Leaders Establish Credibility

Credibility – The speaker established his credibility by showing his character. The speaker (coach) seemed to care about his players and their success.

The first value suggested by James and Barry is to model the way (Jlucarelli, 2011). The leader should know what he wants to do and how he should do it. Modeling the way is all about finding one's own voice and acting upon it. The leader needs to lead from front hence he should be very clear. He should be an example for his team or organization. A leader cannot ask his people to do something he won't do himself. Hence, becoming a model is the key. People believe in a message only if they believe the one delivering the message and the messenger can develop his trust only by acting on principles and developing his credibility (Jlucarelli, 2011). The leader should come up with

In recognition on how to be an effective leader, past researches in leadership has discovered that leadership is a critical aspect to an organization and it will continue to evolve, in line with the development of human-to-human relationships (Daft & Pirola-Merlo 2009, p. 4, Rast et al. 2012 p. 646). Yet, to be a leader, there are at least six key factors that must be met by a person, namely: followers, influence, intention, personal responsibility and integrity, shared purpose and change (Daft & Pirola-Merlo 2009, p. 5). However, even if someone has

Contrary to what some might believe a successful leader should represent, authentic leadership shows us that a leader is not someone who leads without being willing to follow. An authentic leader can and should be vulnerable, open, and the truest version of themselves. These leaders do not have all of the answers, and they are willing to admit it. This openness creates an environment of mutual trust and respect and ultimately creates a positive work

Every person has a different definition of what makes a leader. Some feel a leader is inspirational, while others regard leadership as someone who can give criticism and make the tough decisions. Each definition is unique, and each is vague. This is why the definitions of leadership people use aren’t always accurate. Bolman and Deal, however, do an excellent job of presenting four frames of leadership people use to successfully—or unsuccessfully—support and lead a group of people. The four frames presented by the authors are: human resource, symbolic, structural, and political. The human resource frame is used by leaders to empathize with their followers, the symbolic frame is used to inspire and unite followers around a vision, the structural frame is used to emphasize the importance of a process, and the political frame establishes competition and focuses on creating allies.

The journey that will assist in building a credible leader encompasses a self-assessment of an individual’s guiding principles

This phrase was noted on the article of Heidi Grant Helvorson, The Most Important Skills for Great Leaders? Trustworthiness:. As expounded by Helvorson confidence, vision, or intelligence will be useless if you are not seen by your team as trustworthy. Gaining the trust of those you wish to influence comes with hardships as trust is never developed overtime. Studies suggest that trustworthiness of a person can be viewed through his deeds and intentions. Thus, being warmth – friendly, kind, loyal, and empathic, can be an evidence that you have a good intention towards others. Furthermore, competence like being intelligent, creative skilled, and effective, can act on the intention of a person hence can also be a valuable allies or an enemy to your intention. It is through these Competence and Warmth that you gain the trust of your member that will eventually lead to provide their best effort that they could give to the

leaders do the right thing at the right time for the right reason- not what’s politically

Looking back on leaders in my life, I often think of what professional personal characteristics they bring to the table. Do they say one thing, and do another? Do they partake in clichés for personal gain? Do I trust them at face value? Are they secretly conniving? I believe a leader should be transparent and genuine. As a leader, people need to be able to see your boundaries and genuine motives.

A leader must be honest. Without honesty, there is no trust. Without trust, no one will believe your ideas, and if people don’t believe in your ideas then they won’t support you. According to Inc.com, “Strong leaders treat people the way they want to be treated” (The 9 Traits That Define Great Leadership). It is so important that

Everyone has faced the challenge of trying to convince someone that their idea, their product, or their plan is the right one. If we establish ourselves as a person of trust with a sound vision and an eye for those around us, we will likely be successful in this endeavor. It is in this process that we begin creating and sustaining influence over others. One of the many qualities of an effective leader is forming one-on-one relationships. When we build these relationships upon a foundation of trust and our actions make not only ourselves, but others, successful, we begin to create influence. If we have successfully been influential, followers trust our judgment, believe in our cause, and share our vision. Creating influence is one of the major

Leadership is the ability to inspire and focus members on a common goal, whether short term or long term and have the same vision. Leadership is more than telling or ordering, but having members believe and want to follow the same path as you. It’s a commitment to your people built on trust and respect. Many leaders shaped my personal leadership philosophy, to include several negative and positive experiences. Negative experiences from poor leaders and lessons learned on my part have uniquely shaped this vision. Difficult to be a good follower when your leader lacks competency, integrity, and your trust. If a leader takes credit for work other than their own, or forces and ideology onto others, but does not follow it themselves; these negative influences damage the trust and respect required of all leaders. However, positive experiences can also have a career lasting impact. A leader who inspires through personal actions and convictions can change how an entire unit operates without ever saying a word.

Leaders are role models for many, who have high standards that they hold them up too. The supreme quality a leader must have is being influential, without having an impact on their follower’s lives then nothing else matters.

(Kouzes & Posner p. 26) The foundation of leadership is credibility, lack of credibility leads to little or no followers. Credibility makes a huge difference; as per Kouzes-Posner First Law of Leadership: “If you don’t believe in the messenger, you won’t believe the message.” (Kouzes & Posner p. 41) “To willingly follow them, people must believe that the leaders’ word can be trusted, that they are personally passionate and enthusiastic about their work, and that they have the knowledge and skill to lead.” (Kouzes & Posner p.

James Kouzes and Barry Posner wrote a leadership book entitled “Credibility: How leaders gain and lose it, why people demand it” (“Credibility”). It was written specifically for managers because, while academia had a wealth of research regarding credibility, little had been directed toward managers (Kouzes & Posner, 2003, p. 276). The edition selected for review was published in 2003. The purpose of this paper is to examine the leadership theories it contains, both explicit and implicit.