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Leadership Article Archive


Organizational Change: 6 Things You Must Do To Become An Effective Leader In The Midst Of Change
By Dr. Alan Zimmerman

All progress is the result of change.  But not all change is progress.  Some changes don’t make any sense.  In fact, some leadership behaviors actually create more stress for yourself and your coworkers. 

So what works? 

Based on my 22 years of consulting and speaking to organizations around the world, I’ve found six things you must do to become an effective leader in the midst of change.

1.  Don't beat yourself up.

You did not cause the tough, changing times in your industry, and you could not have predicted all the changes coming down the pike.  The nature of change is unpredictable.

For example, who could have predicted the change in fashion? Do you remember when clothing tags were worn on the inside? Now if you go to the malls, you will see many teenagers wearing them on the outside.

Who could have predicted the change in lifestyle behaviors between generations? Do you remember when safe sex meant your parents did not find out? Now some parents "equip" their kids for sex.

Or, who could have predicted the change in the marketplace? The great movie mogul, Harry Warner, couldn't in 1922, when he said, "Who the ---- wants to hear actors talk?"

The founder of IBM, Tom Watson, Senior, couldn't in 1943 when he said, "I think there is a world market for about five computers."

Ken Olsen, the President of Digital Equipment Corporation couldn't in 1973 when he said, "There is no reason for anyone to have a computer in his house."

So don't beat yourself up for not being able to predict or prevent tough changing times. This will deflate you, and you need to be out there motivating your colleagues.

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Leading and Motivating At TheCross-Cultural Level
By Timothy J. Rentfrow

The world is changed (Imdb, 2007). The simple statement has significance as “the 21st century may very well become known as the century of the global world” (House, 2004, p.3). It is within this emerging global world that leaders will be required to adapt, culturally, to influence people toward a common goal “as economic borders come down, cultural barriers will most likely go up” (House, et. al., p.1). As a student of cross-cultural studies at Regent University a discovery was made that my practical experience in Michigan, as a former ABB area manager, applies to motivation and leadership at the cross-cultural level. The article investigates principles and methods, utilized in Michigan, and their application to cross-cultural leadership and motivation.                  

Principles for Cross-cultural Leadership

The contemporary world positions leadership as a difficult concept, one that House and Dorfman term the leadership enigma (House & Dorfman, 2004, p.51). The time at ABB provided answers to the leadership puzzle which is to be a person described as a giver and to position one’s self for service. The fundamental principles that governed success are uniquely based upon Matthew 20: 25-26 and Luke 6:38.    

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Strategic Leadership 101
By Bridget Gilmore

If I told you that you could create an organization full of super-individuals or strategic leaders that collaborate together and are committed to create a sustainable competitive advantage, would you be interested in how to do this? Ralph Stacy describes such people in his article Learning as an Activity of Interdependent People, as individuals that are in a state of duality when they communicate with each other. He says that it creates an entity or system outside of themselves or a kind of super-individual. The super-individual are interconnected, has a cumulative mind and intentions influenced by a variety of values, norms and traditions. How would a leader go about creating this type of organization? I’m glad you asked!

Do you remember having a conversation with one of your parents as a child, and they told you that company was coming over your house for dinner? Do you remember the questions you asked? What? Who? When? Where? How? These are the same questions that need to be answered to teach you strategic leadership.

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Book Review: Your Leadership Legacy
Robert M. Galford & Regina Fazio Maruca

I have read many leadership books but this one is the first one to really make me think and try to apply the theories presented. As the title states this book is about teaching you how to develop your leadership legacy…. and they mean it. Whether it is helping you identify your impact on your organization to creating a legacy statement and then testing it, this book is not just stories of how other leaders work (they do have some of this). Galford and Maruca have created a process for helping you understand, build, test and audit your leadership legacy. I found myself turning the corners of many pages where I found information that I wanted to use again. I absolutely recommend this book for anyone that is serious about leadership. If you visit the site for the book, they also have a leadership assessment test.

