how to grow leaders resume

8/13/2019 How to Grow Leaders Resume

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How To Grow Leaders

John Adair is one of the world's leading authorities on leadership, he became the first ever Professor ofLeadership Studies in 1979. Adair is best nown for his model of the three connecting circles which

represent the three concerns of managers for !as, !eam, and "ndividuals

!his boo consists in two parts#

Part 1: Exploring Leadership A Personal Odyssey"t is the art of influencing a bod$ of people to follow a certain course of action% the art of controlling

them, directing them and getting the best out of them. A ma&or part of leadership is an(anagement

1- The !alities Approa"h

!he )ualities Approach certainl$ gave a strong answer to the most basic *uestion in the field of the stud$

of leadership# "t is +h$ one person becomes the leader in a woring group rather than another."t means confidence in ones powers, and if that confidence is great enough and strong enough it will

inspire others, and the$ will believe in the leader as firml$ as he believes in himself, perhaps more so.

#- The Gro!p or $!n"tional Approa"h

-n a &ourne$, the leader of the people is their servant. !hese three areas of need are not separate or static

the$ are interactive and d$namic

!he need to achieve the common tas%

!he need to be held together or maintained as a woring unit$%

!he needs which individuals bring into them b$ virtue of being embodied persons.

/efore Adair's !hree 0ircles odel, most people associated leadership with the so(called 2reat an

!heor$, or the idea that leadership re*uired outstanding people with outstanding talents and sills.

Adair changed all that b$ focusing on what leaders actuall$ did, his model was based on three

overlapping circles representing the three responsibilities that leaders have. !hese are a responsibilit$ for

the !as, for the !eam, and the "ndividuals in the team.

!he e$ functions re*uired are more or less as follows#

Planning, "nitiating, 0ontrolling, Supporting , "nforming 3 4valuating

%- Leaders or &anagers'

"t is eas$ enough to dismiss the dilemma# !here is a need for people who can be both./ut, anagerial culture differs from the 4ntrepreneurial culture 5that develops when leaders appear in

organi6ations

anagers and Leaders are ver$ different inds of people the$ differ in #

otivation

Personal histor$

"n how the$ thin and act

4ssentiall$ leadership lies in the provision of the functions necessar$ for a group to achieve its tas and

be held together as a woring team.!he )ualities Approach remained in the frame% it was alwa$s part of the integrated theor$. !here is a diff.

between representative

and generic *ualities 5these da$s called 8leadership competencies

A leader should possess and epress in his or her woring life the four or five *ualities that are perceivedto be as essential in a good practitioner in that field.

Part 1# 4ploring LeadershipA Personal -d$sse$

Part :# ;ow to 2row Leaders!he Seven Principles

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(- The )it!ational Approa"h

wh$ is it that one person in a group is perceived to be and accepted as the leader2

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A natural starting point for an organi6ation that wants to grow leaders is training. >ot middle or

senior managers but team leaders.

!he cardinal principle in leadership development is never to appoint someone a leader without

the appropriate form of training or preparation.

!eam leaders are at the base of a natural p$ramid.

Prin"iple Two: )ele"tion

easure the cloth seven times, because it can onl$ be cut once.

0hoose people who are leaders alread$.

0andidates for selection

Leadership and teamwor abilities.

Cecision(maing.

0ommunication sills.

Self(management abilities.

Personal *ualities.!he abilit$ to get things going especiall$ the abilit$ to get people

woring well as a team towards a common goal.

A Successful LeaderD

0ommunicates clear vision, direction, and roles.

Strategicall$ influences and engages others.

/uilds relationships.

0hallenges thining and encourages fleibilit$ and innovation.

Cevelops, enables, and encourages others.

Crives for results and improvement.

Practices political astuteness.

Cispla$s self(awareness.

0ommits with passion to values and mission.

Cemonstrates master$ of management sills.

Prin"iple Three: Line &anagers as leadership &entors

+;A! "S A 4>!-=ovember E, :1EStrateg$ must be

0lear ob&ective.

0omprehensive.

Practicall$ oriented.

+ell founded.

"ntellectuall$ founded.

?easible.

?or all levels.

Prin"iple )e+en: The "hie, exe"!ti+e

0hief eecutive must be a role not a title.

!eaching leadership is the most important role.

Strategic thining.

0orporate planning.

4ncouraging innovation.

0ommunication in large organi6ations.

!he a&or =ole

Selection and developing of the business leaders for toda$ and tomorrow.

4mbrace the idea of developing leaders.

Selection for prospected leaders.

4ndorse training programs for his senior and prospected leaders.

!ime for face to face individual meeting.

ae $our presence at the training to be felt.

Leading b$ eample.

Prepared /$#

ohamed Atta

ohamed ahmoud

ohamed Abo 4l(4nin

Sherif 4l(Lith$

Fhaled /ahgatohamed Saleh

>abila Anwar

H

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