There are many characteristics and qualities that come to mind when I consider the leaders in my life and the influence that they have had on my values, skills and knowledge of what makes an affective leader. In bringing together their various characteristics and qualities, I have a portrait of what an ideal leader can and should be (MoMIL [Mr. Or Mrs. Ideal Leader]).
Characteristics and traits such as honesty and integrity, achievement and dependability, empathy and care instill a sense of respect.
Vision, teaching skills, coaching skills, patience, drive, support, motivation, listener, and a team building; inspire individuals to grow personally and to bring individuals together collectively. In comparing MoMIL to Covey’s principle-centered leader (1991) and Danzig’s nine leadership powers (1998), MoMIL has many similarities. Respect is the first word that comes to mind when thinking about MoMIL [for convenience he / she will be referred to as he]. MoMIL is an honest person, solid family values, likable, and well rounded. MoMIL is a self-made person. Granted that he has grown up with many heroes in his own life and certainly has some innate “positive characteristics” still MoMIL doesn’t settle for where he is at, and he is constantly striving for betterment.
MoMIL would fit into the learned leader category of Maxwell’s four developmental level categories. (1993, p. 1).
I think being a learned leader has added to MoMIL’s respect.
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The old saying ‘heroes are made, not born’ describes the making of leaders and leadership. The exceptional courage, nobility and strength attributes to the main character of a hero that may be brought about by a particular circumstance. Within the circumstance of a leadership referring to a President, the epitome of a hero is may be characterized by a political will or the strong decisiveness in ...
Partly because of the “if he can do it, I can do it too” attitude, and mostly because it allows others to see what a person can make of himself. MoMIL has achieved incredible things in all aspects of his life and still is not resting on his laurels. MoMIL, by putting time and energy into focusing on values, personal goals, and outlook on life, has become a dependable and constantly growing person. MoMIL genuinely cares for himself and in turn MoMIL genuinely cares for each individual; he likes people. He is almost always seen with a smile, always with some words to share or a listening ear, depending on what is needed. (MoMIL is very intuitive in knowing what each individual needs at any given time).
To MoMIL, each individual is not just another piece of the unit, but each individual is a person with their own thoughts, feelings, skill sets and goals, and MoMIL cares about knowing them and helping them in any way he can. MoMIL wants each individual to enjoy and thrive in all situations that life brings. By “walking the talk” he helps show people the importance of a self-vision and personal goals. He works one on one or in group settings, teaching various necessary and applicable skills, but regardless of who the people are or what the topic is, values and goals are always being taught. MoMIL is a teacher, a coach and a whip if need be. He knows what is best for an individual; seemingly better then the individual himself.
He has incredible patience and knows that things take work and time to come to fruition. At the same time he has a drive to make sure these values and goals indeed come to fruition. MoMIL is supportive of individuals and where they are at any given time or day; he knows how to reach them where they are and prod them along a path to betterment. He can motivate with a speech, a well-spoken thought, or just a facial expression, but mostly he motivates with his own passion and hard work.
MoMIL is a listener and one can learn how to listen from watching him. MoMIL searches out constructive feedback and always has an ear open for a new creative idea. He uses all of these traits and characteristics to draw people together and to work collaboratively and build a team. In comparing MoMIL to Covey’s principle-centered leader (1991) and Danzig’s nine leadership powers (1998), MoMIL has many similarities. Stephen Covey lists eight characteristics of people whom he labeled ” principle-centered” leaders. Covey emphasized the importance of personal and professional relationships in order to create, as MoMIL does, a well-rounded, rewarding, and effective life.
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Continually learning and growing, a sense of responsibility and service, radiating positive energy, believing in the unseen potential of people, leading a balanced life, savoring life, synergistic, and exercise for self-renewal, all of these describe MoMIL. The only emphasis that need be added is while again MoMIL is synergistic and believes in collaboration and working together, Covey’s definition of the whole equaling more then the sum of the parts leaves out Momil firm belief in an almost unending potential in each individual. (1991, p. 3, 4).
Danzig lists nine innate leadership powers: quality, innovation, inspiration, perseverance, passion, character, charisma, energy, and enthusiasm. These, like Covey’s characteristics well describe MoMIL.
The only differences being charisma, if one first met MoMIL they may think that “he is very nice guy”, it is only after seeing and experiencing MoMIL day to day, and being affected by his energy, values, and ideas that one then calls him charismatic. (1998, p. xix i).
MoMIL, the compilation of the leaders in my life, has earned a great respect from those he comes into contact with. Those who have been under his leadership have been built-up as a strong unified collection of team-members and individually as better people. MoMIL, again, a constant example of what a dedicated, thoughtful, and striving person can become and continue to become.
MoMIL compares very similarly to the leadership qualities of Covey (1991) and Danzig (1998), which is no surprise to those who know MoMIL, because those who know him have their own living guide to leadership. References: Covey, Stephen. (1991).
Principle Centered Leadership. New York, NY: Simon and Schuster. Danzig, R.
(1998).
The Leader Within You. Hollywood, FL: Lifetime Books, Inc. Maxwell, J.
(1993).
Developing the Leader Within You. Nashville, TN: Thomas Nelson Publisher. References: Covey, Stephen.
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Leadership Training The great leaders have an inbred sense of style. They just know what situation requires what response. But not everyone has that inbred sense. I work for a Law Firm of comparable size for the county it is located in. My firm is listed as a Top 100 Firm in the Philadelphia area. We have 3 comparatively sized offices and 3 satellite offices. They are many types of leaders in my ...
(1991).
Principle Centered Leadership. New York, NY: Simon and Schuster. Danzig, R. (1998).
The Leader Within You.
Hollywood, FL: Lifetime Books, Inc. Maxwell, J. (1993).
Developing the Leader Within You. Nashville, TN: Thomas Nelson Publisher.