Can Followers be Motivated by Leadership Styles?
By Bridget Gilmore

Creating a Submissive Corporate Culture

“Wives, submit to your husbands as to the Lord.” (Ephesians 5:22) This is exactly what companies are expecting from their followers. They are making their followers feel obligated to being loyal and have taken it out of context, just as readers of the cited scripture do. What happened to the rest of the scripture which states in Ephesians 5:21 “submit to one another out of reverence for Christ?” The command advises a two-way relationship and that part of the scripture appears to have been ignored. Companies that serve their followers will receive superior service from them if they cultivate a serving relationship.

How are results-oriented companies able to compete in a world full of results oriented businesses? They recruit followers as potential future leaders and direct them to be compliant toward a desired goal. The follower’s career path is based on the direction of the customer. The training plan is already created and the only thing the follower has to do is select “I commit” to the appropriate training plan. The follower either complies or doesn’t have a job with this type of company.

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When Leaders Should Step Aside and Use an Outside Facilitator
By Christine W. Zust, M.A.

As a leader, you often feel that you are responsible for initiating planning discussions. You may also feel compelled to lead all of those discussions. There are times when you are more effective when you sit at the table with your executive team and participate in the discussion rather than try to lead as facilitator. In that case, you need a professional facilitator to help guide the process. As you work with an outside facilitator, you will gain a great deal from that working relationship:

Objectivity. The facilitator is an objective third party who brings the value of impartiality to the discussion. S/he brings no baggage, prior history, hidden agenda, or subjective thinking that can often “lead” the discussion in the wrong direction. You want the participants to feel free and open to discuss their thoughts and opinions. Often, if a leader leads the discussion, participants can feel intimidated because they are expected to “agree with the boss.” The result: a planning session can be led in the wrong direction without the leader as facilitator even knowing it. I received a telephone call from the vice president of marketing for a manufacturing company a few years ago. He had attended a senior management meeting the day before with the CEO leading the discussion about succession planning. It was disastrous because the CEO was driving the discussion his way, and he could not “see” how ineffective his facilitation skills were.

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Leading Followers to Change
By Bridget Gilmore

We’ve all heard the saying “you can lead a horse to water, but you can’t force it to drink." Leaders have that challenge when they are trying to effect change in their organization. Followers are actually like sponges and when the leader exhibits the right leadership characteristics, leaders can create change and keep followers comfortable with change. These characteristics include having self confidence, the ability to clearly explain the change, the ability to motivate the followers to want the change and the ability to execute and maintain change.

Unleashing Change

Followers can sense when a leader has self-confidence which is a trait consisting of self esteem and self-assurance in his ability to make change happen and his ability to motivate followers to change (Northouse, 2004).  Adding to this thought, Gunn (1999) asserts that followers who experience effective leadership can recognize it. He also stated that followers feel calm, confident, have faith in the vision, are willing to help, feel that the tasks aren’t difficult, when the leader acts with common sense, decency and intelligence. Exhibiting too much self-confidence can have the opposite impact.

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Put Off Procrastination For Good
By Christine W. Zust, M.A.

What does procrastination have to do with positioning yourself? Everything. Every time you push back a due date, or turn in a report late, or submit shoddy work because you waited until the last minute, you position yourself as someone who never comes through on time. are hurting your professional image. You position yourself as someone who never comes through on time. To fight procrastination, take action in small steps.

Here are some quick tips to help you keep on track:

• Start small. Attack smaller pieces of a large project one at a time instead of trying to get your arms around the entire thing. You will be better able to focus on that one task rather than thinking of the larger, broader project all at once.

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Leadership & Money Making – A Delicate Balancing Act
by J. Matthew Bodman

Little value comes out of the belief that people will respond progressively better by treating them progressively worse.- Eric Harvey

Recently, I received correspondence from a young attorney friend of mine who was just given notice by his employer that “it is not a good fit” for his current firm.  This attorney had only been at the firm for a short time (9 weeks). He had been given positive feedback by his “mentor” and had no negative comments. Then without notice he was called into the conference room to be told that he was not needed.

