| Leadership matters. Any one person may have | | | | "Desired results" are best defined by the vision, |
| an effect on the behavior of others at any time. | | | | mission, values and goals of the team or |
| The nature and intent of that effect determines | | | | organization. Therefore, leadership is best |
| the influence, direction and outcome of leadership. | | | | measured by the how well followers execute the |
| Organizations depend on leadership for direction, | | | | vision, mission and goals while "living out" the |
| momentum and a plan for sustainable success. | | | | desired values. This leads us to a new premise: |
| How do we recognize leadership exists? How do | | | | that leadership should be measured by the results |
| we develop leadership? How can leadership be | | | | produced and how they are produced, as so |
| measured? These are questions this article seeks | | | | often stated. However, there is a critical third |
| to explore. | | | | element, that is, by whom are the results |
| How do we recognize leadership or know that it | | | | produced. If it is the leader that produces the |
| exists? Generally, leadership is defined by | | | | desired results, then this should rightfully be |
| characteristics and results. Yet formal leadership | | | | attributed to individual action without any |
| development nearly always focuses exclusively on | | | | contributing effect from the behavior of others. |
| characteristics, relying on hope that results will | | | | There is an obvious link between communication |
| ensue. Unfortunately, leadership is seldom really | | | | and leadership -- the basic reason for |
| measured beyond an intuitive or anecdotal | | | | communication and for leadership is to prompt |
| approach. | | | | some form of behavioral response or action. |
| For example, a person in a leadership role is | | | | Leaders must communicate by speaking, listening, |
| deemed "successful." We want to replicate the | | | | reading, writing and action. Leaders produce |
| leader's success, so we try to replicate the | | | | results and as other authors have stated, |
| characteristics, skills, values, competencies, actions | | | | "Leaders get results through people." Follower |
| and behaviors of the leader. We edify and | | | | behavior, not leader behavior, defines leadership. |
| attempt to emulate these qualities in others, but | | | | This might lead one to argue, wrongly, that there |
| we seldom get the same results. Corporate | | | | is little difference between leadership and coercion. |
| America is full of "competency-based" leadership | | | | Coercion, or creating an environment using fear or |
| development programs, what one might call the | | | | incentives as motivational tools, may work |
| "injection-mold" approach. Competency-based | | | | temporarily yet is seldom sustainable. |
| leadership development has an effect on | | | | Performance declines, conflict ensues or people |
| organizational culture, no doubt, but not always | | | | leave. |
| the desired effect. Leaders who somehow | | | | Ultimately, the brand of leadership we seek in |
| "measure up" to the desired competencies do not | | | | contemporary life is best defined, developed and |
| always produce desired results. | | | | measured based on whether intended results are |
| Ultimately, producing results is the reason we | | | | achieved, how they are achieved, the value of |
| study leadership, the reason we seek to develop | | | | these results to others, and whether followers |
| leaders, the very reason we need leaders. So it | | | | take discretionary action to achieve the leader's |
| stands to reason that leadership also has been | | | | vision, mission and goals. Leadership depends on |
| measured based on the results produced, | | | | the achievements of followers. Leadership |
| regardless of how those results were achieved. | | | | development must be tied to intended results of |
| We need look no further than Richard Nixon or | | | | those who are lead more than competency sets |
| Kenneth Lay to recognize the down side of such | | | | of those who lead. Evidence of effective |
| one-dimensional measures. | | | | leadership can be found in the daily attitudes and |
| The leader's role is to establish the conditions (the | | | | habits of followers. Ultimately, leadership can be |
| culture, the environment) under which others can | | | | measured by the achievement of discretionary |
| take right action to achieve desired results. | | | | goals by followers. |