It is better to lead from behind and to put others in front, especially when you celebrate victory when nice things occur. You take front line when there is danger. Then people will appreciate your leadership. (Nelson Mandela 1993). At home it can be organizing our children to clean the house, or more importantly, instilling values, principles and morals into their lives. At a work place, it can be motivating people for sales. We influence others by what we say and do, we recognize that Mother Theresa was one of the great religious and humanitarian leaders of the world.
Her leadership was based on responsibility, accountability, relevance and ethics (RARE) as it was occupied by principles and values. Leadership in conjunction with values and principles make the world a better place. In the sense that, it teaches the youth how to be leaders with ethical background thus enhancing them to weigh decisions and look at dilemmas from a different perspective. The ethical sector of leadership can be categorized into the different roles that values and principles play in grooming a leader. Definitions
Defining words/terms is extremely important in both writing and speaking. In this topic of responsible, accountable relevant and ethical leadership, values and principles may mean differently according to concept Responsibility-according to Merriam Webster the ability or authority to act or decide or one’s own, without supervision. Leadership-the action of leading a group of people or organization Accountability-the state of being answerable for taken and forgone actions. Relevant- having a bearing on or connection, with the matter at hand.
Ethical- being in accordance with accepted principles of right and wrong that govern the conduct of a profession. Principles- A fundamental truth or proposition that serves as the foundation for a system of belief or behavior or for a chain of reasoning. Values- “values are constructs representing generalized behavior or state of affairs that are considered by an individual to be important” (Gordon, 1975) Roles of values in RARE leadership Values play a very important role in the choices made by leaders (Curphy, 2003).
Leaders must create, communicate and demonstrate a set of behaviors by which business will be conducted. Delegation this responsibility is tantamount to abdicating part of their leadership role and sending the message that their unwilling to be held accountable for their behavior. Values such as integrity, honesty, collaboration, professionalism, courage, responsibility and accountability. Integrity is the bedrock of leaders’ character. It describes one’s ability to adhere to the highest set of standards and values. It allows us to do what is right. Everything we do begins with integrity.
Honesty it must be our hallmark, our ward must be our bond. Through honesty, a leader earns the trust the co-workers, customers and followers through a pattern of unquestioned integrity. Trust is the glue that enhances performance. Values such as corporation, tolerance and respect positively influence the way leaders relate and collaborate with all people and thus help them reevaluate their relevance in the works of significant societal, economic or industrial development Professionalism and excellence are values that guide decision making in chaotic conditions.
Clearly defined values such as logic and optimism can provide critical decision making assistance. An example particularly for mid-level leaders, is where ones decisions are often scrutinized, second guessed and held up by senior skate holders. If that leader’s value reflects in his or her best interests, anyone will be able to justify the decision as long as they align with the matter (Merced, n. d) Values such as courage and accountability help leaders fight their battles by creating awareness of potential conflicts. No leader shifts blame or takes credit for the work of others.
These values help leaders to accept the consequences of their actions, no matter how extreme they may be. “A successful man or woman is one who can lay a firm foundation with the bricks others have thrown at him or her” (David Brinkly n. d). Responsibility: leaders acknowledge their responsibilities during failure as they do during success. True character is displayed when time are rough as well as times of play. The values of responsibility helps leaders to stand their ground and handle duties accordingly and lead an examples to followers. Role of principles in RARE
Having a dream that will leave the world a better place; the worst thing than being blind is having sight with no vision so said Helen Keller (n. d). This principle defines leadership as the ability to turn a dream or a vision of a desired future state into reality. Having a dream keeps one challenged and determined to avoid a dissatisfaction and disillusioned life. Knowing what your strengths are; leaders must understand that to be effective, you need others to fill your gaps. In that team, a leader must recognize his strengths and use them to govern others or follows or teammates.
For example a sales person, he or she can sell anything to anyone but not care about details because her/his profession is to sell with efficiency. Strive excellence; for example, an organization hosting dinner for influential speakers will spend hours wording the initiations. When they have printed them and looked them over, they discover that the logo was printed upside down. After much discussion, they decide to reprint them even though they know most speakers wouldn’t notice the mistake. They wanted to do things right and not only right things.
By this leaders must strive for excellence and the rest will do the same. Be willing to stand alone; as said by Mother Theresa (n. d), “the key to being a good leader is endurance, being a non-quitter”. If you have a passion or a mission, set measurable goals and work towards accomplishing them. A leader will find that many times, they have to work alone. (Margaret Thatcher n. d). People are looking for leaders who are willing to give it all they have. However, when the going gets tough followers will not get going. This is when one is assured that he/she is right, so that he/she will keep going.
James Cook (n. d) said, “A person who wants to lead the orchestra must turn his back on the crowd”. Be ethical; bit is incredibly important that we have a strong code of ethics to base our decisions and lifestyle on. Sometimes it can be the little things that erode your standards and self-esteem. When templates come you may well do something that you will not be sorry for. Being ethical helps the nature of decisions to be made by a leader and also laws to follow for an organization or even a state. Let God be your guide; as stated in an interview by Elizabeth Dole (n.
d)’ president of the American Red Cross “to me it is very important to know I have a source of strength beyond my own. When I am undertaking a difficult assignment or making a tough decision, I’m glad I don’t have to rely on my own energy wisdom and judgment”. A leader must source strength beyond themselves. By this, they are filled with tremendous joy, satisfaction and peace. This role plays a role in balancing a leader’s life as no one can be perfect. A leader must worship with his people according to their religion.
This creates a stronger bond and healthier relationship with God and the people. As such, the people receive justice and righteousness. Conclusion In conclusion, leaders must have values such as integrity, courage and collaboration and principles such as knowing his or her strengths, striving for excellence and having a dream. These values help them to set their highest standards of goals, be aware of potential conflicts and work as a team. The principles help them have a sight with vision and settle for the best and not less.
A leader who lacks values and principles faces detailers such as lacking control, disregard for others, is over confident too excitable, arrogant and not accountable (plays the blame game). Finally, leaders who lack commitment in values and principles normally lose their leadership authority. References Mustata. G, (2012), Department of Strategy and Management, Norwegian School of Economics, Norway. Buhler. L, (2007), Power to Change, Campus Crusade for Christ, Canada. Webster. M, (2002), Collegiate Dictionary 11th edition, Merriam Webster, Springfield. Merced. T. C, (1990), Leadership, Teresita Merced, Mexico.
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