I was particularly troubled by this handling of my friend. What was this firm doing? Was he not productive? If so, shouldn’t they have told him that he was not productive?

I did some investigating by calling some of the associates at the firm that I knew.  It turns out that this particular firm had also gotten rid of three other attorneys in similar fashion in the past year.  All of the young associates are particularly aware of this treatment and are on the edge at all times because of it.  It causes them to dart in and out of each other’s offices secretly meeting to whisper about the latest happenings in the office.

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10 Ways to Reduce the Stress of Being Leader
by David Weiman

Numerous sources have referred to chronic workplace stress and burnout as an epidemic. Reports from major health services and surveys in business publications regularly report alarming statistics about the health consequences of chronic stress, and the cost to organizations of stress-related absences, accidents, poor productivity and morale problems.

Why is it so common? Hard work is an American value. But we’re probably adhering to that value too well, as people are working harder but taking less time off than ever before. Also, the days are gone when people worked for the same company for 30 years and then got a gold watch at their retirement party. Job changes are more frequent now, and that’s an additional source of stress.

How do you know if you're overstressed? Ask yourself these questions:

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by Ellen Ostrow, Ph.D.

A recent woman law school graduate might be surprised to find so few women among the leaders of the firm she just joined. After all, half of her law school classmates were women. And although this law school statistic is often reported as if it represents some dramatic change, the fact is that roughly 40% of law school students have been women since the mid 1980s.

Although there have been small positive changes, for the most part, legal workplaces continue to be sadly lacking in women leadership.

There are several reasons for this, perhaps chief among them, the fact that a "committed lawyer" is defined so that it excludes the majority of women lawyers. If "commitment" is mutually exclusive with pregnancy and motherhood, then the odds of a woman lawyer advancing to a leadership position are slim.

This definition also excludes male lawyers who want to be more than just financial providers for their families. In fact, any lawyer seriously wanting "a life" is at risk of being deleted from the potential- leaders list.

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The Coach as a Leader
by Dan Kotaska

When people are asked, "Who is a leader?" many respond by naming politicians, presidents, senators, and governors, military leaders, business leaders, and… successful coaches.

Why are coaches included in this list? Because all coaches are leaders, coaching effectiveness is maximized by understanding how to lead.

In a way, the relationship between coaches and players is a contract. Players will follow the coach's wishes or demands and in return they expect their reward, whether that is winning, playing time, positive reinforcement, or some other benefit. With that in mind, a coach has the obligation to find out what each individual's wants and desires are and to get them to believe in the ultimate team goal(s). Here are some guidelines for specific implications of what the coach as a leader should do:

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How Leaders Can Command, Not Demand, Respect
by Christine W. Zust, M.A.

The only way to command respect from others is not to demand it.

Leaders who are admired and respected have earned that admiration and respect. Respect is given to others only when they are deemed worthy of receiving the honor. For that simple reason, leaders who demand respect from others will never get it, because respect must be given. In my conversations with other leaders on the topic, several key comments were presented consistently. Are you doing the right things to command respect from others" Here are a few pointers on how you can gain a deeper level of respect from your peers and subordinates.

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Wise Managers Treat Layoffs as Last Resort
by Jim Clemmer

Despite all the trendy rhetoric about the importance of people, leadership, and values, far too many managers treat people in their organizations with about as much care and concern as so many numbers on a financial statement. They are just one more set of assets to be managed. These just happen to have skin wrapped around them. Phrases like "head count" dehumanize and objectify people. That's how we talked about cattle on the farm where I grew up. And that's exactly how too many managers view "their people."

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Interview with Michael Useem
by Jerry M. Bodman

Emergingleader.com caught up with Author and Professor, Michael Useem, on a spring afternoon - the interview taking place via telephone. We hope you enjoy this interview as much as we did. Our thanks to Michael Useem for his insight and for sharing his thoughts on leadership.

