This video (link here) is from a conversation between Peter Koestenbaum and Joe Lafferty in Dallas Texas in November 2011.
If you would like any further information on how you can apply the Leadership Diamond™, to transform your leadership, please contact Peter here, or Joe here. Leadership formation steps back from the grandiosity and the hubris of the Messiah discourse, which aims at the transformation of organisations and followers. The majority of people complain that there isn’t any site where they can educate themselves on the best technique for personal development.
Behaving Ethically, by: learning about the ethical issues and concerns that impact on your business sector.
Thinking Strategically, by: learning and understanding how the different functions, physical divisions. Supporting Corporate Goals, by: helping to create and communicate a vision which can be understood and supported by people at all levels.
Communicating Effectively, by: being responsive to messages and signals from the internal and external environments.
Gathering Information, by: establishing multiple channels and networks which generate a constant flow of information, from within and outside the organization.
Developing Effective Teams, by: appreciating the contribution of others, at all levels in the organization. Behaving Assertively, by: understanding and responding to personal roles and responsibilities.
Concentrating On Results, by: contributing to the establishment of an organizational culture that demands high standards and high levels of performance. Presenting a Positive Image, by: adopting a leading role in initiating action and decision-making. About the author: CJ Williams is a tutor and management consultant currently working with Brighton School of Business and Management in the UK, specialising in Business and Management courses taught via distance learning. Can someone guide me to get in touch with a Coach who can guide through on Corporate ethics and Developing leadership traits. Better you join some national party and follow the instruction of the leader of the party, be remain with him, and act as per his advise and action, in a few years you will become leader of that party.
Begin with the end in mind.   What qualities do people generally admire or demand in their leaders?  Plan your work and work your plan to develop those qualities within yourself. Leadership consists of opposing strengths, and most leaders have a natural tendency to overdevelop one at the expense of its counterpart. Perhaps the focus on overdoing hasn’t been as sharp because its problematic aspects are not immediately obvious — after all, leaders often must go to extremes to meet tough challenges.
The lack of balance in leadership, which is linked to the idea of overdoing and is well known to individual managers, has also not fully registered in the practice of management. The Real Lessons From Kodak’s DeclineThe key lessons from Kodak’s failure to adapt to digital disruption aren’t what you think they are.
Lessons from Kunduz: Prevent Disaster by Paying Attention to the Little PictureOrganizations that fail to heed their vulnerabilities are more likely encounter catastrophes. Managing Tensions Between New and Existing Business ModelsStaying competitive may mean exploring new business models — but watch out for internal tensions.
Building organizational trust is different from building interpersonal trust — and less intuitive. Executives are increasingly recognizing the value of social business to their organizations. Peter, a former Professor in Philosophy, became a leadership educator and executive coach some 15+ years ago, seeking to apply his learning and ideas ‘Philosophy in Business’ practically to help leaders at all levels enhance their capacity to lead.
And as a consequence they end up either undermining themselves or giving up on it very easily. But at last here is a place where they can get informed with everything that they ever wished to discover about this topic.


