Five Qualities Good Leaders Express

1. Good leaders know themselves.

Knowing oneself is necessary when faced with challenges or ethical choices, communicating with those who have different ideas, making decisions, and identifying sources of satisfaction.

2. Good leaders are committed.

"Sometimes our use of the word 'leadership' can put people off," Gayle Davis, Senior Director of US Council Resource Development. "A potential volunteer may think 'I can't do that; I've no experience or qualifications.' When really what we're looking for is a mentor, a person who prompts others to be their best, someone who cares and listens, someone confident in her beliefs and is willing to be there."

3. Good leaders know they don't know everything.

Believing that an effective leader is one who knows it all is one of the most dangerous misconceptions about leadership. Human frailty comes into play whether sitting in a cubicle or a corner office. So while the ultimate decision and responsibility may lie with one individual, it is incumbent upon her or him to gather information and trust others' points of view before developing a plan of action.

"The most challenging element of leadership is to bring individuals together to move forward, but that's also the most rewarding. It's so wonderful when it does happen. To get there requires maturity to recognize that your way is never the only way."

4. Good leaders are open to change.

Change is one of life's most obvious factors, yet remains one of the most strongly resisted. As Peter Senge, an expert on managing organizations, says, "Everything is in motion, continually changing, forever adapting." Effective leaders recognize the value of change.

Yet all too often, it's much more comfortable to ignore the inevitability of change and to keep things the way they've always been. Unless a leader's goal is to bankrupt a business or ensure no new members join an organization, that approach cannot work. Changes need to be anticipated and responded to if growth is going to continue. And that applies to minor changes, as well as major ones.

5. Good leaders go the extra mile.

Some leaders have a lifetime of small acts of leadership as extraordinary encouragers, strong organizers, good persuaders, or charismatic speakers. When it comes down to it, how we lead is a reflection of the characteristics and values that define who we are.

If I refer to a history book written by Juliette Low's brother, G. Arthur Gordon, told his audience at the 21st annual Girl Scout Convention in 1935, "Life revolves itself principally into what we do and what we are, the former largely controlled by the latter."

What can you add for 6 onwards?

Leadership Qualities; How good am I ??

It's not enough for people to have leadership potential. They must have character and the right setting in which to grow. Before I give someone significant leadership responsibilities, I find it helpful to ask myself several questions;-

1. What will this person do to be liked? It's nice to be liked, but as a leader it cannot be the controlling factor. The cause must be the prime motivator.

2. Does this person have a destructive weakness? There are only two things I need to know about myself: my constructive strength and any destructive weakness. A destructive weakness may not show up on a test; it's a character flaw. A destructive weakness may, for example, be an obsession. An obsession controls us; we don't control it.

3. Can I provide this person the environment to succeed? It is so important, particularly in the early days of someone's leadership, that he or she be put into a congenial environment. I wouldn't want, for example, to put someone who requires mentoring with a leader who pays no attention to people. An environment that threatens our sense of security or well-being splits our concentration from the cause. Young leaders need an environment in which they can concentrate on leading.

"We need to be clear about our own values, priorities, and preferences and not let someone else, or society, define them for us. By clearly identifying those values, priorities, and preferences we can articulate what we want, develop benchmarks, and make better choices."

The moment you stop learning, you stop leading

Leaders are learners. Once a person feels they have a firm grasp on all the answers, they have quit being teachable and will soon cease from leading. Their thoughts and methods will become dated, and eventually stale. Good leaders are hungry for learning, all the way to the grave..

When I was young, I was thinking a leader like Datuk Pairin Kitingan. He is a truly leader speculated very good leads to my father really respect him so much. Not just because he is a dusunian ethnic but simply because his excellence leadership to the PBS party.

Now, he's changed a lot. He seems to be shy to protect too much about sabah especially kadazandusun. Can anyone see and realised what was the best contribution by Pairin for kadazandusun so far? or for you kampung since he became a Minister and DCM post? nothing! nothing! He just a symbol for BN in sabah to cover BN weaknesses!

That's why the moment he (pairin) stop helping, stop voices people wish, the moment he lost supporters. He should realised what happen to Tambunan election in March 08. He almost beat by his opponent with consider little majority. Later, he will no longer as Huguan Siou but Jeffery Kitingan.

Think about it.

The power of leadership.

For change to happen, we need to develop the forces of leadership that are greater than the forces of resistance. To change other peope we must change ourself first!

1. Visionary leadership
This powerful force of leadership calls for creating a compelling vision to inspire people to change. The vision should be dynamic and stimulate a sense of challenge and a deep sense of pride for people to achieve it. It should create possibilities and provide a clear picture of what the future will be like once this vision is achieved, a future which everyone has a stake in. Including non-monetary `value goals' in a vision can be very fulfilling, if they bring tremendous pride to individuals and the organisation.

An example of a value goal would be: `To be recognised as the No 1 in customer service in the industry.' Tying the change programme to a compelling and dynamic vision will certainly provide more meaning and purpose to what people do in their work.

