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Leading Quietly

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Introduction

Chester Mumpower MGNT 4680 May 10, 2005 Leading Quietly Leading Quietly Leading quietly is the ability to influence individuals or groups toward the achievement of goals. Quiet Leadership, as a process, shapes the goals of a group or organization, motivates behavior toward the achievement of those goals, and helps define group or organizational culture behind the scenes. It is primarily a process of influence. Quiet leaders carrier a sixth sense and one who can envision the changing processes in the sense that, while influence is always present, the persons exercising that influence may change. Possession of influence depends upon the situation and upon the relevancy of the individual's skills and abilities to the situation. For example, if a particular individual has the expertise that is required to solve a problem, then that individual may be assumed to have some degree of influence over others. Quiet leaders are realist. They try hard to see the world as it is quiet leaders almost possess a sixth sense (Badaracco, p 11) I have so many ideas of what qualities a quiet leader should have that I often feel overwhelmed and cannot imagine how achieve these skills. There are many ingredients of effective leadership styles. ...read more.

Middle

Olsen did not want her company to face further lawsuits because of Richard Millar sexual harassment case. She did the right thing for her new company, gained the board of director's respect, and gained business allies at the same time (Badaracco, p.12). One of the most vital areas in successful quiet leadership is communication. The most basic form of communication is listening and speaking. This involves not only the exchange of spoken words, but also close attention to body language and tone. This attention allows good listeners to sort of read between the words and fully understand the speaker s message. Effective speakers take time to prepare what they intend to say, giving careful thought to what it is they are attempting to convey(Blanchard, p22). Decision making is the next area of successful quiet leadership. Leaders can be forced to make several decisions at the same time, making them to prioritize these decisions based on two criteria: future importance and current urgency. Future importance refers to the long term decisions that may seem insignificant presently, but will greatly impact the company in the long run. Making future importance decisions usually requires a great deal of analysis and planning. ...read more.

Conclusion

I hope that leadership skills can be taught, since I have been striving to develop good business qualities into an effective quiet leader. Changing your ideas about leadership is the easy part, developing the appropriate characteristics are quite difficult and require much determination. Leadership development and training programs help the organization by equipping the employees with skills they will not obtain in their own work environment, but are very much needed. This in turn will create employees that are more knowledgeable in leading and better able to assist in meeting the organization's goals. Since quiet leadership is a positive characteristic in any manager or employee, the company can only gain from teaching these types of leading stills. Employees who are offered these programs by their employers may feel a more positive association with the company. Companies that show a concern for their employee's personal growth may find that employees will feel obligated to do a better job for the company. In conclusion, leadership is about service. The greater the ability to serve the needs of others, the more powerful and effective, are the actions of the leader (Cashman, p.23). While leaders lead by virtue of whom they are, leaders create value by virtue of their service. Leadership can be thought of as the dynamic process of assessing our unique potentialities to serve the needs of others like employees, co-workers, and customers. ...read more.

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