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The Qualities of a True Leader

 The Well Balanced Leader“I suppose leadership at one time meant muscles; but today it means getting along with people.”
(Mahatma Gandhi)

In his new book, The Well-Balanced Leader, writer Ron Roberts speaks of the qualities that a true leader must hold to be successful at work. The author sustains that leaders need to succeed and to continuously readjust behavior to help people in the organization to meet high levels of performance.

This behavior does not mean not to act impulsively or automatically. Leaders are careful to balance the consequences of their behaviors and how good or bad behavior reflects on his employees.

Ron Roberts, a trainer of experiential and accelerated learning gives us a list of useful self-assessment of leadership before initiating a thorough analysis of the nine attributes. We all know that real change occurs when it is preceded by a change of consciousness and knowledge. Just like any other change, transformation into a better leader requires practice, practice and more practice. The author gives examples in his book of lessons, exercises and activities that can help you become a more balanced leader. Roberts makes the process of finding the perfect leadership balance–what he calls egolibrium (to create a consistent and sustained success of the organization) personally enriching and easy to achieve. He begins by identifying the nine human behavioral dichotomies that most affect the quality of leadership:

  • Nonjudgmental / Judgmental. You can always talk about your biggest failure to help others to learn and accept themself.
  •  Nondefensive / Defensive. To lead colleagues who are defensive, you must first lead yourself.
  • Relinquishing Control / Controlling. You can not always control what happens to you, but you can control your reactions.
  • Openness to learning / Know it all. There’s nothing wrong with fail, if you are able to learn from mistakes.
  • Doing the right thing / Doing whatever you want. Your own management  is supposed to alternate between your ego and your organization needs.
  • Patience / Impatience. Patience pull,  impatience  push
  • Letting go / Holding on. Giving employees a free hand makes them stronger, increase the flow of energy and help improve relations.
  • Acceptance / Resistance. Remain calm on the inside, no matter what happens outside.
  • Other-centric / Egocentric to create a consistent and sustained success of the organization.

Roberts sustains that leaders can not go on the tasks and performance at the expense of human relationships. Management process itself will not succeed. Many leaders go far offering multiple tasks in the same time, while recent research shows that multitasking’s just make people ineffective. Thus, people take more time to do many things at once, unless you solve separately. You can be more effective when you focus entirely on only one activity. The author provides an update of the philosophies that most project managers and conscientious leaders have applied throughout their careers to have increased productivity and success.

  • The person is seen as a complex of  unique qualities that will help achieve the desired result.
  • View only the good of others.
  • Manifest compassion, consideration and care.
  • Surprise each one doing something very well.
  • Give without expecting anything in return.
  •  Be a neutral and objective observer.
  • We have two eyes, two ears and only one mouth. Observe, listen and then act.

The book ends with a section dedicated to the principles of a balanced leader.

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