Moments of Greatness : Entering The Fundamental State of Leadership  

Oleh:

Quinn, Robert E.

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 83 no. 7 (Jul. 2005), page 74-83.
Topik: fundamentalism; behaviour; change management; coaching; conflict; leadership; leadership development; management performance; personal strategy & style; transformations; values; vision

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Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.28 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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When we do our best work as leaders, we don't imitate others. Rather, we draw on our own values and capabilities. We enter what author Robert Quinn calls the fundamental state of leadership. This is a frame of mind we tend to adopt when facing a significant challenge : a promotion opportunity, the risk of professional failure, a serious illness, a divorce, the death of a loved one, or any other major life jolt. Crisis calls, and we rise to the occasion. But we don't need to spend time in the dark night of the soul to reach this fundamental state. We can make the shift at any time by asking ourselves - and honestly answering - four transformative questions: Am I results centered ? (Am I willing to leave my comfort zone to make things happen?) Am I internally directed ? (Am I behaving according to my values rather than bending to social or political pressures ?) Am I other focused ? (Am I putting the collective good above my own needs ?) Am I externally open? (Am I receptive to outside stimuli that may signal the need for change ?) When we can answer these questions in the affirmative, we're prepared to lead in the truest sense. Of course, we can't sustain the fundamental state of leadership indefinitely. Fatigue and external resistance pull us out of it. But each time we reach it, we then return to our everyday selves a bit more capable, and we usually boost the performance of the people around us. Over time, we create a high - performance culture - and one that can be sustained.

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