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Lead by setting a good example (role model) - behavior consistent with words
Coach and help develop team members; help resolve dysfunctional behavior
5 Assure that the team members have the necessary education and training to effectively participate
on the team
6
Recognize and celebrate team and team member accomplishments and exceptional performance
*Focus the team on the tasks at hand or the internal and external customer requirements
1 Coordinate with internal and external customers as necessary
2 Familiarize the team with the customer needs, specifications, design targets, the development
process, design standards, techniques and tools to support task performance
3
Assure that the team addresses all relevant issues within the specifications and various standards
5
6
Ensure deliverables are prepared to satisfy the project requirements, cost and schedule
Obtain and coordinate space, furniture, equipment, and communication lines for team members
4 Coordinate the review, presentation and release of design layouts, drawings, analysis and other
documentation
5 Coordinates meetings with the product committee, project manager and functional management to
discuss project impediments, needed resources or issues/delays in completing the task
*Communicate team status, task accomplishment, and direction
1 Provide status reporting of team activities against the program plan or schedule
2 Keep the project manager and product committee informed of task accomplishment, issues and
status
3 Serve as a focal point to communicate and resolve interface and integration issues with other
teams
Communicating
Communicating with Coworkers: Communicating information using either face-to-face, written, or
via telephone or computer.
Active Listening: Listening intently to what others are saying and asking for further details when
appropriate.
Facilitating Discussion: Promoting the involvement of various individuals and a norm of openness
and collegiality during group discussions.
Public Speaking: Vocalizing clearly, maintaining a comfortable pace, and using appropriate nonverbal behaviors during formal presentations. Utilizing visual aids during presentations. Engaging the
audience and responding to questions from the audience.
Developing External Contacts: Developing portfolio of external contacts within the professional
community.
Communicating Outside the Organization: Exchanging information with others outside the
organization (e.g., customers, other organizations) using face-to-face, written, telephonic or electronic
means.
Transformational Leadership
Assumptions
People will follow a person who inspires them.
A person with vision and passion can achieve great things.
The way to get things done is by injecting enthusiasm and energy.
Style
Working for a Transformational Leader can be a wonderful and uplifting experience. They put passion
and energy into everything. They care about you and want you to succeed.
Transformational Leadership starts with the development of a vision, a view of the future that will
excite and convert potential followers. This vision may be developed by the leader, by the senior team
or may emerge from a broad series of discussions. The important factor is the leader buys into it,
hook, line and sinker.
The next step, which in fact never stops, is to constantly sell the vision. This takes energy and
commitment, as few people will immediately buy into a radical vision, and some will join the show
much more slowly than others. The Transformational Leader thus takes every opportunity and will use
whatever works to convince others to climb on board the bandwagon.
In order to create followers, the Transformational Leader has to be very careful in creating trust, and
their personal integrity is a critical part of the package that they are selling. In effect, they are selling
themselves as well as the vision.
In parallel with the selling activity is seeking the way forward. Some Transformational Leaders know
the way, and simply want others to follow them. Others do not have a ready strategy, but will happily
lead the exploration of possible routes to the promised land.
The route forwards may not be obvious and may not be plotted in details, but with a clear vision, the
direction will always be known. Thus finding the way forward can be an ongoing process of course
correction, and the Transformational Leader will accept that there will be failures and blind canyons
along the way. As long as they feel progress is being made, they will be happy.
The final stage is to remain up-front and central during the action. Transformational Leaders are
always visible and will stand up to be counted rather than hide behind their troops. They show by their
attitudes and actions how everyone else should behave. They also make continued efforts to motivate
and rally their followers, constantly doing the rounds, listening, soothing and enthusing.
It is their unswerving commitment as much as anything else that keeps people going, particularly
through the darker times when some may question whether the vision can ever be achieved. If the
people do not believe that they can succeed, then their efforts will flag. The Transformational Leader
seeks to infect and reinfect their followers with a high level of commitment to the vision.
One of the methods the Transformational Leader uses to sustain motivation is in the use of
ceremonies, rituals and other cultural symbolism. Small changes get big hurrahs, pumping up their
significance as indicators of real progress.
Overall, they balance their attention between action that creates progress and the mental state of
their followers. Perhaps more than other approaches, they are people-oriented and believe that
success comes first and last through deep and sustained commitment.
Discussion
Whilst the Transformational Leader seeks overtly to transform the organization, there is also a tacit
promise to followers that they also will be transformed in some way, perhaps to be more like this
amazing leader. In some respects, then, the followers are the product of the transformation.
Transformational Leaders are often charismatic, but are not as narcissistic as pure Charismatic
Leaders, who succeed through a believe in themselves rather than a believe in others.
One of the traps of Transformational Leadership is that passion and confidence can easily be mistaken
for truth and reality. Whilst it is true that great things have been achieved through enthusiastic
leadership, it is also true that many passionate people have led the charge right over the cliff and into
a bottomless chasm. Just because someone believes they are right, it does not mean they are right.
Paradoxically, the energy that gets people going can also cause them to give up. Transformational
Leaders often have large amounts of enthusiasm which, if relentlessly applied, can wear out their
followers.
Transformational Leaders also tend to see the big picture, but not the details, where the devil often
lurks. If they do not have people to take care of this level of information, then they are usually
doomed to fail.
