Enhance Leadership Quotes

Preparation breeds professionalism, and professionalism enhances leadership competencies.

Christianity enhanced the notion of political and social accountability by providing a new model: that of servant leadership. In ancient Greece and Rome no one would have dreamed of considering political leaders anyone's servants. The job of the leader was to lead. But Christ invented the notion that the way to lead is by serving the needs of others, especially those who are the most needy.

When you encourage others, you boost their self-esteem, enhance their self-confidence, make them work harder, lift their spirits and make them successful in their endeavors. Encouragement goes straight to the heart and is always available. Be an encourager. Always.

Change Agents with organisation credibility, Change Management skills and the desire to improve an organisation can greatly enhance Change Adoption and Benefits Delivery

Ego focuses on one’s own survival, pleasure, and enhancement to the exclusion of others; ego is selfishly ambitious. It sees relationships in terms of threat or no threat, like little children who classify all people as “nice” or “mean.” Conscience, on the other hand, both democratizes and elevates ego to a larger sense of the group, the whole, the community, the greater good. It sees life in terms of service and contribution, in terms of others’ security and fulfillment.

The other type of politician tends to be manipulative, selfish, and have unhealthy needs to be the center of attention. These people play games, start rumors, get little done but take credit for others’ work, and jockey to been seen as indispensable to their leaders. Leaders who fall under this type of politician’s spell often have teams with poor morale and performance. Partners

There is a connection between the head, the heart and the hand. It enhances your leadership.

That being said, experiential team exercises can be valuable tools for enhancing teamwork as long as they are layered upon more fundamental and relevant processes.

Leadership’s primary job is to enhance creative capacity by developing collectively effective leadership.

Stagnancy will suffocate a business… Leadership must be dynamic and evolving to ensure successful growth, enhancement, and longevity.

We can change the NEWS if we can enhance academic excellence,youth leadership,blissful marriages & world peace.

Humans are not by nature solitary. They need to connect with other human beings to share dreams and fears, to lean on each other, to enhance each other.

Map out lofty goals… include reasonable checkpoints along the way... refine, improve, and enhance your behavior in alignment with your goals…. that is the dynamic of true leadership and the formula for success.

Enhancing personal growth and greatness means keeping your mind soaked in stimulating educational resources. Read and study the Bible, personal-development books, and areas of information that you would like to specialize in.

Elite performers win in their minds first. The mind is a battleground where the greatest struggle takes place. The thoughts that win the battle for your mind will direct your life. Mental state affects physical performance. The mind constantly sends messages to the body, and the body listens and responds. Therefore, elite warriors train their minds to focus and think in a way that maximizes how they practice and how they perform in competition. Getting your mind right means managing two things: A) What you focus on. B) How you talk to yourself. If you focus on negative things and talk to yourself in negative ways, that will put you into a negative mindset. Your performance will suffer. If you focus on productive things and talk to yourself in productive ways, that will put you into a productive mindset. Your performance will be enhanced. We teach our players to replace low-performance self-talk with high-performance self-talk. We tell our players, “The voice in your mind is a powerful force. Take ownership of that force.

That being said, experiential team exercises can be valuable tools for enhancing teamwork as long as they are layered upon more fundamental and relevant processes. While each of these tools and exercises can have a significant short-term impact on a team’s ability to build trust,

Grant had a theory about which kinds of circumstances would call for introverted leadership. His hypothesis was that extroverted leaders enhance group performance when employees are passive, but that introverted leaders are more effective with proactive employees. To test his idea, he and two colleagues, professors Francesca Gino of Harvard Business School and David Hofman of the Kenan-Flagler Business School at the University of North Carolina, carried out a pair of studies of their own. In the first study, Grant and his colleagues analyzed data from one of the five biggest pizza chains in the United States. They discovered that the weekly profits of the stores managed by extroverts were 16 percent higher than the profits of those led by introverts—but only when the employees were passive types who tended to do their job without exercising initiative. Introverted leaders had the exact opposite results. When they worked with employees who actively tried to improve work procedures, their stores outperformed those led by extroverts by more than 14 percent. In

Hitler’s style of leadership functioned precisely because of the readiness of all his subordinates to accept his unique standing in the party, and their belief that such eccentricities of behaviour had simply to be taken on board in someone they saw as a political genius. ‘He always needs people who can translate his ideologies into reality so that they can be implemented,’ Pfeffer is reported as stating. Hitler’s way was, in fact, not to hand out streams of orders to shape important political decisions. Where possible, he avoided decisions. Rather, he laid out – often in his diffuse and opinionated fashion – his ideas at length and repeatedly. These provided the general guidelines and direction for policy-making. Others had to interpret from his comments how they thought he wanted them to act and ‘work towards’ his distant objectives. ‘If they could all work in this way,’ Hitler was reported as stating from time to time, ‘if they could all strive with firm, conscious tenacity towards a common, distant goal, then the ultimate goal must one day be achieved. That mistakes will be made is human. It is a pity. But that will be overcome if a common goal is constantly adopted as a guideline.’ This instinctive way of operating, embedded in Hitler’s social-Darwinist approach, not only unleashed ferocious competition among those in the party – later in the state – trying to reach the ‘correct’ interpretation of Hitler’s intentions. It also meant that Hitler, the unchallenged fount of ideological orthodoxy by this time, could always side with those who had come out on top in the relentless struggle going on below him, with those who had best proven that they were following the ‘right guidelines’. And since only Hitler could determine this, his power position was massively enhanced.