EL: - Dr. Useem, how has your Leadership style been influenced by your research?

Useem: - In looking at people in key positions, it has become increasingly apparent to me that a critical element separating those who lead from those who do not is what you might call an "active will." Those with the latter are often seen to fill in when there is a leadership gap or rise to the occasion when there is a need for direction, and we witnessed many such actions in the wake of the disaster on September 11th. Leadership often comes down to a self-conscious decision to make a difference, and my research has led me to conclude that I have to be more ready and willing to step up to the plate.

EL: -What relationship do you feel volunteerism has to leadership - if any?

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Leaders Gain Valuable Insights Through Mastermind Groups
by Christine W. Zust, M.A.

Two heads are always better than one, but how about 6, 8, or 10 heads? Welcome to the world of mastermind groups, a growing business phenomenon that is being used by leaders around the world for problem-solving, inspiration and motivation. Built on the foundation of trust, confidentiality and harmony, the group forms a collective brain trust to address some of life's greatest challenges.

Working together

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The Humble Leader by Leroy McCarty

"The chief executive who knows his strengths and weaknesses as a leader is likely to be far more effective than the one who remains blind to them. He also is on the road to humility, that priceless attitude of openness to life that can help a manager absorb mistakes, failures, or personal shortcomings."

John Adair quoted by Henry O. Dorman in The Speaker's Book of Quotations (1987)

There are two profound statements in this quote. The first is about the benefits of understanding and accepting your strengths and weaknesses as a leader. The second is about the benefits of being humble.

Some people are so wrapped up in the notion that leaders are supposed to know everything that they fail to study and understand their strengths and weaknesses. They fall into the trap of trying to lead an organization in an evolving world without actually evolving themselves. They make decisions based on old knowledge, assumptions and habits. They fall into a rut and wind up repeating past mistakes and missing key opportunities.

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Why Technology Leaders HAVE to Lead Differently
by Lena L. West, Founder & CEO, xynoMedia Development

Good leaders have always been expected to be able to solve new problems, capitalize on new opportunities and navigate through the ever changing landscape of business.

But, with the increased role that technology plays in business today, technology leaders need to perform traditional leadership duties combined with a host of other responsibilities that are necessary to be an effective leader in the technology industry. Don't be misled, the answer for technology leaders is not a flashy, acronym-laden style but, simply a blend of both timeless and more modern methodologies.

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The Compassionate Leader
by Christine W. Zust, M.A.

As leaders, we have been taught in our business schools and corporate board rooms to lead with our heads, not with our hearts. We're expected to be tough, bottom-line business people. The buck stops with us. But given the chain of horrific events that shook the world on September 11, the business world is now seeing significant changes in this behavioral pattern, as leaders of companies and organizations across the country and around the world embrace a more compassionate style of leadership --leading with the heart. Leaders have shown that they possess a more nurturing, caring management style by reaching out to the families of the victims through corporate giving campaigns, devoting precious print and broadcast advertising budgets to either express sorrow or show pride in America, rather than to sell a product. In the months and years ahead, there will be many more examples of compassionate leaders, the new heroes of our modern day society.

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Interview with Laura Liswood
by Kris Woods

Emergingleader Editor, Kristin Woods, caught up with author and businesswoman, Laura Liswood on a summer day - the interview taking place via cell phone. This type of dynamic interactions is the thread that is so common to emerging leaders - challenging schedules and flexibility. Join us as we visit with Laura Liswood, author of "Women World Leaders : Fifteen Great Politicians Tell Their Stories", as she shares her personal experience in embracing leadership.

EL: - It has been nine years since you first dreamed of directly impacting the political landscape for women by co-founding a group called May's list. And it has been six years since your book "Women World Leaders, Fifteen Great Politicians Tell Their Story." was published. What new ideas have you learned or embraced about women leaders in this journey?