2. Communicative leadership
Leaders should communicate the vision of the change and its implications on that day-to-day work of those involved. The rationale, goals and benefits of change should be explained in detail to the people so that they are convinced of the need for it and know how they can play their respective roles in implementing the change.

Leaders must communicate the importance of the roles each of the staff plays and how, together, they will achieve the change objectives. There must be `change agents' who are trained and who can coach people to undertake the change in line with the vision.

3. Persuasive leadership
This force of leadership calls for managers to sell the vision and change programme to the people involved. Managers cannot take for granted that people will see the benefits of the change clearly and therefore accept the change immediately.

Persuasive leadership requires managers to sell not only the change programmes, but also their analyses, conclusions, recommendations, enthusiasm, credibility, commitment and track record. They should convince people of the benefits and the rewards of the change rather than force the change on people. Persuasive leaders help people see opportunities within difficulties and convince people that the benefits of change outweigh the costs.

4. Participatory leadership
Participatory leadership requires managers to open themselves up to allow others to be involved in the change process. Such leaders encourage people to question their assumptions. They allow people to air their concerns and fears and take time to address them. Involving people from the planning to the implementing and monitoring of the change will help improve the change programme as well as the implementation process. Participatory leaders win the commitment of people by involving them in decision-making and giving them a share of the action in the organisation.

5. Supportive leadership
To overcome resistance to change, managers need to exert this force of leadership by giving support all the way in the change process. This involves providing the necessary resources as well as moral support and encouragement that are so needed in times of change and difficulties.
Providing channels for people to go for assistance whenever they need help will certainly reduce the resistance to change. Supportive leaders do not run away from problems; they meet them head-on and work as a team to solve them.

6. Risk-taking leadership
To encourage people to change, managers need to allow people to take risks. Taking risks mean that there will be occasions where mistakes are made.

To create a safe environment for people to take risks, managers need to protect those who genuinely put in their best effort but failed. Managers should not be too quick to penalise people for their mistakes. They should instead encourage self-corrective measures whereby people can continue to learn, improve and grow within the organisation.

7. Motivating leadership
To encourage change, managers need to come up with attractive rewards that tie in with the efforts and results of change. In this respect, managers should use both intrinsic as well as extrinsic rewards.

Intrinsic rewards include providing people with a sense of achievement, a sense of pride and due recognition with respect to the efforts they put in and the results they achieve. Extrinsic rewards, such as monetary rewards, should be tied to the positive performances resulting from change. It is the role of managers to stand up for their people and reward those who have helped the organisation achieve successful change.

The different of two leaders

PKR advisor and also Opposition Leader Datuk Seri Anwar Ibraham and the Prime Minister Datuk Seri Abdullah Badawi (Pak lah) have a different or unique leadership approach in politic.
If I compare Anwar Ibrahim vs Abdullah Badawi, this is my findings for Anwar Ibrahim: what say you?

Strength:
1. His has proven experience in politic and knowledge in managing economy.
2. Most of his opposition’s leader is professional e.g. Lawyer, Doctor and Accountant and etc.
3. He has good connection with America, England, Australia and many more.
4. He has personal capacity as a Leader and also a policy maker person.
5. His principle is very straightforward and but hard to understand by people (rakyat)

Weaknesses:
1. He involve in Moral Problem (Only God know the truth as this is his personal)
2. Emotional attachment (may be because of many problems)
3. Over-confident. (Always dreaming for high post)
4. Personal agenda (hidden agenda)
5. Hunting for power (impatient)

I can tell you the weaknesses and strength of current PM (Datuk Dollah)

Strength:
1. Honest, very soft spoken and open minded.
2. Easy to communicate with people especially poor peoples.
3. Open for criticized and never attack personally.
4. Democracy principle person.
5. Very Clean (is this true?)

Weaknesses:
1. Poor decision making (today say A and tomorrow say B) what about next year?
2. Practice double standard in UMNO/BN. (Unfair lah)
3. Practice Internal Security Act (ISA) without a firm reason.
4. Leadership problem (Rumors say he is only helping his family member by awarded all project to his Son only.) - No idea how true is this but only God knows his agenda!
5. Poor in economy management, politics and leadership. (Too many toalking about this)

Characters is Power

When I read Mr. Booker T. Washington leadership long time ago, it’s still play in my mind. ‘The first lesson we must each learn is that broad leadership is built from deep character. An infrastructure of great character is essential to support great conduct. The trust and involvement of our followers will be parallel to the level of our own character.’

Another George Bush leadership when he lead United State long time ago, he is very simple and really great approached when he meet other people especially those leader. George Bush was right. We abuse our power when we utilize it for self-gain. One of the buzzwords of the late 90’s has been the word “empower”. It simply means to give your power away. This is what people are longing for their leaders to do. This truth is echoed by Jesus in Matthew 20:26 “…whoever wisher to become great among you shall be your servant…”

In my conclusion, never use you power for personal gain but use it to serve people!