Leadership – How Can Leadership Programs Be Measured?

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The nature and intent of that effect identifies the influence, instructions and outcome of leadership. Organizations depend on leadership for instructions, momentum and a plan for sustainable success. How can leadership be determined?

Usually, leadership is specified by attributes and results. Formal leadership development nearly always focuses specifically on qualities, relying on hope that results will take place.

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For instance, an individual in a leadership function is considered "successful." We want to replicate the leader's success, so we try to reproduce the qualities, skills, values, competencies, actions and habits of the leader. We try and edify to emulate these qualities in others, but we hardly ever get the same results. Business America is full of "competency-based" leadership development programs, what one might call the "injection-mold" technique. Competency-based leadership development has a result on organizational culture, no doubt, but not always the wanted result. Leaders who somehow "determine up" to the wanted proficiencies do not always produce wanted outcomes.

Ultimately, producing outcomes is the reason we study leadership, the factor we seek to establish leaders, the very factor we need leaders. So it stands to reason that leadership likewise has been determined based on the results produced, despite how those results were achieved. We require look no further than Richard Nixon or Kenneth Lay to recognize the downside of such one-dimensional steps.

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The leader's function is to establish the conditions (the culture, the environment) under which others can take right action to achieve preferred results. "Desired results" are well specified by the vision, objective, values and objectives of the team or organization. Leadership is finest determined by the how well fans perform the vision, objective and goals while "living out" the desired values. This leads us to a brand-new property: that leadership must be measured by the results produced and how they are produced, as so often stated. There is a critical 3rd component, that is, by whom are the outcomes produced. This should rightfully be associated to individual action without any contributing impact from the habits of others if it is the leader that produces the desired results.

There is an apparent link between interaction and leadership– the fundamental reason for communication and for leadership is to prompt some kind of behavioral reaction or action. Fan habits, not leader habits, defines leadership. This might lead one to argue, mistakenly, that there is little difference between leadership and browbeating.

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Ultimately, the brand of leadership we seek in contemporary life is best defined, developed and measured based on whether intended results are accomplished, how they are achieved, the value of these results to others, and whether fans take discretionary action to attain the leader's vision, objective and objectives. Leadership development need to be tied to planned results of those who are lead more than proficiency sets of those who lead.

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Ultimately, producing results is the reason we study leadership, the reason we seek to develop leaders, the very factor we require leaders. It stands to reason that leadership likewise has been measured based on the results produced, regardless of how those results were accomplished. There is an obvious link between communication and leadership– the standard factor for interaction and for leadership is to trigger some type of behavioral response or action. Eventually, the brand of leadership we seek in modern life is best defined, established and determined based on whether planned outcomes are attained, how they are achieved, the value of these outcomes to others, and whether fans take discretionary action to achieve the leader's vision, mission and objectives. Leadership development should be tied to planned outcomes of those who are lead more than proficiency sets of those who lead.

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Charles R Juarez Jr

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