Finally, Transformational Leaders, by definition, seek to transform. When the organization does not
need transforming and people are happy as they are, then such a leader will be frustrated. Like
wartime leaders, however, given the right situation they come into their own and can be personally
responsible for saving entire companies.
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Flexibility - Is open to change and new information; adapts behavior and work methods in response to
new information, changing conditions, or unexpected obstacles. Adjusts rapidly to new situations
warranting attention and resolution.
Resilience - Deals effectively with pressure; maintains focus and intensity and remains optimistic and
persistent, even under adversity. Recovers quickly from setbacks. Effectively balances personal life
and work.
Service Motivation - Creates and sustains an organizational culture which encourages others to provide
the quality of service essential to high performance. Enables others to acquire the tools and support
they need to perform well. Shows a commitment to public service. Influences others toward a spirit of
service and meaningful contributions to mission accomplishment.
Strategic Thinking - Formulates effective strategies consistent with the business and competitive
strategy of the organization in a global economy. Examines policy issues and strategic planning with a
long-term perspective. Determines objectives and sets priorities; anticipates potential threats or
opportunities.
Vision - Takes a long-term view and acts as a catalyst for organizational change; builds a shared vision
with others. Influences others to translate vision into action.
2.Leading People
Conflict Management - Identifies and takes steps to prevent potential situations that could result in
unpleasant confrontations. Manages and resolves conflicts and disagreements in a positive and
constructive manner to minimize negative impact.
Leveraging Diversity - Recruits, develops, and retains a diverse high quality workforce in an equitable
manner. Leads and manages an inclusive workplace that maximizes the talents of each person to
achieve sound business results. Respects, understands, values and seeks out individual differences to
achieve the vision and mission of the organization. Develops and uses measures and rewards to hold
self and others accountable for achieving results that embody the principles of diversity.
Integrity/Honesty - Instills mutual trust and confidence; creates a culture that fosters high standards
of ethics; behaves in a fair and ethical manner toward others, and demonstrates a sense of corporate
responsibility and commitment to public service.
Team Building - Inspires, motivates, and guides others toward goal accomplishments. Consistently
develops and sustains cooperative working relationships. Encourages and
facilitates cooperation within the organization and with customer groups; fosters commitment, team
spirit, pride, trust. Develops leadership in others through coaching, mentoring, rewarding, and guiding
employees.
3.Results Driven
Accountability - Assures that effective controls are developed and maintained to ensure the integrity of
the organization. Holds self and others accountable for rules and responsibilities. Can be relied upon to
ensure that projects within areas of specific responsibility are completed in a timely manner and within
budget. Monitors and evaluates plans; focuses on results and measuring attainment of outcomes.
PEOPLE Service - Balancing interests of a variety of clients; readily readjusts priorities to respond to
pressing and changing client demands. Anticipates and meets the need of clients; achieves quality
end-products; is committed to continuous improvement of services.
Decisiveness Exercises good judgment by making sound and well-informed decisions; perceives the impact and
implications of decisions; makes effective and timely decisions, even when data is limited or solutions
produce unpleasant consequences; is proactive and achievement oriented.
Entrepreneurship - Identifies opportunities to develop new services within or outside of the
organization. Is willing to take risks; initiates actions that involve a deliberate risk to achieve a
recognized benefit or advantage.
Problem Solving - Identifies and analyzes problems; distinguishes between relevant and irrelevant
information to make logical decisions; provides solutions to individual and organizational problems.
Technical Credibility - Understands and appropriately applies procedures, requirements, regulations,
and policies related to specialized expertise. Is able to make sound hiring and capital resource
decisions and to address training and development needs. Understands linkages
between administrative competencies and mission needs.
4.Business Acumen
Financial Management - Demonstrates broad understanding of principles of financial management
expertise necessary to ensure appropriate funding levels. Prepares, justifies, and/or administers the
budget for the program area; uses cost-benefit thinking to set priorities; monitors expenditures in
support of programs and policies. Identifies cost-effective approaches. Manages procurement and
contracting.
Human Resources Management - Assesses current and future staffing needs based on organizational
goals and budget realities. Using merit principles, ensures staff are appropriately selected, developed,
utilized, appraised, and rewarded; takes corrective action.
Technology Management - Uses efficient and cost-effective approaches to integrate technology to
Improve program effectiveness. Develops strategies using new technology to enhance decision
making. Understands the impact of technological changes on the organization.
5.Building Coalitions/Communications
Influencing/Negotiating - Persuades others; builds consensus through give and take; gains
cooperation from others to obtain information and accomplish goals; facilitates "win-win" situations.
Interpersonal Skills - Considers and responds appropriately to the needs, feelings, and capabilities of
different people in different situations; is tactful, compassionate and sensitive, and treats others with
respect.
Oral Communication - Makes clear and convincing oral presentations to individuals or groups; listens
effectively and clarifies information as needed; facilitates an open exchange of ideas and fosters an
atmosphere of open communication.
Partnering - Develops networks and builds alliances, engages in
cross-functional activities; collaborates across boundaries, and finds common ground with a widening
range of stakeholders. Utilizes contacts to build and strengthen internal support bases.
Political Savvy - Identifies the internal and external politics that impact the work of the organization.
Approaches each problem situation with a clear perception of organizational and political reality;
recognizes the impact of alternative courses of action.
Written Communication - Expresses facts and ideas in writing in a clear, convincing and organized
manner.