Leaders have fascinated, inspired, and in some cases horrified us for centuries.  History offers numerous examples of individuals who have successfully led governments, military campaigns, spiritual movements, and powerful business concerns; many of these individuals led their supporters to valuable and constructive ends while others used the skills of leadership to advance their own personal agendas, often leaving ruin of one kind or another in their wake.  It would seem, in the face of these diverse models, that organizational leaders would be well equipped to choose, on the basis of their intended outcome, to function skillfully and with integrity in their positions of responsibility.  However, despite a long history of examples from the positive/transformational to the horrifying, our overall leadership record is mediocre.

There have always been leaders; for as long as individuals have come together to pursue mutual goals it has been evident that to achieve success there must be someone creating a vision, charting a course, and motivating others to mobilize their energy and resources and commit to effective forward momentum.  As a culture we have studied leadership for decades, observing a variety of role models and searching for answers to questions like:

• Are there natural leaders?

• What are the qualities of the truly effective leader?

• What makes someone a true leader?

• Can leaders be developed or is it an inherent talent?

• What is the underlying difference between “good” and “bad” leaders?

• How should a leader’s effectiveness be measured?

• What separates leading from managing?

• Is successful leadership simply a matter of developing particular skills or is there more to it?

It has been for good reason that we’ve spent untold time and money researching leadership.  Although there are many factors that influence the effectiveness of an organization, it has been the case historically that the quality of leadership within that organization will have greater impact on its success than virtually all other components combined.  The leader sets the tone that will characterize the operation of the group, and, therefore, bears a heavy burden for ensuring that the organization can move powerfully and capably toward its goals.  An organization cannot create a depth of success greater than that to which its leader is committed or that of which its leader is capable.  Therefore, the organization that is truly dedicated to its own evolution and effectiveness will be equally dedicated to the comprehensive development of its leaders.

There are many leadership development programs that assist those in positions of leadership and those being groomed for such positions to develop and refine skills that have been defined culturally as pertinent to leadership.  The successful development of these skills is crucial to ensure that leaders can do what needs to be done; however, the truly effective use of those skills (the Doing aspect of leadership) depends on the comprehensive development of another essential and often neglected aspect of leadership.  The manner in which the skills of leadership are applied and implemented is governed by the internal state of the individual doing the applying and implementing.  The state of mind, the perspective, the viewpoint and beliefs of that individual will determine how those skills are used and the outcome that results.  Therefore, this internal state (the Being aspect of leadership) is the foundation of the actions, decisions, choices, and general style of any leader.  A leader who has developed the skills but not the way of being of the true leader runs the risk of using those skills, consciously or not, as weapons rather than as tools to create and sustain organizational success and personal fulfillment.     

On the other hand, the leader who has developed both the Doing and Being aspects of leadership is equipped to access his/her inherent wisdom, insight, and creativity and to tap into a depth of excellence that he/she may never have experienced.  This comprehensive approach to leadership can lead to a wide range of results:  

• Greater productivity

• Increased profits

• Enhanced performance

• Innovative thinking

• Improved employee loyalty

• Greater commitment to the organization’s vision

• Less stress and more personal fulfillment for all involved

A limited approach to the role of leader can result in the opposite of the items listed above.  Limited perspectives can only create limited and limiting outcomes.  Your organization deserves much more.

For more information on Leadership Training, click the following links to access our sections on the following:

Leadership Development Training  

Transformational Leadership Mentoring