Ak1ICLL 1

Dont Shy Away Irom Mak|ng Dec|s|ons

8y kamon Greenwood
LINk 1C 1nL Ak1ICLL
hLLp//wwwleadershlparLlclesneL/ArLlcle/uonLShyAwaylromMaklngueclslons/83830
kLVILW ICk 1nL Ak1CLL
ln Lhls arLlcle we learn as how a good declslonmaklng ls necessary for organlzaLlons Lo succeed All declslonmaklng
encompasses some degree of lrrevocablllLy ueclslon maklng lnvolves loLs of dlscusslon wlLhln Lhe grouplL acLs llke a
breedlng ground for confllcL lL's noL necessary LhaL Lhe leader llsLens Lo everyone and Lake sLep whaL hls group
members wanL hlm Lo Lake lL depends upon Lhe klnd of leader Lhe group ls under Leader can follow dlfferenL
leadershlp sLyles such as auLocraLlc democraLlc eLc As an lndlvldual lnfluence on declslon maklng ls concerned we
can focus upon hls comforL for rlsk cognlLlve sLyle personallLy lnLulLlon and creaLlvlLy lndlvldual dlffer ln Lerms of
Lhelr wllllngness Lo Lake rlsk Some people experlence rlsk averslon Managers musL use boLh Lhelr loglc and
creaLlvlLy Lo make effecLlve declslons use of lnLulLlon ls used exLenslvely by senlor managers Lo evaluaLe declslons
made more raLlonally 1he organlzaLlon envlronmenL ln whlch people work can elLher supporL creaLlvlLy or lmpede
creaLlve efforLs
Soclal declslon scheme can predlcL a group declslon as much as 80 percenL of Lhe Llme WlLh group declslon maklng
more knowledge and lnformaLlon Lhrough Lhe poollng of group member resources can be seen 1here ls an lncrease
ln accepLance of and commlLmenL Lo declslon 8uL lL was leads Lo pressure wlLhln Lhe group by one forceful member
or domlnanL cllque who may ramrod Lhe declslon SubsLanLlal emplrlcal research lndlcaLes LhaL effecLlvely maklng
LhaL deLermlnaLlon depends on Lhe Lype of Lask lnvolved 1here are llmlLs of group declslon maklng llke groupLhlnk
and group polarlzaLlon
Croup leaders can prevenL groupLhlnk and polarlzaLlon by
1 encouraglng members Lo ralse ob[ecLlons and concerns
2 refralnlng from sLaLlng Lhelr preferences aL Lhe onseL of Lhe groups acLlvlLles
3 allowlng Lhe group Lo be lndependenLly evaluaLed by a separaLe group wlLh a dlfferenL leader
4 spllLLlng Lhe group lnLo subgroups each wlLh dlfferenL chalrpersons Lo separaLely generaLe alLernaLlves
Lhen brlnglng Lhe subgroups LogeLher Lo hammer ouL dlfferences
3 allowlng group members Lo geL feedback on Lhe groups declslons from Lhelr own consLlLuenLs
6 seeklng lnpuL from experLs ouLslde Lhe group
7 asslgnlng one or more members Lo play Lhe role of Lhe devlls advocaLe
8 requlrlng Lhe group Lo develop mulLlple scenarlos of evenLs upon whlch Lhey are acLlng and conLlngencles
for each scenarlo and
9 Calllng a meeLlng afLer a declslon consensus ls reached ln whlch all group members are expecLed Lo crlLlcally
revlew Lhe declslon before flnal approval ls glven
We musL break ma[or lssues lnLo smaller parLs and Lhen Lake a declslon 1ake Lhe parLs one aL a Llme solve Lhem ln
sequence 8efore maklng any declslon a deLalled knowledge abouL Lhe case or lssue ls necessary llnally check all
declslons agalnsL your own seL of values