Making effective use of communication channels from and to all levels within the organization. Ensuring that individuals and teams are kept informed of plans, developments and issues that'll affect them. The style and the layout of the page are so refreshing that you’ll be happy to browse through the complete site.
There are a lot of good points on information in that book if you want to be a successful leader. COPAHNI invited him to a special leadership seminar in New England that was attended by 2000 participants. Although it is generally acknowledged that effective leaders must possess a number of sometimes seemingly contradictory qualities and skill sets, the idea that a strength taken to an extreme can be a weakness does not seem to have registered fully in the practice of management.1 The notion that inadequate performance results from underdoing any of the requisite skills — delegating, giving direction, communicating, cooperating with peers and so forth — is well established and reflected in most formal systems designed to assess managers for selection or development.
It is difficult to draw the line, however, between making the serious effort required to get things done and going too far.2 A problem commonly seen in recently promoted senior executives, for example, is their difficulty in adjusting their skill sets to the requirements of their higher-level jobs. When presented with two opposing approaches, people in general have a tendency to polarize, placing a high value on the approach in which they have greater faith and competence while overlooking or demeaning the value of the other.
The concept that overused strengths can become weaknesses is not entirely absent from the field of leadership assessment, though it is rarely reflected in the design of standard tools. Research on derailment has shown that the strengths that propel managers up the corporate ladder can become liabilities. Prior studies of this basic distinction, by whatever name, have shown either a negligible or, most often, a sizable positive correlation between the assertive, task-oriented side and the participative, people-oriented side of leadership.
We fully recognize that so-called “contingency theorists” have considered the idea of versatility since the 1960s. The three nonversatile patterns — lopsided toward forceful, lopsided toward enabling, and disengaged — correspond to the three basic leadership styles identified in Kurt Lewin’s seminal research from the 1930s — authoritarian, democratic and laissez-faire; see K.
For a recent description of the changes in perspective and values required when advancing upward in the management hierarchy, see R.
Since understanding the best tactics i sn’t a grueling task, we should understand that they need not give up on it easily and on the contrary understand the best tactics for the matter in hand. Considering the ethical issues and implications of all personal actions and organizational activity. Giving visible personal support to the strategic direction and specific goals set by the organization. But leaders who work to guard against such lopsidedness can increase their versatility and their impact. However, the idea that performance problems can just as easily spring from taking a given behavior to an extreme has received far less attention. What had, in their previous positions, been a seemingly inoffensive, even useful, tendency to get heavily involved in operational detail can become a big liability in their new roles, resulting in the misallocation of time and attention away from strategic considerations or getting in the way of direct reports’ ability to do their jobs.
When considered, it tends to be treated as an afterthought rather than integral to the design of the measure. Bass, “Bass and Stogdill’s Handbook of Leadership: Theory, Research, and Managerial Applications,” 3rd ed. Shipper, “Mastery and Frequency of Managerial Behaviors Relative to Sub-Unit Effectiveness,” Human Relations 44, no. These theorists argued that the most effective leadership behavior depended on circumstantial factors. Blatt, “The Destructiveness of Perfectionism: Implications for the Treatment of Depression,” American Psychologist 50, no.
Understanding, that are need to successfully lead an organization in today’s complex and fast-changing world. In organizations of all sizes and in all sectors, public and private, these characteristics are key to effective leadership. Providing personal support for the implementation and maintenance of development activities for individuals and teams at all levels.


Planning and scheduling personal work and the work of others in ways which make best use of available resources. Still, even in executive positions there are situations that require the individual to get deeply involved. They may be too task-oriented and not sufficiently people-oriented, too tough and not responsive enough to people’s needs, too big-picture-oriented with not enough emphasis on planning and follow-through. For instance, some instruments provide prescriptions for leadership development by comparing ratings of “how often” the manager does a particular thing to an “ideal amount” that is estimated using a statistical formula. Kaiser, “The Turbulence Within: How Sensitivities Throw Off Performance in Executives,” in “Leading in Turbulent Times,” eds. Theory X managers, who believe that people are motivated to do just enough to get by and are basically lazy, tend to be too forceful and do not enable enough. Leadership exists all around us, but so much of it present goes unnoticed and it uncherished, at the expense of organisational success and social well-being. Resisting pressures from the organization or its partners to achieve objectives by unethical means.
The size of the organization, the business sector, whether public or private, is of no consequence. For senior managers, then, effectiveness hinges on the ability to appropriately gear their leadership qualities and skills to the circumstances at hand. Using other instruments, respondents rate how often the manager engages in a number of specific behaviors, indicating whether the manager should do more, less or the same amount of each of several sets of behaviors — not each specific behavior. White, “Patterns of Aggressive Behavior in Experimentally Created Social Climates,” Journal of Social Psychology 10 (1939): 271–301.
Believing that people are basically motivated to work hard and will do so if given the right conditions, Theory Y managers are inclined to be too enabling and not forceful enough.
Selecting personal communication styles that are appropriate to the different situations and audiences. Considering the impact of the decision on all stakeholders, at all levels, before approving implementation. The leaders of all organizations should be role models for others, be visible champions of high standards of professional and ethical behavior, be leaders who others in their organizations can be proud of. White, “Mastery, Frequency and Interaction of Managerial Behaviors Relative to Subunit Effectiveness,” Human Relations 52, no.
For a quantitative review of more than 200 primary studies that examined the correlations between these two dimensions of leader behavior, refer to R.F. These patterns also correspond to the three counterproductive interpersonal orientations that Karen Horney, the psychoanalytic theorist, formulated. Understanding how the strategic objectives are influenced by all the current and forecast influences that'll impact on the organization. McCauley, “The Dynamics of Management Derailment” (Greensboro, North Carolina: Center for Creative Leadership, 1988). What she called “moving against others” corresponds roughly to forceful, “moving toward others” to enabling and “moving away from others” to disengaged; see K. Understanding that the operational objectives and targets must be in line with and support the strategic objectives of the organization. Ilies, “The Ohio State Studies: Consideration and Initiating Structure Revisited” (presentation at the 17th Annual Conference of the Society for Industrial and Organizational Psychology, Orlando, Florida, April 11–13, 2003). Both reviews concluded that a strong and positive relationship exists between the two, and both acknowledge that this is inconsistent with how the two dimensions are conceptualized. Being demonstrated in behavior and actions, business leaders will be more effective and more successful.



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