Laura Liswood: - What I have distinctly learned is that we definitely need as many women leaders out there as we can have because they have a powerful influence in several ways. One is, they themselves serve as role models for people, so young women and women can see themselves as leaders and that is really important. Second is that they actually do affect policy in a way that is different from how men affect policy. And we need to have women at the table just as there have been men at the table for all of these years, because women have some different perspectives and that is what diversity is all about. So, I guess I become more and more convinced of the rightness of this, of what we lose when we don't have that leadership also.

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Interview with H. Mebane Turner, President of the University of Baltimore.
by Jerry M. Bodman

EL: - What is the level of obligation for leaders to go above and beyond the task - to ensure that the "troops" are taken care of?

President Turner: - First of all, I don't believe people should seek leadership roles or positions of responsibility for others and the conditions of others unless they understand and are willing to fulfill the obligations to do those jobs. As an example, I try to go to as many student events as I can, to be involved with the various organizations on campus, but that's also my job. If you aspire to be a dean of a college or a president of an organization, then you have to be willing to assume the extra things that go along with it. A leader has to have people who want to go along with good ideas, to see that what you are doing can be successful and be willing to do whatever it takes to ensure that success. In a leadership position, you want to look around and find that there are people behind you embracing your ideas and dreams.

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Need a Trusted Advisor? Hire an Executive Coach
by Christine W. Zust, M.A.

Throughout your development as a leader, you have either created change, or proactively adapted to change happening around you. In today's fast-paced business world, it's important to recognize you don't have to go it alone. More executives are turning to coaches for help. Working with a range of clients, from the highest-ranking corporate leaders to owners of small and medium-sized companies, they bring stability and focus to an ever-changing work environment. Here are some pointers that will help you understand the coach/client relationship.

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Interview with Robert L. Bailey
by Kris Woods

EL: - Bob Bailey, you are nationally known as a leader - clearly through the results of your leadership with State Auto Insurance Company - What has been your signature as a leader?

Bailey: - If I have any signature it is that I have laser beam focus - a singleness of purpose. And, communication is truly my strength and I think that in general, for someone to be a great leader they must be a good communicator. I think I have been relatively successful in painting a picture of what should be done and how it would benefit all constituencies we serve. I painted this picture through my focus and my ability to communicate that focus to others.

I went to a one-room schoolhouse and was both the top and bottom of my class. Now, I was the only student in the class but I am not sure it would have mattered because I was determined to be the best I could be anyhow. I showed leadership early on in that I started a newspaper at school while I was in grade school. I think I have always been able to communicate good ideas to others and then carry through.

Short and sweet - my signature is my laser beam focus and the fact that I am a strong communicator.

EL: - How did you use your style to change the company?

Bailey: - Consistency - dogged determination and repetition of basically the same message to everyone. Ultimately everyone understood the direction, the mission and their role and after time we solved problems the same way - an effective way.

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Interview with Aaron Crotty, National DECA Student President, High School Division.
by Kris Woods

EL: What/ who most influenced you in your development as a leader?

Aaron: Actually I have a person who most influenced my development as a leader and a "what" as well. The "who" that influenced me the most would have to be my family - specifically my dad. Neither of my parents finished high school nor went on to college. They pushed me to strive to do a little bit better and to be a good role model to my siblings - a brother who is 17 and a sister who is ten years of age.

The "what" that most influenced me is my music. I began choir in the ninth grade. I have found out how small things can inspire me - such as parts of a musical piece and the tranquility and emotion that can come from listening to music. Also, I have worked with many people from all cultures of life in my church music. I am a big proponent of diversity and I have learned so much from different cultures and race. My music teacher taught me a great lesson; we were only as good as our weakest link. We must involve all voices. I also learned the importance of smiling. The choir was my first chance to be seen in a performance. I never realized how much a person is judged by smiling - you can feel the music through your facial expressions! I used this when I went on to competitions in DECA and my smiling paid off well.

