ACC Chapters: Promoting quality through leadership, education, and advocacy at the local level. Page ContentWhat is Leadership?  Simply put, leadership is ablity to motivate a group of people toward a common goal.  One measurement of leadership is influence.
Below please find an introduction to the concious act and mallable skill set of leadership. LEARNING HOW TO LEADWhile a given person can be born with leadership capabilities, every person aspiring to be a leader needs proper training and tools.  Leadeship training is fundemental to organizational and personal success. The final test of a leader is that he leaves behind him in other men the conviction and will to carry on.
An empowered organization is one in which individuals have the knowledge, skill, desire, and opportunity to personally succeed in a way that leads to collective organizational success. There is no such thing as a perfect leader either in the past or present, in China or elsewhere.
Most of what we call management consists of making it difficult for people to get their jobs done.
Whoever is careless with the truth in small matters cannot be trusted with the important matters. The significant problems we face cannot be solved at the same level of thinking we were at when we created them. Every organization must be prepared to abandon everything it does to survive in the future. Although good leaders use all three styles, with one of them normally dominant, bad leaders tend to stick with one style.


As the leader, you must work through understanding where you should be on this continuum at all times.  For more information, please click here. Abilities or competencies are the knowledge, skills, and attitudes that the individuals presently have that allow them to perform their jobs. General Cognitive Ability -- This can be thought of as intelligence, which is linked to biology, rather than experience [2]. Crystallized Cognitive Ability -- This is the intellectual ability that is learned or acquired over time.
Motivation -- This is the performer's willingness to tackle problems, exert their influence, and advance the overall human good and value of the organization. Personality -- These are any characteristics (traits?) that help the performers to cope with complex organizational situations.
Problem-Solving Skills -- These are the performers' creative abilities to solve unusual and normally ill-defined organizational problems. Knowledge - This is the accumulation of information and the mental structures used to organize that information (schema).
Professional Skills and Knowledge -- These are the knowledge and skills that are critical for producing key outputs. If there is one, he is only pretending, like a pig inserting scallions into its nose in an effort to look like an elephant.
The patterns of relationships and the capacities to form them are more important than tasks, functions, roles, and positions. The capabilities that the organization chooses are initially determined through the selection process.


While the Army conducts general entrance exams to measure the intelligence levels of new recruits, the civilian world generally relies on other means, such as the applicant's educational grade level to make a very rough guess on his or her intelligence [3]. In most adults, this cognitive ability continuously grows and does not normally fall unless some sort of mental disease or illness sets in.
Knowledge results from developing an assortment of complex schemata for learning and organizing data (knowledge structure). If you understand someone's competency, you will understand their role better.  If you are assessing yourself, you understand your development needs better and what you need to focus on to improve in your role.
The first attribute, General Cognitive Ability, is the only one that normally remains consistently stable over a person's life time.
The majority of organizations will have no real means to distinguish between General Cognitive Ability and Crystallized Cognitive Ability since they normally only use very rough measures to get some idea of a persons intelligence level (and even these do not normally come close). One of the reasons that attributes are kept separate from competencies, is that competencies are normally trained as they can be used immediately upon the learner returning to the job, while attributes normally fall under development in that while they help the learner to grow, they normally take longer to make a positive impact on the organization. Lippmann The leader has to be practical and a realist, yet must talk the language of the visionary and the idealist. However, it can be compensated for by the second attribute, Crystallized Cognitive Ability.



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Characteristics of effective leadership for 21st century


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