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I Think they are four factors
Providing Personal Support – Helping people value themselves and their work, so that they can develop a sense of self-worth.
Encouraging Teamwork ("Interaction Facilitation") – Encouraging people to establish close, collaborative, successful working relationships with one another
Focusing on Goals ("Goal Emphasis") – Inspiring people to feel enthusiastic about and committed to shared goals, and motivating them to want to perform well
Helping People Work Effectively ("Work Facilitation") – Helping people meet goals by supporting them, and by providing resources, materials, or knowledge
I would say there are in actual four factors :
1) Acts of humility, such as learning from criticism and admitting mistakes);
2) Empowering followers to learn and develop;
3) Acts of courage, such as taking personal risks for the greater good; and
4) Holding employees responsible for results — they were more likely to report feeling included in their work teams.
1. expression of values : In ethics, value denotes the degree of importance of some thing or action, with the aim of determining what actions are best to do or what way is best to live (deontology), or to describe the significance of different actions (axiology). It may be described as treating actions themselves as abstract objects, putting value to them. It deals with right conduct and good life, in the sense that a highly, or at least relatively highly, valuable action may be regarded as ethically "good" (adjective sense), and an action of low, or at least relatively low, value may be regarded as "bad".[citation needed] What makes an action valuable may in turn depend on the ethic values of the objects it increases, decreases or alters. An object with "ethic value" may be termed an "ethic or philosophic good" (noun sense).
Values can be defined as broad preferences concerning appropriate courses of action or outcomes. As such, values reflect a person's sense of right and wrong or what "ought" to be. "Equal rights for all", "Excellence deserves admiration", and "People should be treated with respect and dignity" are representative of values. Values tend to influence attitudes and behavior. Types of values include ethical/moral values, doctrinal/ideological (religious, political) values, social values, and aesthetic values. It is debated whether some values that are not clearly physiologically determined, such as altruism, are intrinsic, and whether some, such as acquisitiveness, should be classified as vices or virtues.
2. professional competence : Competence is the ability of an individual to do a job properly. A competency is a set of defined behaviors that provide a structured guide enabling the identification, evaluation and development of the behaviors in individual employees. The term "competence" first appeared in an article authored by R.W. White in 1959 as a concept for performance motivation. In 1970, Craig C. Lundberg defined the concept in "Planning the Executive Development Program". The term gained traction when in 1973, David McClelland wrote a seminal paper entitled, "Testing for Competence Rather Than for Intelligence". It has since been popularized by Richard Boyatzis and many others, such as T.F. Gilbert (1978) who used the concept in relationship to performance improvement. Its use varies widely, which leads to considerable misunderstanding. Competence has appeared in varied countries and varied scientific contexts with different meanings (Klarsfeld, 2000).
Some scholars see "competence" as a combination of practical and theoretical knowledge, cognitive skills, behavior and values used to improve performance; or as the state or quality of being adequately or well qualified, having the ability to perform a specific role. For instance, management competency might include systems thinking and emotional intelligence, and skills in influence and negotiation.
Competency is also used as a more general description of the requirements of human beings in organizations and communities.
Competence Hierarchy [1]
Competency is sometimes thought of as being shown in action in a situation and context that might be different the next time a person has to act. In emergencies, competent people may react to a situation following behaviors they have previously found to succeed. To be competent a person would need to be able to interpret the situation in the context and to have a repertoire of possible actions to take and have trained in the possible actions in the repertoire, if this is relevant. Regardless of training, competency would grow through experience and the extent of an individual to learn and adapt.
Competency has different meanings, and remains one of the most diffuse terms in the management development sector, and the organizational and occupational literature.[2]
Competencies are also what people need to be successful in their jobs. Job competencies are not the same as job task. Competencies include all the related knowledge, skills, abilities, and attributes that form a person’s job. This set of context-specific qualities is correlated with superior job performance and can be used as a standard against which to measure job performance as well as to develop, recruit, and hire employees.
Competencies and competency models may be applicable to all employees in an organization or they may be position specific. Identifying employee competencies can contribute to improved organizational performance. They are most effective if they meet several critical standards, including linkage to, and leverage within an organization’s human resource system
Core competencies differentiate an organization from its competition and create a company’s competitive advantage in the marketplace. An organizational core competency is its strategic strength.