As a leadership coach, one of the questions I always ask myself is, “Does this leader lead in a way that is compatible with humans?” or some version of that. People are designed to function with energy and use their gifts and talents to work toward fruitful outcomes. They do that from the moment they wake up in the morning until they lie down at night. From making the coffee to making computers, people have what it takes to get it done, if the right ingredients are present and the wrong ones are not. The leader’s job is to lead in ways such that people can do what they are best at doing: using their gifts and their brains to get great results.

Nothing proves better the irreparable decay of the party system than the great efforts after this war to revive it on the Continent, their pitiful results, the enhanced appeal of movements after the defeat of Nazism, and the obvious threat of Bolshevism to national independence. The result of all efforts to restore the status quo has been only the restoration of a political situation in which the destructive movements are the only "parties" that function properly. Their leadership has maintained authority under the most trying circumstances and in spite of constantly changing party lines. In order to gauge correctly the chances for survival of the European nation-state, it would be wise not to pay too much attention to nationalist slogans which the movements occasionally adopt for purposes of hiding their true intentions, but rather to consider that by now everybody knows that they are regional branches of international organizations, that the rank and file is not disturbed in the least when it becomes obvious that their policy serves foreign-policy interests of another and even hostile power, and that denunciations of their leader as fifth columnists, traitors to the country, etc., do not impress their members to any considerable degree. In contrast to the old parties, the movements have survived the last war and are today the only "parties" which have remained alive and meaningful to their adherents.

I don’t claim that depression invariably leads to realism, nor that mania always enhances creativity, nor that depression on every occasion increases empathy, nor that hyperthymia inevitably promotes resilience. Rather, I argue that, on the whole, more often than not, those mental illnesses enhance or promote those qualities more frequently than is the case in the absence of those mental illnesses. Some people with manic-depressive illness are unrealistic (even psychotic), unempathic, and unresilient. We shouldn’t romanticize this condition; in its most extreme forms, it is highly disabling and dangerous. But most people have less severe forms of these illnesses; there will be many more manic-depressive leaders showing the beneficial traits discussed in this book than manic-depressive leaders who are dangerously crazy.

The biggest fear for homeschooled children is that they will be unable to relate to their peers, will not have friends, or that they will otherwise be unable to interact with people in a normal way. Consider this: How many of your daily interactions with people are solely with people of your own birth year?  We’re not considering interactions with people who are a year or two older or a year or two younger, but specifically people who were born within a few months of your birthday. In society, it would be very odd to section people at work by their birth year and allow you to interact only with persons your same age. This artificial constraint would limit your understanding of people and society across a broader range of ages. In traditional schools, children are placed in grades artificially constrained by the child’s birth date and an arbitrary cut-off day on a school calendar. Every student is taught the same thing as everyone else of the same age primarily because it is a convenient way to manage a large number of students. Students are not grouped that way because there is any inherent special socialization that occurs when grouping children in such a manner. Sectioning off children into narrow bands of same-age peers does not make them better able to interact with society at large. In fact, sectioning off children in this way does just the opposite—it restricts their ability to practice interacting with a wide variety of people. So why do we worry about homeschooled children’s socialization?  The erroneous assumption is that the child will be homeschooled and will be at home, schooling in the house, all day every day, with no interactions with other people. Unless a family is remotely located in a desolate place away from any form of civilization, social isolation is highly unlikely. Every homeschooling family I know involves their children in daily life—going to the grocery store or the bank, running errands, volunteering in the community, or participating in sports, arts, or community classes. Within the homeschooled community, sports, arts, drama, co-op classes, etc., are usually sectioned by elementary, pre-teen, and teen groupings. This allows students to interact with a wider range of children, and the interactions usually enhance a child’s ability to interact well with a wider age-range of students. Additionally, being out in the community provides many opportunities for children to interact with people of all ages. When homeschooling groups plan field trips, there are sometimes constraints on the age range, depending upon the destination, but many times the trip is open to children of all ages. As an example, when our group went on a field trip to the Federal Reserve Bank, all ages of children attended. The tour and information were of interest to all of the children in one way or another. After the tour, our group dined at a nearby food court. The parents sat together to chat and the children all sat with each other, with kids of all ages talking and having fun with each other. When interacting with society, exposure to a wider variety of people makes for better overall socialization. Many homeschooling groups also have park days, game days, or play days that allow all of the children in the homeschooled community to come together and play. Usually such social opportunities last for two, three, or four hours. Our group used to have Friday afternoon “Park Day.”  After our morning studies, we would pack a picnic lunch, drive to the park, and spend the rest of the afternoon letting the kids run and play. Older kids would organize games and play with younger kids, which let them practice great leadership skills. The younger kids truly looked up to and enjoyed being included in games with the older kids.

