“Lead yourself, lead your peers, employ good people, and free them to do the same. All else is trivia.”

Dee Hock


Leadership and how the leader behaves makes the difference between “good enough” and “outstanding performance”.

A key role of the Leader is to create an environment which encourages engagement, ownership and a desire for outstanding performance and continuous improvement.

How many Leaders really aim for an effective and creative relationship with the ‘led’ or their followership? How many Leaders understand the concepts of Servant Leadership?

A leader is best when people barely know he exists, not so good when people obey and acclaim him, worse when they despise him....But of a good leader who talks little when his work is done, his aim fulfilled, they will say, "We did it ourselves."
Lao Tzu

What can be done to deliver more effective leadership?

“Do this and don’t do that” approaches to leadership are consistent with a view of organisations as rational mechanisms subject to command and control. Character trait approaches to leadership reflect a view that the personal qualities of leaders are paramount. In our view these are not enough. The “leadership framework” we offer reflects our perspective that organisations are organic and dynamic expressions of complex relationships. It is intended to stimulate thought and enquiry e.g. questioning assumptions and asking “what’s missing”.

Questions to get started

  • How can I find time to reflect more?
  • What are my own assumptions about the leadership context?
  • How can I increase my self awareness?
  • How can I find out what my staff need to perform better?
  • How can I find out if my “measures” help or hinder improving performance?
© Transition Partnerships 2005
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