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Business Leadership "On Purpose"
by Russ Volckmann, PhD

Business coach Robert Knowlton wrote a little over a year ago:

"There are two types of things that can knock you off course.
1) The environment around you -- competition, the market, a snow storm, and
2) your own beliefs about yourself-- your commitment, effort and determination.
You cannot do much about the weather, but your own effort, commitment and beliefs are within your control."

If you are a business leader, this alert is very important. It can help you recognize that despite most of the teachings about leadership, being an effective leader is only partially about who you are, what you believe, what is important to you and what you do. The other part is the environment around you-other leaders, employees, competitors, customers, investors and so on.

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Baby Boomer Leaders Face Challenges Communicating Across Generations
by Christine W. Zust, M.A.

When I skipped off to elementary school in the late 1950s, I had no idea that in the years ahead my fellow classmates and I, along with the other 77 Million Baby Boomers, would create radical change in American business, education and health care. I didn't realize then that swapping my sandwich for someone else's at lunch time was a new way of thinking, something my parents never considered. I was, after all, part of the generation of choice.

Yet as I look at my fellow Boomers today, I realize that the changes we put into motion in that lunch room decades ago have placed us in today's board room in a new position. We are the "sandwich leaders," the first generation squeezed between managing and leading people older than us (Traditionalists) and those following in our footsteps (Generations X and Y).

Along the way, we Boomers have met the ultimate challenge -- communicating across generations (now spanning up to four generations in the same workplace), each with different values, beliefs and attitudes.

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Interview with Rob Marx

Rob Marx serves as Chief Executive Officer of Rosemont Center -a treatment facility for troubled, abused, neglected and abandoned youth. Rosemont offers programs and services to help the youth and families cope with a myriad of problems. Rosemont is located on a 35-acre campus in northeast Columbus and is a nonprofit organization. The Rosemont Center has been serving the central Ohio community since 1865.

Under the leadership of Rob Marx, the Executive Board of Rosemont recently completed a year long strategic study that brought about a vision of independence - Rosemont acquired the land and buildings from the Sisters of the Good Shepherd after 135 years of ownership by the Catholic organization. Rosemont is now an independent organization, governed by an executive board.

This journey was made possible by the strength in the heritage of Rosemont and in Rob's leadership - a balance of success that many other businesses can bring about through strong and effective leadership.

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Communicating With Credibility
by Christine W. Zust, M.A.

Credibility. How do you get it? More importantly, how do you keep it? Gaining credibility takes years to achieve, and maintaining it is a lifetime goal for any leader. One wrong move can erase in an instant many years of hard work. Communicating with credibility is an art form, one which you can master by using a few simple guidelines.

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Leadership is in the details (or is it?)
by Leroy McCarty

Raise your hand if you have ever worked for a leader whose lack of knowledge about the business created great pains for your organization. Quite a few I see (or at least imagine since I can not see you). You can put your hands down.

Raise your hand if you have ever worked for a leader whose abundance of knowledge about the business created great pains for your organization. Again, I imagine quite a few. You can put your hands down.

Leaders clearly must understand a great deal about the company and industry as a whole. It is this knowledge that enables them to understand the business landscape and communicate a clear vision, mission, and objectives.

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Interview with Ray Ackerman

Mr. Ray Ackerman, Chairman Emeritus of Ackerman McQueen was recently inducted in to the Academy of Achievement Hall of Fame by Sales and Marketing Executives International. Kristin Woods, co founder of emergingleader.com is a Director at Large for SMEI and met Mr. Ackerman during the ceremony. Mr. Ackerman, who was recognized for his vision, diligence and entrepreneurialism, has played a major leadership role in both his business and in the community.

He agreed to be interviewed by emergingleader.com to share his philosophy and vision for the leaders of tomorrow.

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Interview with Paul Thornton, author, consultant, trainer and speaker specializing in the areas of management, leadership and team building.

Emergingleader: Paul, you spent 20 years in the human resource area, from manager of HR & management development to labor relations. How did this experience lend to your specific interest in the area of leadership research?

