Axioms of effective leadership (Part II). All successful leaders have positive attitude about their roles. They have adjusted their minds' "glasses" such that they see the brighter sides of things and are blind to the gloomy. They are incurable optimists, men and women of daring faith. Otherwise, they won't be able to birth visions and follow them up to reality.

Author:Kumuyi, William F.
Position:Nuggets in a Nutshell

In the first part of this article, I dwelt on the leader's love and its effects on the people and the organisation. Now, I discuss the rest--again as axioms. Can you name one effective leader in a million who never does anything new in his organisation? I mean a leader who only excels in making his organisation dance away to the tunes of inertia, unbothered if the bottomline is never realised? You can't!

All effective leaders, past and present, are visioners. They dream of new heights for their organisations and would expend their brain and brawn working to realise the dream. A leader takes an organisation to somewhere new, better, and more fulfilling. Thus, if you want to be an effective leader, learn to visualise change and do what's needed to make it happen.

Visioning is a critical element in the leadership equation. It's at the centre of leadership functions. Without visioning, leadership loses its cutting edge. The leader becomes a mere manager ensuring that the organisation manages to stay alive even though its mission receives no attention. And what a fast sure way to kill an organisation! The modern world's restless industrial landscape can't tolerate organisations at ease with inertia; whose leadership is afraid to dream and dare.

If you're a leader, you're appointed not only to keep your organisation alive but also to take it to the next level of growth and profitability. But, you can't do this unless you first develop a mental picture of a better future state for your organisation, share this imaginative portrait convincingly with your workforce, plan, reorganise and reposition the organisation in line with the demands of the vision; and then launch into the deep.

Many leaders, however, may cop out of visioning because it's an exercise that calls for faith and courage. I admit that visioning is like taking a blind jump over a fence; you can't be too sure of your safety on the other side of the divide; but you hope (and believe) all will be well on landing. So, with boldness you take off. Indeed, some leaders experience a hard landing in their vision flights leading their organisations into groan instead of gain. But many succeed in using visions to turn the tide for their organisations.

*In effective leadership, attitude is everything

Take away visions and other mechanisms of organisational development fail to hold. A leader must embark on the vision trip or his organisation will never advance. I don't know any leader who ignored...

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