Comments on: The four things all leaders know http://leadershipskillcenter.com/blog/2006/06/21/the-four-things-all-leaders-know/ Tue, 06 Jan 2009 21:55:40 +0000 http://wordpress.org/?v=2.6.2 By: ben foster and ellen page http://leadershipskillcenter.com/blog/2006/06/21/the-four-things-all-leaders-know/#comment-1618 ben foster and ellen page Sun, 02 Mar 2008 06:48:37 +0000 http://leadershipskillcenter.com/blog/archives/53#comment-1618 <strong>ben foster and ellen page...</strong> I Googled for something completely different, but found your page...and have to say thanks. nice read.... ben foster and ellen page…

I Googled for something completely different, but found your page…and have to say thanks. nice read….

]]> By: Sandra Baigel http://leadershipskillcenter.com/blog/2006/06/21/the-four-things-all-leaders-know/#comment-25 Sandra Baigel Wed, 21 Jun 2006 10:39:13 +0000 http://leadershipskillcenter.com/blog/archives/53#comment-25 Kerrie, these four points are so interesting. When considering point 2, 'an effective leader is not someone who is loved or admired', I've noticed that groups often assume that a leader 'should', at least, be 'admired' if not actively 'loved' so that people are motivated to produce the desired results. What is it then, that motivates people who have no strong, positive feelings about their leader, to follow them - is it the focus on the results themselves? Or their self-interest and desire for success? Or something else? And what happens when a leader is not respected or perhaps, even disliked by followers? In these situations it is easy to see that the desired results are not forthcoming and, in some instances, leadership change is forced. Does this not imply that feelings against the leader are somehow involved in the outcome? What about those leaders who remain in leadership positions and who set poor examples via their attitudes and behaviours towards colleagues, managers and their staff. I'm thinking here about instances of inappropriate aggression, a reluctance to make decisions, using anger and fear to motivate.... Why do we still see these 'leaders' in high-profile roles? Kerrie, these four points are so interesting.

When considering point 2, ‘an effective leader is not someone who is loved or admired’, I’ve noticed that groups often assume that a leader ’should’, at least, be ‘admired’ if not actively ‘loved’ so that people are motivated to produce the desired results. What is it then, that motivates people who have no strong, positive feelings about their leader, to follow them - is it the focus on the results themselves? Or their self-interest and desire for success? Or something else?

And what happens when a leader is not respected or perhaps, even disliked by followers? In these situations it is easy to see that the desired results are not forthcoming and, in some instances, leadership change is forced. Does this not imply that feelings against the leader are somehow involved in the outcome?

What about those leaders who remain in leadership positions and who set poor examples via their attitudes and behaviours towards colleagues, managers and their staff. I’m thinking here about instances of inappropriate aggression, a reluctance to make decisions, using anger and fear to motivate…. Why do we still see these ‘leaders’ in high-profile roles?

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