What to Do with Freed Capacity Freeing capacity is a vital way for labor-intensive organizations to increase the proportion of revenue to labor. The effort, though, should not result in layoffs. Rather, freeing capacity enables an organization to accomplish one or more of the following outcomes: Absorb additional work without increasing staff Reduce paid overtime Reduce temporary or contract staffing In-source work that’s currently outsourced Create better work/life balance by reducing hours worked Slow down and think Slow down and perform higher-quality work with less stress and higher safety Innovate; create new revenue streams Conduct continuous improvement activities Get to know your customers better (What do they really value?) Build stronger supplier relationships Coach staff to improve their critical thinking and problem-solving skills Mentor staff to create career growth opportunities Provide cross-training to create greater organizational flexibility and enhance job satisfaction Do the things you haven’t been able to get to; get caught up Build stronger interdepartmental and interdivisional relationships to improve collaboration Reduce payroll through natural attrition

A true leader will make sacrifices and enhance conditions for the well being of their followers.

Dr. Ray Bowen, proposed that A&M strive to be recognized as one of the ten best public universities in the United States by 2020 while at the same time maintaining and enhancing the distinctiveness of the institution. He mobilized a broad effort involving more than 250 people on and off campus to assess the current strengths and weaknesses of the school and how to achieve his goal. As mentioned earlier, the nearly two-year-long study was called Vision 2020. The conclusion was honest and stark: “We are good but not good enough.” The report expressed “steadfast determination to build on strengths, eliminate weaknesses, seek opportunities, and face threats creatively and energetically.

The recommendations were presented as twelve overarching ideas called “Imperatives.” In brief, they included strengthening the faculty both in excellence and in size, enhancing both the graduate and the undergraduate academic experiences, emphasizing the liberal arts, increasing ethnic and geographic diversity, expanding and enhancing the physical plant and landscape, developing more “enlightened” governance, attracting more financial resources, and building closer ties with the local community and the state of Texas.

In April 2012, The New York Times published a heart-wrenching essay by Claire Needell Hollander, a middle school English teacher in the New York City public schools. Under the headline “Teach the Books, Touch the Heart,” she began with an anecdote about teaching John Steinbeck’s Of Mice and Men. As her class read the end together out loud in class, her “toughest boy,” she wrote, “wept a little, and so did I.” A girl in the class edged out of her chair to get a closer look and asked Hollander if she was crying. “I am,” she said, “and the funny thing is I’ve read it many times.” Hollander, a reading enrichment teacher, shaped her lessons around robust literature—her classes met in small groups and talked informally about what they had read. Her students did not “read from the expected perspective,” as she described it. They concluded (not unreasonably) that Holden Caulfield “was a punk, unfairly dismissive of parents who had given him every advantage.” One student read Lady Macbeth’s soliloquies as raps. Another, having been inspired by Of Mice and Men, went on to read The Grapes of Wrath on his own and told Hollander how amazed he was that “all these people hate each other, and they’re all white.” She knew that these classes were enhancing her students’ reading levels, their understanding of the world, their souls. But she had to stop offering them to all but her highest-achieving eighth-graders. Everyone else had to take instruction specifically targeted to boost their standardized test scores. Hollander felt she had no choice. Reading scores on standardized tests in her school had gone up in the years she maintained her reading group, but not consistently enough. “Until recently, given the students’ enthusiasm for the reading groups, I was able to play down that data,” she wrote. “But last year, for the first time since I can remember, our test scores declined in relation to comparable schools in the city. Because I play a leadership role in the English department, I felt increased pressure to bring this year’s scores up. All the teachers are increasing their number of test-preparation sessions and practice tests, so I have done the same, cutting two of my three classic book groups and replacing them with a test preparation tutorial program.” Instead of Steinbeck and Shakespeare, her students read “watered-down news articles or biographies, bastardized novels, memos or brochures.” They studied vocabulary words, drilled on how to write sentences, and practiced taking multiple-choice tests. The overall impact of such instruction, Hollander said, is to “bleed our English classes dry.” So

June Brought, a leadership collaborator of mine, works in corporate wellness for the successful women’s clothing company Eileen Fisher. The company has flourished since its founding in 1984, currently earning revenue of more than $300 million a year. What truly sets the company apart, however, is its early adoption of conscious capitalism and a sincere desire to enhance the lives of all its stakeholders. Eileen Fisher was one of the first clothing companies that insisted on using sustainable materials such as organic cotton, and implemented programs to reduce fabric and fiber waste. Eileen Fisher’s philanthropic efforts focus on business leadership grants to develop and benefit the careers of young women around the world. The company is also committed to enhancing the well-being of its own employees at every level, which is why June was hired. According to June, “Eileen Fisher is not just another company that claims to care about the well-being of its employees but really only cares about how they can contribute to the well-being of the bottom line. Eileen Fisher truly is concerned with its staff as human beings first.” One of the tools June uses to help individuals at Eileen Fisher and elsewhere find a healthy balance between life and work involves what she calls “completing your own circuit.” She believes it is essential that we plug into our own beings first in order to feel empowered, fulfilled, and complete. As June explains, when we outsource our power to a job, a romantic relationship, or any external condition, “we compromise our emotional welfare and risk having someone cut off our power.” She says that completing our own circuit involves a deep internal knowing that “we are fully charged and complete unto ourselves without any need for outside support or validation.

The following fundamental principles are core to this standard: Strive to achieve excellence in strategic execution; Enhance transparency, responsibility, accountability, sustainability, and fairness; Balance portfolio value against overall risks; Ensure that investments in portfolio components are aligned with the organization's strategy; Obtain and maintain the sponsorship and engagement of senior management and key stakeholders; Exercise active and decisive leadership for the optimization of resource utilization; Foster a culture that embraces change and risk; and Navigate complexity to enable successful outcomes.

