institutions crumbling and collapsing across the world.

Leadership

It is not so much a financial collapse as the disappearance of morality and Christian foundations on which many of these banks and institutions were originally founded. The consequences of greed and mismanagement and corruption, and misleading people to take on more debt than they could ever repay, has led us into a crisis from which we will take years to recover and some may never recover.

What If Our Tower Becomes So Tall That it Topples Upon People? What Are People?

There are those who are carrying such a burden of guilt that the only way out for some may be to commit suicide, which is really self-murder.

If you know of anyone who, if only for a brief moment contemplates suicide, do whatever you can to help or get help to that individual. Help is available and suicide is never the answer, no matter how enormous the problem or how heavy the burden.

What was the nature of the words that came to me? Let me get back to that letter, because it deals with the root cause of the current crisis: SIN! This picture demands a different type of leadership to emerge.

Imagine the scenario in some financial boardroom. My thoughts were centred on the Royal Bank of Scotland, and I have been a customer with that bank for over forty years.

Come, let us build a tower. Let us build the biggest tower that has ever been built. We will get bricks from other places. We will acquire other banks so that our bank will be the biggest and tallest in the world.

Our tower will be taller than anyone else's and we will make a name for ourselves.

What will we call our tower? What about calling it Babel? No, that has been done before.

I know. We will take away these three strong words and call it RBS! We will put these letters everywhere: on rugby pitches and race tracks and tennis courts and everyone will recognise our tower.

But what if it becomes too tall and it topples upon people! People? What are people?

Our concern is the tower.

Sandy Shaw

What If Our Tower Becomes So Tall That it Topples Upon People? What Are People?

Sandy Shaw is Pastor of Nairn Christian Fellowship, Chaplain at Inverness Prison, and Nairn Academy, and serves on The Children's Panel in Scotland, and has travelled extensively over these past years teaching, speaking, in America, Canada, South Africa, Australia, making 12 visits to Israel conducting Tours and Pilgrimages, and most recently in Uganda and Kenya, ministering at Pastors and Leaders Seminars, in the poor areas surrounding Kampala, Nairobi, Mombasa and Kisumu.

He broadcasts regularly on WSHO radio out of New Orleans, and writes a weekly commentary at http://www.studylight.org entitled "Word from Scotland" on various biblical themes, as well as a weekly newspaper column.

His M.A. and B.D. degrees are from The University of Edinburgh, and he continues to run and exercise regularly to maintain a level of physical fitness.

Sandy Shaw
sandyshaw63@yahoo.com

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