Competencies provide organizations with a way to define in behavioral terms what it is that people need to do to produce the results that the organization desires, in a way that is in keep with its culture. By having competencies defined in the organization, it allows employees to know what they need to be productive. When properly defined, competencies, allows organizations to evaluate the extent to which behaviors employees are demonstrating and where they may be lacking. For competencies where employees are lacking, they can learn. This will allow organizations to know potentially what resources they may need to help the employee develop and learn those competencies. Competencies can distinguish and differentiate your organization from your competitors. While two organizations may be alike in financial results, the way in which the results were achieve could be different based on the competencies that fit their particular strategy and organizational culture. Lastly, competencies can provide a structured model that can be used to integrate management practices throughout the organization. Competencies that align their recruiting, performance management, training and development and reward practices to reinforce key behaviors that the organization values.
3. nature of their social network : A social network is a social structure made up of a set of social actors (such as individuals or organizations), sets of dyadic ties, and other social interactions between actors. The social network perspective provides a set of methods for analyzing the structure of whole social entities as well as a variety of theories explaining the patterns observed in these structures.[1] The study of these structures uses social network analysis to identify local and global patterns, locate influential entities, and examine network dynamics.
Social networks and the analysis of them is an inherently interdisciplinary academic field which emerged from social psychology, sociology, statistics, and graph theory. Georg Simmel authored early structural theories in sociology emphasizing the dynamics of triads and "web of group affiliations".[2] Jacob Moreno is credited with developing the first sociograms in the 1930s to study interpersonal relationships. These approaches were mathematically formalized in the 1950s and theories and methods of social networks became pervasive in the social and behavioral sciences by the 1980s.[1][3] Social network analysis is now one of the major paradigms in contemporary sociology, and is also employed in a number of other social and formal sciences. Together with other complex networks, it forms part of the nascent field of network science.[4][5]
Opinion leaders are individuals who obtain more media coverage than others and are especially educated on a certain issue. They seek the acceptance of others and are especially motivated to enhance their social status.[11] In the jargon of public relations, they are called thought leaders.
Thanks
In my opinion:
Regards
Empowering followers and developing their capabilities;
Self confidence and continuous learning;
Investing in people relationship
From my experience, i can say that the top ranked manager/leader he must be qualified with the five following factors:
1. Respectability & seriously (coaching and mentoring, encouraging, appreciating and disciplining).
2. self-motivator and self-confidence (intelligence, valuable decision-making & solving issues)
3. Meeting sales goals and increasing profits.
4. deliver wow customer service (time, knowledge, attitude, quality, atmosphere, etc...) = Maximize sales+ Brand bright image
5. Good organizational skills and the ability to multitask
* Dealing with customer service comments, issues such as queries and complaints (the customer isn't always right, but most of the time they are)
* Proven ability to hire, select and train the right candidates
* Finance & banking operations
* Organizing Rota's and holidays, vacations and etc…
* Overseeing stock control and receiving orders.
*sales target planning and motivation for sale.
* Demonstrated ability to motivate and lead employees.
* Results in driven approach.
* Controlling and monitoring store operations (Finance operations, visual & merchandise standards, determined and manage stocktake & inventory, following the co. SOP).
* Ensuring that all the daily, weekly, monthly & yearly reports are completed and done sent already in the right time.
* Ensuring all the co. policies are on the green line in the store.
* etc...
Regards,
In my opinion
1) self motivator
2) Hard working
3) Adaptable to changes
4) Goes the extra mile
5) Motivator
6) Able to Inspire
7) Accepts challenge and targets
8) Accepts Criticism
9) Learn from others.
10) Team player
11) Reliable
12) Trustworthy
13) Effective communicator
14) Relationship builder
15) Implement Ethics at work.
Catalytic leaders build on inspiring and enabling with their attention to earning the right to lead and encouraging without judging.
We need to map out culture across dimensions of behaviors, relationships, attitudes, values and the environment you find mostly balance with spikes on identity, decisions, and learning.
Three Pillars of Catalytic leaders:-
Identity. This one is off the scale to identify with the entire community of customers, contributors and partners creating better technology the open source way.
Decisions. The best ideas win no matter what HiPPO is in the way (Highest Paid Person’s Opinion).
Learning is completely open and shared as people are encouraged to explore what works across the community.
From my experience a Good leader should have
Business acumen & Understanding
Effective & efficient influence & collaboration
Focus on strategy & results.
Hello Sidrah,
Thanks for the invite and I would like to share the following as based on my opinion and experiences:
Hope the above point will help.
Best regards