How could any debutante consider him dull merely because he refused to play whist? To her, all his ancestors’ lineage of fighting knights, keen leadership and stern authority were encapsulated within his lean, muscled body which pulsed with vigour and power. Sans tailcoat, she could appreciate his…attire: immaculate white billowing shirt sleeves, an equally immaculate burgundy waistcoat that enhanced his broad chest, immaculate cravat with a spanking diamond, immaculate black breeches which clung in all the right places and immacu– actually, no, his hair appeared scruffy, as though he’d been heaved through a hedge.

Second, we assessed how well members worked together now to enhance—rather than undermine—their capability to work together in the future. Effective teams operate in ways that build shared commitment, collective skills, and smart work strategies, and not mutual antagonisms and trails of failure from which little is learned.

The state leadership and the Jewish Agency feared for Israel’s character as a European pioneering society if Oriental immigration was to continue unchecked. The expected demographic change that would result from mass immigration from Oriental countries was at the heart of this fear. Such preoccupations were enhanced by the fact that, following the destruction of most of European Jewry, North Africa had become the main reservoir for new immigrants.107 As Yaron Tsur argues, this fear was partially material for the political decision makers. The Labor establishment was afraid that the new immigrants would strengthen the ranks of the Revisionist opposition.108 Yet fear of Levantinization was not simply a matter of quantitative aspects of Mizrachi immigration; it was also associated with qualitative aspects of what Ashkenazi officials imagined to be a “Levantine” way of life. In closed forums, they quite openly discussed the anticipated negative consequences for Israeli state building. During the discussions regarding selection guidelines for 1953, Giora Josephthal, the head of the Klitah (Absorption) Department of the Jewish Agency, stated, for instance: “I say that this land is in danger, its ethical and social existence are in danger because of this Aliyah [from Oriental countries]. . . . They say that life in Israel will obtain a Levantine character, I am convinced that some of us are already afraid of the immigrants.

In a world where technology and humanity intersect, true leadership is about blending the best of both. It's about using AI not to replace human touch, but to enhance it, making us smarter, more connected, and capable of achieving the unimaginable. Together, we can create a future that's not only smart but also heart-driven.

As Outdoor Education Centre Director in Barrie, Ontario, Pete Thistlethwaite leverages over 20 years of experience and a decade of teaching Chemistry and Phys-Ed. His passion for sports, travel, and family life with three teenagers complements his expertise in business operations, leadership, procurement, safety, and social media marketing, enhancing his professional and personal life.

Transformational Leadership Consulting is a leadership development company that is in partnership with LMI and offers world-leading development programmes. They have over 60 years of experience and empower leaders and teams to achieve their highest potential. The consultancy focuses on creating adaptive, visionary leadership by offering tailored leadership consulting, manager training, and time management solutions. Through partnership with LMI, clients gain access to proven methodologies that enhance team dynamics, productivity, and innovation. Whether developing new managers or refining executive leadership, Marcus Haycock provides personalised, results-driven programmes designed to drive meaningful change and long-term success.

Dan Corrieri combines his engineering degree from Wichita State University with his role as Sales Engineer and Chairman of the Society of Manufacturing Engineers. His Marine Corps experience enhances his leadership. Outside work, he enjoys rugby, boating, and collecting baseball memorabilia, while dreaming of visiting Italy, Ireland, and Australia/New Zealand.

The problem is, of course, that the functions of leadership are not well understood. Leaders, according to John Kotter of the Harvard Business School, function quite differently from managers. Leaders are responsible to provide vision, raise up other leaders, and create useful change. Managers, however, maintain the present system and seek to enhance it. Sadly, most church leaders are, in reality, managers.

We must recognize that “happy” is not a business goal. Service providers pursue “happy.” Leaders pursue growth, competitive advantage, mission enhancement, and cost management.

You choose the leaders and place them strategically around the table of your vision and mission. They are already around you because of some degree of loyalty, so if you continue putting 80% effort in enhancing loyalty that already exists, you will end up going into overkill and igniting a toxic level of internal office politics that was not originally existent in your organisation.

What I am talking about here is that positive leadership offers s true decentralized control throughout the organization. This decentralized (BOTTOMS/ UP) approach allows freedom to decide at the strategic, operational and tactical levels of a law enforcement mission. The intuitive decisions are made at the tactical and operational levels while the slower strategic decisions are made at the top. Decision makers working cohesively at all levels enhance successful operations.

Make adjustments and improvements to enhance the effectiveness of meetings or surpassing of your target. Learn to define, quantify and be specific about what, how and when you want to succeed in each area of your life.

Skills Mistakes: Leadership Too Weak, Communication Too Poor Undervaluing and underinvesting in the human side of innovation is another common mistake. Top managers frequently put the best technical people in charge, not the best leaders. These technically oriented managers, in turn, mistakenly assume that ideas will speak for themselves if they are any good, so they neglect external communication. Or they emphasize tasks over relationships, missing opportunities to enhance the team chemistry necessary to turn undeveloped concepts into useful innovations. Groups that are convened without attention to interpersonal skills find it difficult to embrace collective goals, take advantage of the different strengths various members bring, or communicate well enough to share the tacit knowledge that is still unformed and hard to document while an innovation is under development. It takes time to build the trust and interplay among team members that will spark great ideas. MIT researchers have found that for R&D team members to be truly productive, they have to have been on board for at least two years. At one point, Pillsbury realized that the average length of time the company took to go from new product idea to successful commercialization was 24 to 26 months, but the average length of time people spent on product teams was 18 months. No wonder the company was falling behind in innovation.

