The best job descriptions address the standard questions of Who, What, When, Where, and How. The common question ‘Why’ is excluded because it remains self-evident, there is a “something” desired from the job, or the position would not be considered worthwhile. Since value and rewards are the sole facets of the beholder, ‘Why’ has been excluded. The sum of these points and positions is derived, deduced, and selected from the following resources, and this list is not all-inclusive, Avolio (2008), Boylan (2005), Brady (2005), Carpenter (1868), Chaleff (2003), Lundin (2000), Costa (2008), Hamlin (2008), Hinckley (2000), Oyinlade (2006), Morrow (1935), Sandburg (1926), Wren (1995), and Yukl (2006).
Wanted: a Leader
All Applicants will have the following characteristics:
- Drive and Determination – This is required as the task is difficult, the work often arduous, and the pay is never sufficient.
- Education and Experience – Knowledge is good, but a continued thirst for learning must supersede past educational experiences. Experience in applying education is critical. Without experience in application, the education is not enough to obtain this position.
- Willingness to sacrifice – As a leader, the followers need to be trained and supported; this requires a large measure of sacrifice in time, resource allocation and demands innovation in thinking.
- The power to delegate – Leaders do not have enough time to meet all their responsibilities; if a leader cannot delegate, oversee, and inspire others to action, that leader is not capable of achieving success.
- Willing to follow without sacrificing the need to lead – Leaders can never sever the ties to the following, but the leader must act to lead. Above all else, leadership requires balancing between being a follower and leading well.
- The ability to exude a ‘Quiet Confidence’ – Knowing you know what to do, have the ability to find the answers, and still meet achievement goals is required to inspire confidence and determination in others.
Charismatic people need not apply, but those possessing ‘Chutzpah’ are always welcome. Charisma is a potent drug and, when combined with the power of leadership, tends to lend itself to abusing followers. People possessing ‘Chutzpah’ have the backbone to make a stand and remain standing long after others would consider quitting. Determined ‘Chutzpah’ will be the order of the day to make any change, lead change, and drive change in others while putting followers at ease, delivering praise, and inspiring others to achieve.
The ideal candidate possesses a working and living knowledge of history, politics, sales, marketing, customer service, and a devotion to seeing others succeed. The Ideal Candidate must be willing to be an example and remain engaged mentally in leadership tasks. Other qualities an Ideal Candidate would include:
- Appetite
- Passion
- Motivation
- Imagination
- Understands the difference between monitoring and overbearing
- Emotionally stable
To apply, please begin meeting these standards, and future leadership positions will be forthcoming.
References
Avolio, B. J., & Yammarino, F. J. (2008). Transformational and charismatic leadership: The road ahead. Vol 2. Bingley, United Kingdom: JAI Press – Emerald Group Publishing Limited.
Boylan, Bob (1995). Get Everyone in Your Boat Rowing in the Same Direction. New York, New York: Barnes & Noble.
Brady, C., & Woodward, O. (2005). Launching a leadership revolution: Mastering the five levels of influence. New York, NY: Business Plus – Hachette Book Group.
Carpenter, F. B. (1868). The inner life of Abraham Lincoln: Six months at the white house. New York, NY: Hurd and Houghton.
Chaleff, I. (2003). Leader follower dynamics. Innovative Leader, 12(8), Retrieved from http://www.winstonbrill.com/bril001/html/article_index/articles/551-600/article582_body.html
Costa, A. L., & Kallick, B. (2008). Learning and leading with habits of mind: 16 essential characteristics for success. Alexandria, VA: Association for Supervision and Curriculum Development. Retrieved from http://www.ascd.org/publications/books/108008/chapters/describing-the-habits-of-mind.aspx
Hamlin, R. G., & Sawyer, J. (2007). Developing effective leadership behaviors: The value of evidence-based management. Business Leadership Review, IV(IV), 1-16. Retrieved from www.mbaworld.com/blr-archive/scholarly/5/index.pdf
Hinckley, G. B. (2000). Standing for something: 10 neglected virtues that will heal our hearts and homes. New York, NY: Three Rivers Press.
Lamb, P. (2011). Social value and adult learning. Adults Learning, 23(2), 44.
Lundin, S. C., H. Paul, and J. Christensen. Fish!, a remarkable way to boost morale and improve results. Hyperion Books, 2000. Print.
Morrow, H. (1935). Great captain: The Lincoln trilogy. New York, NY: William Morrow and Company.
Oyinlade, A. (2006). A method of assessing leadership effectiveness: Introducing the essential behavioral leadership qualities approach. Performance Improvement Quarterly, 19(1), 25.
Sandburg, C. (1926). Abraham Lincoln: The prairie years. New York, NY: Blue Ribbon Books.
Wren, J. T. (1995). The leader’s companion: Insights on leadership through the ages. New York, NY: The Free Press.
Yukl, G. (2006). Leadership in Organizations. 6th Edition. Upper Saddle River, NJ: Pearson Prentice Hall.
© 2018 M. Dave Salisbury
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