Paul Thornton: I spent a lot of time working closely with directors, vice presidents and middle managers. I became curious why some managers produced mediocre results and others produced great results. This curiosity for what makes an effective leader led me to research the art and science of effective leadership.

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Leaders and Followers
by Francisco B. S. Magalhaes

It is only natural that not everyone becomes a leader; however, those who follow will no longer accept old fashioned leaders, full of authoritative ideas and who impose new management techniques on others. They want leaders with well- rooted human values and who will respect talents and contributions given by others. They want to feel enthusiastic in all their actions.

People want leaders that can create an atmosphere of risk and creativity.. They reject intimidation or manipulation, and want to be recognized as an important part in these changing times.

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Continuing Russia's Transition: Putin's Leadership Challenge
by Jerry M. Bodman, Staff Writer

The challenge of communicating a vision, mission and guiding principles to the masses is not a challenge uncommon to leaders; however, most leaders do not take over a business or country where people speak 140 different languages and are located in 11 different time zones. 

The core characteristic of a leader who can effectively communicate and carry out a vision in the midst of such diversity is passion- passion for their role. Consider Vladimir Putin, Russia’s newly elected president as such a leader.

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The Passion to Lead: An Interview with Arlene Blum

Kristin Woods, co-founder of emergingleader.com, caught up with Dr. Arlene Blum for an interview to share Dr. Blum’s passion for the emerging leadersof tomorrow. The following are key questions posed to Dr. Blum and herpersonal responses.

EL: In your book, Annapurna - A Womans’ Place, you reference your strong disagreement that women are not physically capable to make the climbs and lack the emotional stability to withstand the psychological stresses of a high altitude climb. Obviously your point was and continues to be confirmed through results. What strengths do you feel close the gender gap in leadership?

AB: First, we must realize that I made the statement in reference to my earlier experiences in 1969 and it was outrageous then. We are in the year 2000 and an informed, knowledgeable, experienced person could not be credible in thinking or expressing these differences. It is clearly outdated to thinkthat women and men can not equal one another in many areas. I don’t like to make these two issues, physical strength and psychological stresses, big differences. I have seen men become angry in leadership roles and I have seen the same bold reaction in women. I have seen men cry and women cry,both over the same issues and in instances that could be considered roles of a leader. The individual differences are the most important characteristics to follow in leadership.

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Interview with Jack Kahl, Chairman and CEO of Manco, Inc.
by Kris Woods

The following article is based on an interview with Jack Kahl, Chairmanand CEO of Manco, Inc. October 1999. Jack met with Kristin Woods, Editor,emergingleader.com at his office at "Just Imagine Drive, in Avon, Ohio.

The moment you meet Jack Kahl, you are struck by one immediate thought- This man devours information in every thing he does. His knowledge antennae are up, grasping every bit of information as he moves, and he does not sitstill easily.

There is no doubt -Jack Kahl is a life long learner....his education never ceases. He breathes every molecule of air that contains knowledgebut then- he gives it away. It is the very signature of the man and itis his foundation for leadership. 

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Excerpt from Leading from Within
by Dr. Nancy Huber

There are four characteristics of effective leaders which I consider foundational. They are not traits which you are either born with or not. Neither are they attributes that you might acquire by learning more about them. I believe these essential leader characteristics are CHOICES that we make. Exemplary leaders are passionate, authentic, credible, and ethical.

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Excerpt from Ways Women Lead
by Dr. Judy B. Rosner

Women managers who have broken the glass ceiling in medium-sized, non traditional organizations have proven that effective leaders don’t come from one mold. They have demonstrated that using the command-and-control style of managing others, a style generally associated with men in large, traditional organizations, is not the only way to succeed.