Physical products today can be significantly enhanced by adding combinations of the following digital elements: Sensors Displays and indicators Actuators and manipulators Microcontrollers Onboard analytics Memory Wireless-connected services Remote controls

It is the challenge for every leader to develop and invest in those he depends on, to ensure his or her vision is realized in the way it has been put upon the leader’s heart. These key people will enhance the success or taint the leadership image and brand of the visionary.

Because personal development provides the foundation for leadership development, an individual’s personal development and leadership capacities could be enhanced by participation in structured programs. Effective programs use a balance of experiential, cognitive and reflective learning processes to engage the whole person by integrating physical, emotional, social, mental and spiritual aspects and focus on learning processes rather than task completion, content knowledge or skills.

Making a wrong choice in the leadership would be the end of mankind when run by the immature contestants, but from the divine’s glory it is to verify if the mankind is really serious of keeping the planet earth by apprising and enhancing the consciousness.

transformational leaders support followers by enhancing their confidence and self-efficacy to achieve an idealized state. By appealing to followers’ deeply held beliefs, transformational leadership has been shown to impact follower core-self evaluations, which, in turn, affect follower motivation and behavior on the job

Integrity must become a personal goal of a growing majority in America if we want to be a major world influence.

To the degree that one relates sensitively, appropriately, and even charmingly, to the people and events faced in business and personal life, success will follow.

To master The Art of First Impressions for Positive Impact, it is imperative to understand some basic personality differences so that you can navigate and nurture relationships from a position of awareness, empathy, and acceptance. This understanding will greatly enhance your communication skills, regardless of the differences, so that you can make positive impressions on people who are different from you.

Learning the personality styles of others will further heighten your awareness of differences to enhance your social agility. When you gain clarity on what is important to others and why they act as they do, you will be better able to engage confidently with their energies and personalities to thrive in most any situation.

Active Listening. Practice this skill. You enhance communication; this confirms that the message another conveys is well received and thoroughly understood. You get it!

I will either use people around me as a means to facilitate my journey at their expense, or I will use myself to enhance someone else’s journey at my expense. The former is a journey that never begins, and the latter is a journey that never ends.

Strengthening consumer data privacy protections in the United States is an important Administration priority. 1 Americans value privacy and expect protection from intrusions by both private and governmental actors. Strong privacy protections also are critical to sustaining the trust that nurtures Internet commerce and fuels innovation. Trust means the companies and technical systems on which we depend meet our expectations for privacy, security, and reliability. 2 In addition, United States leadership in consumer data privacy can help establish more flexible, innovation-enhancing privacy models among our international partners. 3

There is a time for everything. There is a time for a leader to allow those over whom he has authority to demonstrate what they are about and their capabilities. There also is a time for a leader to utilize knowledge garnered while silent to bring about stability in interpersonal relationships within the context of the achievement of organizational goals or institutional objectives.

Muthuraman says CK made Tata Steel think of steel not as a commodity but as a service – a radical approach to how the value of a commodity is enhanced. This led to changes in the way

Unilever Sustainable Living Plan’ (USLP) in 2010. USLP is Unilever’s ambitious initiative to “decouple our growth from our environmental impact, while at the same time increasing our positive social impact.” Its 2020 goal is to “improve health and well-being, reduce environmental impact and source 100% of our agricultural raw materials sustainably and enhance the livelihoods of people across our value chain.

Many people regard leaders as natually gifted with intellect, personal forcefulness, and enthusiasm. Such qualities certainly enhance leadership potential, but they do not define the spiritual leader. True leaders must be willing to suffer for the sake of objectives great enough to demand their wholehearted obedience. Spiritual leaders are not elected, appointed, or created by synods or churchly assemblies. God alone makes them.

Leadership Roles in the Decision Making Process The main component in the development of good decision makers falls on the individual and individual efforts. Yes, but the climate for this development comes from the top, in leadership. To achieve the results sought after, if we truly want to call ourselves professionals and prepare for the challenges we face in the future, leaders must LEAD. It is the Leader’s role, to create and nurture the appropriate environment that emboldens decision makers.  Leader development is two way, it falls on the individual, but the organization’s leaders must set the conditions to encourage it.   The aim of leadership is not merely to find and record failures in men, but to remove the cause of failure. ~W. Edwards Deming14               “Leadership can be described as a process by which a person influences others to accomplish an objective, and directs his or her organization in a way that makes it more cohesive and coherent.”15 This is the definition we should subscribe too. However, all too often I have had both frontline personnel and mangers tell me that this cannot be done. This type of training and developing initiative driven personnel will cause more problems for departments and agencies in dealing with liability issues and complaints because control is lost. I wholeheartedly disagree with his sentiment. The opposite is indeed the effect you get. This is not a free reign type of leadership. Matter of fact if done appropriately it will take more effort and time on your part as a leader, because you will be involved. Your training program will be enhanced and the learning that takes place unifies your agencies and all the individuals in it. How? Through the system described above which develops “mutual trust” throughout the organization because the focus is now on results. The “how to” is left to the individuals and the instructors. But a culture must exist to encourage what the Army calls outcome based training.16

