Innovation: Willing to try a totally new approach to selecting, training, and playing hockey. Honesty Brooks doesn’t try to weasel into the job, he speaks his mind politely but frankly and presents his philosophy as honestly as possible. Preparation Clearly Coach Brooks has come to this interview having already invested a great deal of thought into where the hockey program needs to go the best leaders are those who can change with the times. They 're the ones with foresight and adaptability, who don 't rule from a manual but rather customize a culture that 's specific to each company, its mission and the personality of its work force.
Read more: http://www.entrepreneur.com/article/225804#ixzz2Ppgq0zRc
Motivation is the reason for an action. Motivation is your “why,” it’s why you choose to do something. Note: Motivation is different from talent. The world is full of talented people who never reached their potential.
Leadership motivation. Leaders have a strong need for power because they want to influence others. However, they tend to have a need for socialized power because their motivation is constrained by a strong sense of altruism and social responsibility. In other words, effective leaders try to gain power so that they
(The Dynamics of Leading Organizations and People. McGraw-Hill Create p. 289).
Drive:Successful leaders have a high need for achievement (see Chapter 5). This
References: Ciardi, M; Gray, G. (Producer), & O’Conner, G.(Director). (2004). Miracle[Motion picture]. USA: Walt Disney Studio. Forming, Storming, Norming and Performing - Leadership skills from MindTools.com.” Mind Tools - Management Training, Leadership Training and Career Training. N.p., n.d. Web. 7 Feb. 2011. <http://www.mindtools.com/pag “The Blake and Mouton Managerial Grid Leadership Self Assessment Questionnaire.” Sports Leadership for Coaches. Tim Bacon, n.d. Web. 7 Feb. 2011. <coachleadership.files.wordpress.com/2011/02/managerial-grid-q-w-scoring.pdf>. The Vroom-Yetton-Jago Decision Model - Decision-Making Skills Training from MindTools.com.” Mind Tools - Management Training, Leadership Training and Career Training. N.p., n.d. Web. 7 Feb. 2011. <http://www.mindtools.com/page Integrity is everything. I don’t want to work with you if you don’t have it. Somebody once described competitive business as “a never-ending search for the discontented” — meaning, of course, customers who are dissatisfied with their current suppliers — whether it’s Internet access or frozen peas or child care. The market is that huge, amorphous network of “better mousetrap” wannabes and, as such, can be convincingly described as one of civilization’s most effective providers of human welfare. Now, money is the marker we use for keeping score in this massive contest to be of greater service to other people. And money, unfortunately, has an image problem. It serves a purpose, but it’s not the only purpose. That’s why I have no trouble rallying everybody who works with me to run up the score. It’s fun to make money. It’s affirming. It tells us we’re making ourselves useful to other people. But all of us who work for investor-owned businesses need to make sure we never forget: It is not our money. When we sign on, we make a solemn promise to the owners of the business that we will be honest and faithful stewards of their money. Meaning we won’t waste it, and we won’t tolerate others wasting it. Integrity. Integrity refers to the leader’s truthfulness and consistency of words and actions. This characteristic is sometimes called authentic leadership because the individual acts with sincerity. He or she has a higher moral capacity to judge dilemmas based on sound values and to act accordingly.10 Several large-scale studies have reported that integrity or honesty is the most important characteristic of effective leaders. Employees and other stakeholders want honest leaders whom they can trust.11 Unfortunately, recent surveys report that employees don’t trust their leaders and don’t think they have integrity.12 (The Dynamics of Leading Organizations and People. McGraw-Hill Create p. 288). <vbk:9781121584938#page(288)>