Inspiring Leadership

A question often asked is, “What constitutes an inspiring leader”?  Inspiring leaders use the language of “We” not “I”.  They display humility and have a genuine interest in developing the capacity of others, they respect and seek feedback.  Research has identified the quality of humility as a strong predicter for effective leadership.  Humility is about having the ability to minimize status or position differences, genuinely putting the needs of others first.  Inspiring leaders have the ability to turn the big ideas into executable plans, whilst keeping others enthusiastically engaged. ​

Inspiring leaders have self-awareness, they are able to manage their emotions, as well as being aware of how others are feeling. They act with integrity, have strong values, beliefs and ethics that inspire others to follow. 

Inspiring leaders are committed to the journey more than just getting to the destination.  They know how to face adversity with confidence and look for the opportunity in every situation.  They think in abundance!

A Boss is not a Leader, there are many Bosses in our workplaces but sadly not so many Leaders!

Dr William Glasser has coined the term Lead Management, which encourages leaders to use the following seven (7) Connecting Habits when working with others:
Listening
Supporting
Encouraging
Negotiating
Respecting
Accepting
Trusting

Whereas, a Boss is most likely to use the following seven (7) Disconnecting Habits when working with others:
Blaming
Criticising
Nagging
Rewarding to Control
Threatening
Punishing

An Inspiring Leader will reflect on the following question – “Will what I say or do bring us closer together? (connecting)” or “Will it push us further apart? (controlling).

Murray Newlands, (Entrepreneur, business advisor and online-marketing professional) has identified the following seven (7) characteristics of an Inspiring Leader, he says they:
Express unerring positivity.
Are grateful to their team.
Have a crystal-clear vision for the future.
Actively listen.
Communicate impeccably.
Are trustworthy.
Are passionate.

Three Paths to Power as described by Shelley Evans (Triuntiy Business Transformations) are interesting to consider:

Coercive Power reflects FEAR – others comply because they are afraid this powerful person can do something they don’t like.
Others might comply just to avoid the problem.
Fear is the source of this person’s power; others go along to get along.

Utility Power reflects FAIRNESS - there is no threat or force involved.  This person might be influential with others because of what they can do for them.

Principle Centered Power reflects HONOUR - people will willingly and wholeheartedly give themselves to what the person asks of them.  The person has power with others not over them!

Designed by: Shelley Evans (Triunity Business Transformations) Reference: Blaine Lee “The Power Principle”.  Blaine Lee “The Power Principle”.