Service journalists. That's how an editor-in-chief described us to a roomful of corporate communicators. We are, he said, purveyors of ideas, of information and inspiration through writing intended to produce a positive response. Call what we do, then, action journalism. Transcending the mere delivery of information, it is writing with the expectation that our readers will act as a result of reading our words. And because of what we expect from them as a result of our efforts, a huge difference separates our kind of writing from the standard journalist's. They report and analyze. We report and advocate. They help sell newspapers and magazines. We help achieve organizational goals by influencing action. We create and enhance employee, shareholder, and customer confidence, build faith in corporate leadership, pride in its products. We heighten employee morale, foster belief in our company's intrinsic worth and trust in its mission. Ours is journalism with a definite slant, specific points of view, ulterior motives, particular objectives, all tilted toward the company, institution, association, or agency employing us.

Finally, the seventh power cue helps you put it all together to become a master storyteller who actually synchronizes brain waves with your listeners to enhance your natural leadership capacity, increase your charisma, and move others to action. Are you telling powerful stories?

Consequently, if the church is going to leave a permanent mark on the community through a growing body of changed lives, it must constantly expand its leadership capacity, which entails both an increased number of leaders and an enhanced quality of leaders. Also,

I have always found Christian biography to be inherently practical. A book that expounds the history or career of a noble Christian doesn’t usually need to be enhanced with explicit how-to steps or imperatives and admonitions directed at the reader. The testimony of a godly life by itself is sufficient to motivate. That is why I treasure the life stories and memoirs of godly leaders.

Leading Lake County Schools in Tiptonville, TN, William Burton serves as the Director of Schools, showcasing dedicated educational leadership with over ten years of experience. He prioritizes positive relationships, strategic planning, and innovation to enhance student success amid evolving educational landscapes.

Strategic intervention by a leader is essential for navigating complex team conflicts. A good leader remains neutral, encourages open communication, and resolves conflicts effectively. By fostering a positive work culture, leading by example, showing empathy, and setting practical goals, leaders can significantly reduce friction and enhance team cohesion.

Processes help you talk about your business seamlessly and improve the speed of decision- making for all leadership, including senior leaders, board members, advisors, and investors. Processes save time, enhance performance, and allow for simplistic streamlining and automation where appropriate.

Jason Fritzler, a distinguished scientist and educator with a PhD in microbiology, excels in infectious diseases and clinical diagnostics. His pioneering research focuses on combating infectious diseases and enhancing patient care, impacting public health significantly. As an inspiring coach, Jason motivates others to excel, showcasing his dedication to microbiology and educational leadership.

Effective delegation of tasks to team! Establishing a culture of trust within your team, encouraging open communication and collaboration is the key. Clearly define the scope and context of each task, providing relevant background information to enhance understanding. Set measurable objectives and deadlines, allowing team members to take ownership of their responsibilities. Foster an environment that promotes continuous learning by encouraging team members to seek feedback and share insights throughout the process. Finally, regularly assess progress and adapt strategies as needed, ensuring that delegation remains a dynamic and responsive process. Draw a distinction between tearing down criticism to building up ( constructive) criticism. This points to communication skills.

Need for Emotional Intelligence in leadership and executive management roles : Low EI delays accomplishment of organisational goals. Managers frequently stumble under work pressure, potentially undermining their executive presence and fracturing team synergy. I advocate the 'SPC key' as I call it —Self-introspection, Patience, and Coherent Communication and Coordination. To augment emotional intelligence, leaders must cultivate self-awareness by identifying emotional triggers and exercising patience, while simultaneously fostering empathy through active listening and a nuanced understanding of stakeholder perspectives to adeptly implement their requirements. Moreover, nurturing transparent communication and effective conflict resolution, alongside developing social awareness, can profoundly enhance emotional intelligence and bolster overall leadership efficacy.

I would say 'Integrity first ! Streamlining individual actions for the greater organizational good'. To restore trust after a stakeholder challenges your decision, acknowledge their concerns and engage in intent listening. Delineate your decision-making process and provide a well-substantiated rationale. Demonstrate a commitment to collaboration and receptivity to constructive criticism. Listen !! for strategic implementation that facilitates progressive results. Serving an organization requires prioritizing the collective good over individual agendas. Finally, fortify the relationship through consistent communication and constructive dialogue to enhance trust.

more recent research, evidence shows that these competency areas pertaining to the domains of social and emotional learning (SEL) have, in fact, become of paramount importance in an individual’s learning and development, leading to his/her own well-being as well as the development of sustainable societies. Further, these competencies are identified to be essential for effective leadership (Taylor, 2018) and are shown to enhance and ‘brighten up’ the development of cognitive domain capabilities.

Brent Ward, previously Principal of Chickasaw City School System, has decades of leadership experience. Prior to becoming Principal, Brent Ward oversaw a student body of 1,100 while enhancing access to wireless technology on campus. Brent facilitated positive community interaction with the school via multiple media avenues.

Leadership is about enhancing unity in a divided society.

