The Function Of Leaders Essay Research Paper — страница 2

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(1989, p. 35-42). The principles behind these techniques are recognized by leaders and are used day-to-day when visions arise. However, leaders do not limit themselves to purely vision sharing and self mind-setting. Leaders Exhibit and Expect Trust According to Douglas G. Myers, executive director of the San Diego Zoo, “Upward communication only takes place when leaders are trusting — and trustworthy.” Trust is the highest for of motivation because it brings out the very best in people (Covey, 1989). But, it takes time and patience. On the other hand, distrust leads to many drawbacks – possibly to a great degree (Kotter, 1999, p. 42). Rosen states that successful leaders must be genuine, believable, dependable, predictable, and benevolent (1996). It is important for

people to touch and feel leaders as real people. Their word, spoken or written, is credible. Leaders make good on their promises, whether declared or implied. Predictability is about being the same person in all situations so people can predict how leaders react. As Myers says, “I like to have my people understand what I?m thinking, and where I?m going with it. If they know we are not going to change direction every day, that we are not going to grab every new management philosophy that comes along, it gives them a sense of comfort. It give them a sense of security.” Leaders are generally consistent, which encourages safety for employees to work together. Leaders also have the capacity to put aside self-interest for the good of the group (Rosen, p. 75). To avoid

defensiveness, protectiveness and legalistic language from employees resulting from a low-trust situation, leaders establish a high-trust communication level (Covey, p. 270). Creating trust is a process that must begin from the top and move down. It starts inside the leader. He understands that he must be honest about himself and about what is going on inside the business. A leader trusts others and earns the trust of others as well. This mutual trust makes relationships and commitments more authentic (Rosen, 1996, p. 75). Deep listening skills are essential to build trust. Leaders engage in conversations for learning, seeking to deepen understanding, clarify standpoints, and find new ways of solving problems (Rosen, p. 85). There are 4 levels of listening according to Steven

Covey: (1) Ignoring – this occurs when we are not really listening, but rather pretending to listen by saying “Yeah, Uh-huh, Right,” or other similar phrases (2) Selective Listening – where we only hear parts of the conversation (3) Attentive listening – paying attention and focusing energy on the words coming from the other person?s mouth (4) Empathic Listening – actually listening with intent to understand (1989, p. 240). Leaders practice the fourth level, empathetic listening, because they seek to understand instead of thinking about “how to respond to, or one-up, the person talking” (Rosen, 1996). According to communications experts, only 10 percent of our communication is represented by the words we say. Another 30 percent is represented by our sounds, and 60

percent by our body language. When using empathetic listening, leaders listen with their ears, as well as their heart, eyes, sense, and intuition (Covey, 1989). Employees recognize a leader?s genuine concern for what they have to say. Deep listening, benevolence, dependability, genuineness, and predictability are crucial skills and characteristics that leaders use to build trust. Leaders Encourage and Harvest Creativity Managing the process of creativity is one of the most important elements for success and survival as individuals and organizations strive to adapt to the accelerating changes that are occurring in business on a global level (Dilts, 1999). First, leaders discover their own creative potential, allowing them to release the creativity of others. They help employees

find their talents, and link those talents to the task at hand (Rosen, 1996). Leaders understand that people are born with natural gifts. So, “the secret is to discover what people do well – and ask them to do more” (Rosen, p. 246). Once people?s talents are discovered, leaders must uncover this creativity. They do this by establishing an environment that allows people to make full use of their creative gifts. Leaders must support self-expression, spontaneity, innovation, independent thinking, and nonconformity. As Rosen explains, a leader “learns to uncover it (creativity), unleash it, and channel it in the best direction for the business” (1996, p. 256). Robert E. Koski, founder and chairman of Sun Hydraulics, gives some insight on creativity in the workplace. He says