Leadership Development
John Mattone
Leadership Training Programs, Exercises & Expectations
John MattoneCategory
Leadership Development
Developing leadership skills, training programs, emerging leaders, and maximizing leadership potential.
97 articles
Leadership DevelopmentJohn Mattone
4 Examples of Leadership Training Programs That Work
John Mattone![Role model] Role models may appear in any area of our lives.[/caption](/_next/image/?url=https%3A%2F%2Fcdn.sanity.io%2Fimages%2Fofsa244f%2Fproduction%2F65bca53dea09fcab0cc80e59cc67b6c227e7da6e-312x245.jpg%3Frect%3D0%2C26%2C312%2C195%26w%3D480%26h%3D300&w=3840&q=75)
Leadership DevelopmentJohn Mattone
Are You a Role Model?
John Mattone![Managers vs leaders] Don't make the mistake of thinking that management and leadership are at cross-purposes.[/caption] The fact is, people can be and often are both managers and leaders, and that can be a good thing. If you have a "management" job description, you're probably going to be more effective as a manager if you demonstrate positive leadership skills - the kind that make people want to follow you into the metaphorical battles that take place in the world of business. Here are some of the differences between managers and leaders, and also between subordinates and followers, along with information on when management is more important than leadership, and vice versa. Managers Have Subordinates; Leaders Have Followers Managers have subordinates, and their authority is bestowed on them by someone else in the company. In a purely management situation, transactions take place. The manager tells his or her subordinate which tasks to accomplish, and the subordinate does so because that's their job. Managers know how to get things done within the constraints of time and resources, and they tend to be more risk-averse than people perceived purely as leaders. But this doesn't mean managers are ruthless. In fact, most prefer running a motivated and happy group. A leader (or a manager who is in leadership mode due to circumstances) has followers, and unlike subordinates, followers voluntarily let leaders lead them, even if there's risk involved. Followers believe that they will not only gain extrinsic rewards from following a particular leader, but that the will be better people for it. This doesn't necessarily imply that a leader is always a "people person," but that leaders inspire the kind of loyalty that allows not only transactions, or completion of tasks, but of transformation - making something better. The Yin and Yang of Management and Leadership The yin and yang of Chinese philosophy are complementary forces that together create a dynamic unity that's greater than the sum of its parts. Management and leadership can be thought of as yin and yang. When both elements are present, great things can happen in an organization. For example, while a leader innovates, a manager administers. Without innovation nothing would improve, but without carrying out of processes, ideas remain theoretical. [caption id="" align="aligncenter" width="400"](/_next/image/?url=https%3A%2F%2Fcdn.sanity.io%2Fimages%2Fofsa244f%2Fproduction%2F7f1d6c23f092cf1abbcbef22442817690f3fb4e5-311x62.png%3Frect%3D107%2C0%2C99%2C62%26w%3D480%26h%3D300&w=3840&q=75)
Leadership DevelopmentJohn Mattone
Managers vs. Leaders: Breaking Down the Differences
John Mattone
Leadership DevelopmentJohn Mattone
What Is a Socially Responsible Executive Leader?
John MattoneLeadership DevelopmentJohn Mattone
6 Common Reasons Why Leaders Fail and How to Deal with Them
John Mattone![Leadership coaching] Sometimes wielding sheer power is necessary, but most times it’s not.[/caption] Neither are leadership and responsibility the same thing. Responsibility carries with it the expectation of others acting responsibly. When one person feels responsible for every action that takes place within an organization, then organizational paralysis can be the result. Power and responsibility must be balanced carefully, whether you’re raising children, commanding an army, or preparing for a merger. Skillfully balancing power and responsibility benefits not only the leader but the team and the organization as a whole. Power: Using It Wisely In the world of physics, power is a rate of doing work. It requires a change in the physical universe as well as a specific time period in which that change happens. In a corporate setting, there are many similarities. A leader may promise to have a detailed, 300-page report on a client’s desk by Thursday noon and may well deliver. But using power unwisely (such as when a leader promises unrealistic results) can result in resentment on the part of the people doing the work, or delivery of a product that is not of sufficient quality. When a person rules by fiat, he or she must be prepared to live with the risks, including the risks to his or her position as a leader. Responsibility: Reliability and Accountability The word “responsibility” traces its origins to the Latin “respondere,” which means “to respond.” This idea of responding to a situation evolved into a more nuanced meaning of being answerable. While responsibility primarily means that one is accountable for actions, it also incorporates connotations of trustworthiness, obligation, and reliability. Unlike power, responsibility implies consequences. The difference between, “I order you to finish that report by 4 p.m.” and “I need you to be responsible for the final report. How soon can you turn it around and be confident about the quality?” is the difference between lack of trust and trust in someone else’s abilities. Responsibility also implies a sort of transitive property. If I trust you to complete a task and you don’t do it, I bear some of the responsibility because I trusted you when perhaps I shouldn’t have. Having responsibility and delegating responsibility require a relationship based on understanding and trust. [caption id="" align="aligncenter" width="600"](/_next/image/?url=https%3A%2F%2Fcdn.sanity.io%2Fimages%2Fofsa244f%2Fproduction%2F447a9643f34148d13b0f6af5ed6e967232477a6e-600x400.jpg%3Frect%3D0%2C13%2C600%2C375%26w%3D480%26h%3D300&w=3840&q=75)
Leadership DevelopmentJohn Mattone
Leadership, Power, and Responsibility: A Delicate Balancing Act
John MattoneLeadership DevelopmentJohn Mattone
Important Leadership Lessons - Leaders As Multipliers
John Mattone
Leadership DevelopmentJohn Mattone
Why Leaders Must Demonstrate Clarity of Purpose
John Mattone
Leadership DevelopmentJohn Mattone
How to Identify Emerging Leaders in 2019
John MattoneShowing 81–90 of 97 articles
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