There are people who prefer to say ‘Yes,’ and there are people who prefer to say ‘No.’ Those who say ‘Yes’ are rewarded by the adventures they have. Those who say ‘No’ are rewarded by the safety they attain

GrowthBay, under Kevin Sturm's leadership, excels as a growth marketing agency for businesses facing a slowdown in growth. We emphasize on data-driven strategies to diagnose and solve growth impediments instead of relying on intuition. Our range of services includes identifying growth obstacles, establishing growth foundations, and generating both existing and new demand. We adopt a comprehensive growth marketing approach, enhancing areas like acquisition channels, website funnels, KPIs, and analytics.

Educate your team on the usefulness of conflict as a signal for change and normalize conflict as part of change and evolution. Examples of language for this might be: “Conflicts in teams are normal. They are signals for change, and they indicate that something new wants to emerge. They point us to the need to innovate.” This softens the emotional field and creates openness for exploration.

Good business is simply good for business and seriously needed in solving the world’s wicked problems. And as a corporate business leader, you are crucial in this transformation. In understanding the challenges and providing purpose, direction, and resources, you can contribute to meaning, transformation and growth and help enhance the wellbeing of both people and our planet—all while futureproofing your corporate business to ensure that it stays relevant and attractive and can thrive going forward.

Emotional intelligence is born largely in the neurotransmitters of the brain’s limbic system, which governs feelings, impulses, and drives. Research indicates that the limbic system learns best through motivation, extended practice, and feedback. Compare this with the kind of learning that goes on in the neocortex, which governs analytical and technical ability. The neocortex grasps concepts and logic. It is the part of the brain that figures out how to use a computer or make a sales call by reading a book. Not surprisingly—but mistakenly—it is also the part of the brain targeted by most training programs aimed at enhancing emotional intelligence.

People prefer to explain others’ behavior on the basis of personal attributions even when obvious situational factors may fully account for the behavior.

Some leaders now see their job as just coming up with big and vague ideas, and they treat implementing them, or even engaging in conversation and planning about the details of them, as mere ‘management’ work that is beneath their station and stature.

Exemplary followers present a consistent picture to both leaders and coworkers of being independent, innovative, and willing to stand up to superiors. They apply their talents for the benefit of the organization even when confronted with bureaucratic stumbling blocks or passive or pragmatist coworkers. Effective leaders appreciate the value of exemplary followers. When one of the authors was serving in a follower role in a staff position, he was introduced by his leader to a conference as “my favorite subordinate because he’s a loyal ‘No-Man’.” Exemplary followers—high on both critical dimensions of followership—are essential to organizational success.

Exemplary followers present a consistent picture to both leaders and coworkers of being independent, innovative, and willing to stand up to superiors. They apply their talents for the benefit of the organization even when confronted with bureaucratic stumbling blocks or passive or pragmatist coworkers. Effective leaders appreciate the value of exemplary followers. When one of the authors was serving in a follower role in a staff position, he was introduced by his leader to a conference as “my favorite subordinate because he’s a loyal ‘No-Man’.” Exemplary followers—high on both critical dimensions of followership—are essential to organizational success. Leaders, therefore, would be well advised to select people who have these characteristics and, perhaps even more important, create the conditions that encourage these behaviors.

When you see a leader’s behavior (even when it may appear obviously effective or ineffective to you), you should not automatically conclude something good or bad about the leader, or what is the right way or wrong way for leaders to act. You need to think about the effectiveness of that behavior in that context with those followers.

Only wise leaders will understand the importance of enhancing peace.

Leadership is not about titles and self-enhancements. It is an agreement to serve those entitled to the service.

A common Amish question in their communal decision making reflects that group’s dedication to simplicity: “What will this do to our community?” It has been suggested that such a deliberation is also a great one for the people of the world. There are two kinds of people: those who sincerely ponder this question, and those so preoccupied with other interests that they don’t consider it in their business operations, religious leadership, philosophical perspectives, or theological understandings. But the global community that is relentlessly and unevenly forming still includes a wide swath of those who have not yet joined the global community movement. For the latter group, humanitarian efforts still appear to be nothing more than political maneuverings, personal image enhancements, or financial advantages in tax benefits. A genuine commitment to improve the living conditions of the world community has not yet appeared on their radar screens as worth personal investment.

Two strategic reasons for organisational empathy: -To gain greater employee engagement -To enhance the customer experience

One must have a growth mindset to move into leadership positions; with a growth mindset, keep observing other leaders in action and keep stepping into roles where you can learn and grow. If you are reasonably intelligent, to become a leader, you have to put yourself on the line again and again to develop and enhance your leadership skills.

In what ways does my current pace of life and leadership enhance or diminish my ability to allow God’s will and presence full scope in my life?

Keep your life as simple and efficient as possible. How? Learn with each stumble or failure. Failure is only an opportunity to excel. The perception in which your mind chooses to visualize your challenges in life will enable your successes or enhance your failures.

General Sherman and cable entrepreneur Ted Turner exemplify how the symptoms of bipolar disorder can enhance creativity. The careers of Abraham Lincoln and Winston Churchill show the special relationship between depression and realism. So too do Mahatma Gandhi and Martin Luther King Jr.; their lives also highlight the strong link between depression and empathy.

Its Choose Day I know you can do lot of things, but choose one thing you are great at. Choose one thing that stands out in you. Shine on it, focus on it , amplify and enhance it .