Ak1ICLL 2
1he Iocus of Leadersh|p

8y M|chae| Mck|nney

LINk 1C 1nL Ak1ICLL

http]]www|eadersh|pnowcom]serv|cehtm|

kLVILW CI 1nL Ak1ICLL

1he arLlcle Lalks abouL an Amerlcan newspaper commenLaLor WalLer Llppmann who deflned leaders as Lhe
cusLodlans of a naLlons ldeals Lhe bellefs lL cherlshes of lLs permanenL hopes of Lhe falLh whlch makes a naLlon ouL
of a mere aggregaLlon of lndlvlduals

ln Lhls arLlcle we have learnL abouL servlce over selflnLeresL leadershlp ls everyone's buslness undersLandlng
CusLodlal Leadershlp WhaL ls sLewardshlp Leadershlps llrm loundaLlon 1he wrlLer Lalks abouL leaders who have
soughL servlce over selflnLeresLhave been held ln hlgh regard We gladly look Lo Lhem for dlrecLlon and guldance
ln Llmes of lndeclslon Lurmoll and Lrouble by clLlng example of 8oman leader ClnclnnaLus and Amerlcas flrsL
resldenL Ceorge WashlngLon boLh of Lhem provlded and emphaslzed on cusLodlal leadershlp
1rue leadershlp ls and has always been a selfless acLlon lL lnvolves Laklng yourself ouL of Lhe plcLure and conslderlng
Lhe needs of oLhers 8y leadershlp we are noL only lmpacLed buL are also called upon Lo exerclse lL CbservanL
pollLlcal Lhlnkers of all Llme nlccol Machlavelll has also Lalked abouL cusLodlanshlp ln hls wrlLlngs A good leader ln
oLher words was a sLeward of Lhe communlLy
ln conLrasL Lo Lhe appolnLed head or chlef of an admlnlsLraLlve unlL a leader emerges wlLhln Lhe conLexL of Lhe
lofotmol otqoolzotloo LhaL underlles Lhe formal sLrucLure 1he lnformal organlzaLlon expresses Lhe personal
ob[ecLlves and goals of Lhe lndlvldual membershlp 1helr ob[ecLlves and goals may or may noL colnclde wlLh Lhose of
Lhe formal organlzaLlon 1he lnformal organlzaLlon represenLs an exLenslon of Lhe soclal sLrucLures LhaL generally
characLerlze human llfe Lhe sponLaneous emergence of groups and organlzaLlons as ends ln Lhemselves
ln Lhls wrlLlng a cusLodlan or sLeward performs Lhe Lask of waLchlng over LhaL whlch ls placed ln Lhelr LrusL by Lhe
one who owns lL or for Lhose who wlll beneflL by lL lL ls a servlce performed for oLhers lL ls noL abouL ownershlp or
conLrol lL ls who Lhe leader ls lL ls an aLLlLudea sLaLe of belnga way of looklng aL Lhe world lL ls a componenL of
leadershlp LhaL leaders were noL lnLended Lo funcLlon wlLhouL lL means noL only malnLalnlng Lhe vlslon of and falLh
ln Lhose ldeals bellefs and hopes buL llvlng Lhose values as a model and example for oLhers Lo follow lL means
ralslng Lhe slghLs and holdlng Lhe focus of Lhose we lead such LhaL Lhey are empowered Lo reach Lhelr poLenLlals 1he
leader musL grasp Lhe larger plcLure aL all Llmes and hold Lhe course for Lhe beneflL of all

1he meanlng of Lrue leadershlp has been deflned as one who Lakes lnLo conslderaLlon an lndlvlduals freedom
cholce accounLablllLy or responslblllLy lL promoLes a selfleadershlp envlronmenL where all are empowered and
worklng Loward Lhe good of Lhe whole because lL ls ln Lhe besL lnLeresL of all lL glves LhoughL Lo Lhe crlLlcallLy LhaL
lles ln leadershlp process and lLs success from where Lhose values come from LhaL deLermlnes Lhose boundarles
ArLlcle sLresses on Lhe need for lnLegrlLy Lo an ouLslde core of values ln Lhe performance of proper leadershlp


Ak1ICLL 3
1he Men beh|nd the Guns of 8us|ness

8y k|chard W Sears

LINk 1C 1nL Ak1ICLL

http]]www|eadersh|pnowcom]searshtm|

kLVILW CI 1nL Ak1ICLL

1he arLlcle Lalks abouL selecLlng your subordlnaLes carefully and aL Lhe rlghL Llme 1hls aLLlLude Loward employees l
belleve underlles Lhe success of a large number of blg buslnesses lL glves suggesLlon as Lo whaL klnd of employees
should be selecLed lL says lL ls far beLLer Lo selecL an employee when young and sLarL hlm aL $10 a week educaLe
and develop hlm Lhan Lo LransplanL a man from some oLher buslness and puL hlm lnLo a poslLlon over Lhe heads of
old employees Pavlng selecLed an employee glve hlm a chance and a Lhorough Lrlal and ascerLaln whaL he can do
and [usL whaL hls llmlLs are ln Lhls wan only can be deLermlned wheLher he ls a flL employee or noL Clve Lhls
employee a wlde laLlLude and dlscreLlon over llLLle Lhlngs and observe Lhe resulLs over a conslderable perlod of Llme

Maklng mlsLakes helps people Lo grow Any manager/employer musL encourage hls employees Lo Lake rlsk and make
mlsLakes by Lhls way he wlll galn knowledge abouL Lhe work and nexL he wlll be more careful whlle carrylng ouL Lhe
parLlcular Lask no man can learn crack shoLs ln one go 1he employer should sLand Lhe expense of Lhe experlmenLs
made by a new man who shows ablllLy lL wlll pay ln Lhe long run 1he greaL advanLage of Lhls meLhod ls LhaL lL
lnsplres ln Lhe employee confldence ln hlmself wlLhouL whlch he can make no success for hlmself or for hls flrm lL
lnsplres Lhe employee Lo culLlvaLe quallLy ln hls/her Lask and glve creaLlve and useful lnpuL Lo Lhe organlzaLlon A
successful manager ls one who helps someone who ls new Lo a role or who has been sLruggllng lnLo becomlng a
producLlve confldenL person 1here's a klnd of saLlsfacLlon ln helplng someone flgure ouL how Lo be successful LhaL
doesn'L come from many oLher llvlng experlences CreaL mangers love seelng Lhls happen on Lhelr Leams

1he arLlcle Lalks abouL galnlng loyalLy of employees Lo show Lhem from Lhe sLarL LhaL Lhey wlll be allowed Lo make
Lhe mosL of Lhemselves 1he maLLer of success should be puL up Lhe prlde of Lhe lndlvldual 8uL Loo many
lnsLrucLlons Lo employees are ofLen faLal lL ls recommended noL Lo be Loo speclflc such an aLLlLude makes a man
lnLo a machlne as Lhls wlll hamper Lhe employees' creaLlvlLy and besL of hls ablllLy 8uL Lo look afLer flrm has Lo make
some buslness and personal pollcles Lo look afLer conducL of each lndlvldual 1o develop loyalLy among your sLaff
you bulld up a bank of good wlll caplLal you can spend when necessary such as when Lhose lmposslble
deadllnes loom and you have Lo ask for exLra efforL 8y llrsL Measure Lmployee LngagemenL ldenLlfylng WhaL
Lmployees Llke Pelplng Lmployees See Lhe 8lg lcLure uslng 1ralnlng Lo lncrease Confldence LsLabllshlng
MenLorlng rograms 8ulldlng a SupporLlve LnvlronmenL romoLlng 1eam 8ulldlng 8ecognlzlng Lmployee
ConLrlbuLlons and lasL buL noL Lhe leasL uslng 1echnology Lo Manage Lmployee LngagemenL are some of Lhe ways Lo
lncrease employee loyalLy

Pere we come across how Lo reward employees of Lhe organlzaLlon Whlch meLhod should be adopLed wheLher he
should be verbally belng pralsed or a promoLlon or a hlke ln salary whlch should be adopLed? 1hls meLhod of
handllng subordlnaLes accompllshes all Lhe usual resulLs of Lhe mosL hlghly developed sysLem of chooslng Lralnlng
and reLalnlng employees lL Lrles Lhem ouL Lhoroughly lL flnds Lhe rlghL man for Lhe rlghL place and Lhe rlghL place
for Lhe rlghL man