The first female executives, because they were breaking new ground, adhered to many of the "rules" of conduct" that spelled success for men. Now a second wave of women is making its way into top management, not by adopting the style and habits that have proved successful for men buy by drawing on the skills and attitudes they developed from their shared experience as women. These second-generation managerial women are drawing on what is unique to their socialization as women and crating a different path to the top. They are seeking and finding opportunities in fast-changing and growing organizations to show that they can achieve results - in a different way. They are succeeding because of - not in spite of - certain characteristics generally considered to be feminine" and inappropriate in leaders.

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The Leader
by Francisco B. S. Magalhaes

The director, manager or supervisor are leaders by delegation of power. Through this power - they initiate action; however, power does not guarantee leadership... for a real leader must learn to recognize the limitations of the real world and try to make possible tomorrow, what seemed impossible yesterday.

For this to happen, he must learn to develop the invisible world of peoples minds and to open the human heart. It is by the actions of followers that leaders are born.

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Excerpt from Emotional Intelligence
by Daniel Goleman

What seems to set apart those at the very top of competitive pursuits from others of roughly equal ability is the degree to which, beginning early in life, they can pursue an arduous practice routine for years and years. And that doggedness depends on emotional traits - enthusiasm and persistence in the face of setbacks - above all else.

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Interview with Arthur Battiste

In the spirit of sharing our lessons learned, Art Battiste has contributed an interview done by a Graduate student who sought to tap into his wealth of experiences and thoughts on leadership. The interview is a great example of "lessons learned" and serves as a great resource for others to learn from or, for those already experienced, serves as a great way to compare and contrast ideas.

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Self-Leadership: Leading Yourself To Personal Excellence
by Christopher P. Neck and Charles C. Manz

This is not an article about the leadership of others. Instead, it is about something more fundamental and more powerful---self-leadership. It is about the leadership that we exercise over ourselves. In fact, we argue that if we ever hope to be effective leaders of others, we must first be effective leaders of ourselves. To better understand the process of self-leadership and how we can improve our capability in this area, we should first explore the meaning of the word "leadership."

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The High Stakes Leadership Trade Off
by Kristin Woods

In order to lead an organization today, you must push your physical and mental endurance to the capping point. You must be willing to accept new ideas, new techniques and think in the abstract. This requires an open mind. And, somewhere along the way all good ideas must be formulated. We may need to think differently, admit to small failures and include others in the decision making process.

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Communication is Paramount
by Jerry M. Bodman, Staff Writer

The art of leadership encompasses many variables; however, this is one constant- communication. To be an effective leader you must be able to communicate your vision, thoughts and ideas in a manner that produces the greatest results. Never has this principle been more evident than in today’s society of e-mail, voice mail and the Internet, where information overload is the norm. Step into any modern office and you will find people busily creating documents or communicating electronically trying to stay abreast of technology and deadlines.

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Notes from "Leadership Endurance" by General Norman Schwarzkopf.

There are great leaders and then there are great men - what a stellar combination when the two are blended in to one dynamic person, General Norman Schwarzkopf is one of the few. So as you can imagine we were ecstatic when we received a letter from a reader who had the pleasure of attending a videoconference entitled "Leadership Endurance" given by General Norman Schwarzkopf. Fortunately for us our reader took notes and we have chosen to share those notes with you to give you the insight our reader found so valuable. Enjoy!

Volunteerism and Leadership: A great partnership.
by Jerry M. Bodman, Staff Writer

Leaders exhibit characteristics such as being proactive, innovative, and visionary that demonstrate the ability to lead their teams on to new and challenging horizons. These characteristics will serve better after being honed through experience and practice. Volunteerism presents an opportunity for leaders to learn and practice skills while helping others. Here is how you as a leader can give and get more from being a volunteer.

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A Different Leadership Yardstick
by Brent Filson

It's a common occurrence, a CEO leads a company to record earnings, retires and in just a couple of years, those once high-flying earnings are dropping like shot ducks. Observers blame the new leadership team. But most likely the observers are wrong. It's not just the new leaders who are screwing up. Instead, it was most likely the former CEO. Yes, the former, supposedly great CEO. Look to him for what went wrong — and what went wrong provides lessons for leaders at all levels.

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