Real leaders who have conviction with courage embrace a strong belief within ethical and moral parameters and take clear stands without compromising. These leaders engage constituents to pursue ennobling agenda that will positively impact the community.
Real leaders adopt good character, the right attitudes, and they work on attributes that applaud prosocial behaviours for the common good of others in the community. Real leaders encourage their constituents towards positive thinking, embracing the right morals and ethical practices to make the world a better place.
We’ve all experienced it — that niggling feeling that something needs to change in the situation we’re in, but not having the motivation to take action that very moment. Can you imagine 10 senior leaders, all sensing or reading the signs and realising that something must change in their organisation… but now knowing exactly what, and how to go about it… and ultimately not doing anything to discover the root of their unease?
How do we measure change? The magnitude of change in an organisation could range from large-scale, like a merger or acquisition, or a smaller-scale one such as an adjustment in task timelines. But another way to look make sense of change could be to look at its “hardware” versus its “heartware".
Would you accept a Facebook friend request from your manager or senior leader? What would be the first thought in your mind if this ever happens to you?
But the converse is an interesting question — as a manager or senior leader, would you create a Facebook account in order to engage your constituents? This may sound like an extreme, but as we’ll share in this article, the principle behind why one might consider doing so undergirds all the following practical testimonials of how we have seen engaging leadership behaviours being weaved into the leadership philosophy of some of the most effective leaders we have partnered: