IMPROVING AS A LEADER
According to the new business management model, the key to improving as a leader is to establish key indicators of performance, track those indi-cators, and develop actions to improve. Quality leaders tend to apply what they say about quality to what they do.
The LEAP identified three "transformational leadership behavioral dimensions" and six "leadership qualities" as the most important attri-butes a candidate for management must have in a people-first work envi-ronment. The dimensions are:
1. Charismatic leadership.Charisma derives from an ability to see what is really important and to transmit a sense of mission to others. it is found in people throughout business organizations and is one of the elements .that separates an ordinary manager from a true leader.
2. Individuaî consideration. Managers who practice the individualized consideration concept of transformational leadership treat each sub-ordinate as an individual and serve as coaches and teachers through delegation and learning opportunities.
3. Intellectual stimuîation.Leaders perceived as using intellectual stim-ulation successfully are those \vho encourage others to look at prob-lems in new ways, rethink ideas, and use problem-solving techniques.
The leadership requirements are:
1. Courage. A courageous leader stands up for unpopular ideas, does not avoid confrontations, gives negative feedback to subordinates and su-periors when appropriate, has confidence in his or her own capability, desires to act independently, and does the right thing for the company or subordinates in spite of personaî hardship or sacrifice.
2. Dependability.A dependable leader follovvs through, keeps commit-ments, meets deadlines, takes and accepts responsibility for actions, admits mistakes to superiors, works effectively wîth îittle or no con-tact with a supervisor, and keeps a supervisor informed on progress.
3. Fîexibility. A flexible leader functions effectively in a changing en-vironment, provides stability, remains objective when confronted with many responsibilities at önce, handles several problems si-multaneously, focuses on critical items, and changes course when required.
4. Integrity.A leader with integrity adheres to a code of business ethics and moral values, behaves in a manner that is consistent with the corporate climate and professional responsibility, does not abuse man-agenıent privilege, gains trust/respect, and serves as a role model in support of corporate policies, professional ethics, and corporate culture.
5. Judgment.A leader with judgment uses logical and intellectual dis-cernment to reach sound evaluations of alternative actions, bases de-cisions on logical and factual information and consideration of human factors, knows his or her own authority and is careful not to exceed it, uses past experiences and information to gain perspective on present decisions, and makes objective evaluations.
6. Respect for others.A leader with respect for others honors rather than belittles the opinions or work of others, regardless of their status or position in the organization, and demonstrates a belief in each indi-vidual's vaîue regardless of each individual's background.
Corning's criteria for leadership
To be a leader, one must:
1. Believe in and live the corporate values.
2. Develop and communicate a rallying vision.
3. Be a strategic thinker.
4. Be a risk taker.
5. Have a proven track record.
6. Be a catalvst for change.
7. Earn the trust of the organization.
8. Be a listener and an enabler.