You can buy someone's physical presence, but you cannot buy loyalty, enthusiasm or devotion. These you must earn. Successful organisations have leaders who focus on the future rather than cling to the past. Leaders bring out the best in people. They spend time developing people into leaders. Here are the qualities of a leader:



 Leaders have a clear vision of what they are working towards. They don't keep their vision a secret - they communicate it to their people.

 Leaders are consistent. They keep their principles and values at all times.

 Leaders can and will do what they expect of others. They are prepared to walk the talk.

 Leaders are not threatened by competence. They enjoy promoting people and are quick to give credit to those who have earned it.

 Leaders enjoy developing their people into leaders, not followers. They train people to take on more challenging tasks and responsibilities. They develop peoples confidence.

 Leaders don't betray trust. They can treat confidential information professionally.

 Leaders are concerned about getting things done. They don't get embroiled in political infighting, gossip and backstabbing. They encourage those around them to do likewise.

 Leaders confront issues as they arise. They do not procrastinate. If something needs fixing, they do it right away, even if it is uncomfortable. The longer things are left, the more difficult they become.

 Leaders let people know how they are doing. They reward and recognise performance that is above expectations and they help people identify ways of improving poor performance.

 Leaders are flexible. They welcome change. They do not stick to an old position simply because it is more comfortable.

 Leaders are adaptable. They see change as an opportunity rather than a threat.

 Leaders are human. They make mistakes. When they do so, they readily admit it.

 Leaders reflect on and learn from their mistakes. They see errors as a chance to improve their skills.

 Leaders enjoy challenge. They are prepared to take risks and encourage others to do likewise. If they fail, they treat the exercise as a learning experience.

 Leaders focus on the future, not the past. They anticipate trends and prepare for them. They develop a vision for their team and communicate it to them.

 Leaders are open to new ideas. They demonstrate their receptiveness by supporting change.

 Leaders treat staff as individuals. They give closer attention to those that need it and lots of space to those that deserve it.

 Leaders encourage and reward co-operation within and between teams.

Team Leadership:

 Leaders develop guidelines with their team. They constantly enlarge the guidelines as the team becomes willing to accept more responsibility.

 Leaders change their role according to the demands of the team. For example, they become more of a coach or facilitator.

 Leaders listen to their team members.

 Leaders involve people in finding new ways to achieve agreed-upon goals.

 Leaders create the opportunity for group participation and recognise that only team members can make the choice to participate.

In Summary.

Characteristics of Management:

Not Emotional

Tells

Talks

Expects Less

Trusts Difficult

Calming

Knows the Answers

Tells How

Directs

Has Subordinates

Sees Details

Systems Centred

How and Why

Maintains

Controls

Stands Apart

Goals/Plans

Characteristics of Leadership:

Passionate Visionary

Asks

Listens

Encourages More

Trusts Easy

Enthusiastic

Open To Suggestions

Shares Why

Points the Way

Has Followers

Sees Overall View

People Centred

What and Why

Originates

Inspires

Seeks Company

Identity/Values

Managers - Doing the Job Right:

Good Soldier

Eyes on Bottom Line

Aims for Security

Structured

Accepts the Status Quo

Leaders - Doing the Right Job:

Own Person

Eyes on Horizon

Enjoys Change

Flexible

Challenges the Status Quo

Without managers, the visions of leaders remain dreams. Leaders need managers to convert visions into realities. For continuous success, organisations need both managers and leaders; however, as most seem to be over-managed and under-led, they need to find ways of having both at the same time. Perhaps the best way to handle this paradox is for managers to aim to be managers when viewed from above, leaders when viewed from below and to remember that the need for leadership grows as we move up the organisation. This is only one of the challenges that can make working life fun

The moral right of the author, Jonathan Farrington, has been asserted.All rights reserved.This publication or any part thereof may not be reproduced or transmitted in any form or by any means electronic or mechanical including photocopying, recording, storage in an information retrieval system or otherwise, unless this notification of copyright is retained.