Hollywood likes to portray SEALs with a shoot ‘em up, almost larger than life persona that capitalizes on brawn and bravado, and unfortunately, that’s the only image of us that much of the public will ever know. What is not shown, however, are the mental capacities and emotional tolerances that we strive to enhance on a daily basis through an organizational model of continuous improvement, shared understanding, humility, and leadership.

Why is that person in our organization if he or she is not contributing? What is the impact of a negligible producer on other team members? What can we do to enhance that person’s contribution? Do we move him to another “position,” restructure his current job, or make other fundamental changes that would amplify that person’s contributions? Should that person be removed from our team?

Akbar's Rajput policy, however, did not result from any grand, premeditated strategy. Rather, it began as a response to the internal politics of one of the Rajput lineages, the Kachwaha clan, based in the state of Amber in northern Rajasthan. In 1534 the clan's head, Puran Man, died with no adult heir and was succeeded by his younger brother, Bharmal. Puran Mal, however, did have a son who by the early 1560s had come of age and challenged Bharmal's right to rule Amber. Feeling this pressure from within his own clan, Bharmal approached Akbar for material support, offering in exchange his daughter in marriage. The king agreed to the proposal. In 1562 the Kachwaha chieftain entered Mughal service, with Akbar assuring him of support in maintaining his position in the Kachwaha political order, while his family entered the royal household. Besides his daughter, Bharmal also sent his son Bhagwant Das and his grandson Man Singh (1550-1614) to the court in Agra. For several generations thereafter, the ruling clan continued to give its daughters to the Mughal court, thereby making the chiefs of these clans the uncles, cousins or even father-in-laws of Mughal emperors. The intimate connection between the two courts had far-reaching results. Not only did Kachwaha rulers quickly rise in rank and stature in the Mughal court, but their position within their own clan was greatly enhanced by Akbar's confirmation of their political leadership. Akbar's support also enhanced the position of the Kachwahas as a whole -- and hence Amber state -- in the hierarchy of Rajasthan's other Rajput lineages. Neighbouring clans soon realised the political wisdom of attaching themselves to the expanding Mughal state, a visibly rising star in North Indian politics. [...] Driving these arrangements, though, was not just the incentive of courtly patronage. The clans of Rajasthan well understood that refusal to engage with the Mughals would bring the stick of military confrontation. Alone among the Rajput clans, the Sisodiyas of Mewar in southern Rajasthan, north India's pre-eminent warrior lineages, obstinately refused to negotiate with the Mughals. In response, Akbar in 1568 led a four-month siege of the Sisodiyas' principal stronghold of Chittor, which ultimately fell to the Mughals, but only after a spectacular 'jauhar' in which the fort's defenders, foreseeing their doom, killed their women and gallantly sallied forth to meet their deaths. In all, some 30,000 defenders of the fort were killed, although its ruler, Rana Pratap, managed to escape. For decades, he and the Sisodiya house would continue to resist Mughal domination, whereas nearly every other Rajput lineage had acknowledged Mughal overlordship.

Conduct fun, family-oriented events to enhance unit cohesion.

In short, a one-party dominant state can advantage a polity. It can bring about stability through continuity of leadership and policies. This can enhance the predictability of government and its policies, thereby contributing to long-term goals. Such a state would be able to organise relevant groups through co-option and if this fails, through coercion. Such states can undertake effective mobilisation of its people and successfully maintain diversity. One-party dominant states are also adept in pursuing long-term based strategies, policies and objectives that can result in the development of strong economies as happened in Singapore, Taiwan and South Korea.

Hyperthymia can lead to much success, but at the cost of much failure. Openness to experience enhances creativity and often leads to incredible new ideas, but it can also become impulsive risk-taking and result in disaster. For all his successes, Joseph Kennedy also had his failures, and has been accused of more than his share of sins.

In the end, the unending strain with his father enhanced, rather than diminished, young Lincoln’s ambition. Year after year, as he persevered in defiance of his father’s wishes, managing his negative emotions and exercising his will to slowly master one subject after another, he developed an increasing belief in his own strengths and powers.

Empirical evidence suggests that when people experience positive meaning in their work—or a sense of calling— performance is elevated and individual well-being is enhanced. Leaders enhance the meaningfulness of the task in at least four ways: (1) Identifying the positive impact that the work produces on the well-being of people fosters meaningfulness. The more human impact that can be observed—that is, how the work affects individuals for the better—the more meaningful the work. The more meaningful the work, the more individuals desire to share its effects with other people. (2) Associating the work with a virtue or an important personal value engenders positive meaning. Highlighting the relationship between work and sustainability, generosity, or compassion, for example, helps engender meaningfulness. Identifying a higher purpose that supersedes personal benefit is almost always a prerequisite to prosocial and contributory work activities. (3) Identifying the long-term effects of the work beyond immediate outcomes, and highlighting the ripple effect that may occur, also enhances positive meaning. Leaving a legacy that benefits people beyond the immediate circumstances represents a form of unselfishness that is associated with high levels of performance. (4) Building supportive relationships and a sense of community among coworkers also enhances positive meaning. Leaders who highlight and pursue contribution goals as opposed to self-interest goals enable important individual and organizational outcomes such as learning, trust, high-quality connections, and improved performance.