The Effect Of Executive Peak Performance

Today’s potential leaders who have enhanced there skill with education in leadership, believe in the elements that they 've learned. The rational, technical reducible in today 's marketplace could be ill-equipped without the proper motivation and mentoring because motivation of followers isn 't created out of thin air. It’s accomplished by aligning individuals and members who take pride in their contributions and have an understanding of shared goals and values.

When people think of individual leaders, some of the first people that comes to mind are the many great military, political, and religious leaders of the past, and/or present. Leaders are those individuals who takes charge, not with an “iron fist”, but with their knowledge, beliefs, and most importantly, patience. In the world of business, leaders are looked upon to make important decisions that can either make, or break a business, including leading individuals to a successful path. Les Brown is the world’s most renowned motivational speaker and highly-sought-after resource in business and professional circles for many Fortune 500 CEOs. Les Brown turned his passion to motivate and build people into a multi-million-dollar business that he successfully runs and manages.

In What Makes an Effective Executive, Drucker (2011) outlines eight simple practices or rules that all effective executives follow (p. 23-24). He reminds us that during his 65-year consulting career, some of the cream of the crop executives have not exactly fit the leader stereotype who exudes charisma and charm. Rather, they are diverse with regards to their personalities, attitudes, values, strengths, and weaknesses. Harry Truman is an excellent example of this – a president who lacked charisma yet became one the most effective presidents in our history.

According to President Abraham Lincoln, “Nearly all men can stand adversity, but if you want to test a man 's character, give him power.” Many people can get through their trials and develop their character, but when they are given power, if will show what type of a person they are. A bad leader is arrogant and leads by fear, and often bends the rules based off of what would benefit them even when it contrasts with what would benefit their community. A good leader is flexible, patient, and rational, and knows how to improve whatever they are in control of and take action. To be a trustworthy leader, compassion, diligence, and intelligence are needed so followers will see the leaders example and try to become more like them. Because bad

“At times of change or dealing with uncertainty or in a crisis-- that is when the best leader will shine” (Ellis, 2016). A leader who can work effectively in a complicated, unpredictable situation is a competent leader and he tirelessly works to improve his capabilities (Ledlow & Coppola, 2010). All great leaders are known for communicating effectively what they want to achieve. They are visionaries who have the ability to lead others toward a shared goal (Gibson & Weber, 2015).

Throughout history, certain leaders were described as having exceptional qualities, such as charisma, that enabled them to motivate followers to achieve outstanding performances. Used wisely, it’s certainly a blessing; indulged, it can be a curse and therefore, these leaders can lead people ahead or astray. Famous leaders such as Stalin, Hitler, Mussolini, and Roosevelt all shared a similar quality, charisma, which helped them rise in power and become leaders for their countries. This rise in leadership is a cause of crisis situations, distress in people, and inspirational and charismatic leaders who give promising deliverances. At the time, many leaders were struggling to rebuild their nations and as a cause, many totalitarian dictators such

In the Leadership Challenge, 4th edition, it is Kouzes & Posner (2007) intention to present a road map for individuals to follow on their leadership journey. The authors stress that “leadership is not a gene and it’s not an inheritance.” Leadership they assert is “an identifiable set of skills and abilities that are available to all of us” (p. 23). They make clear that the “great person” theory of leadership is “plain wrong.” Leaders are our everyday heroes who do extraordinary things on a regular basis (p. 23).

As a growing debate, the question at hand is whether great leaders are born with specific leadership traits, or if one can be taught certain traits over time. According to (Wikipedia.com) the approach of listing leadership qualities, often termed "trait theory of leadership", assumes certain traits or characteristics will tend to lead to effective leadership. I believe that leadership traits such as honest, competent, initiative, inspiring, hardworking, intelligent, and the ability to lead the masses, are some of the leadership traits one should possess. Within this paper, I will examine the overall concept of leadership traits, while observing the traits that were, or can be associated with successful leaders.

Great leadership overcomes the status quo by taking risks. However, it slowly moves the group through a series of small steps designed by the leader to encourage participation and build feelings of success. To continually inspire and encourage their followers, leaders must be able to break a large task into small components. This builds self confidence and a culture of active learning and hardy determination. To build this hardy resilience leaders anticipate setbacks and develop the ability to learn from them. Leaders will also teach their followers to learn from adversity and

Too often we are trapped under the illusion that to be a leader you must be a famous figure, someone whom everyone knows. While being a leader may cause you to be well known, not all famous individuals are leaders. Gardner speaks the truth when he says, “Leaders come in many forms, with many styles and diverse qualities,” from quiet to courageous, from empathetic to cool and decisive. Everyone has the

Experiences have a great impact in a leader’s life; the experiences a leader can have can be really strong but on occasions can have a negative effect. Sometimes, experiences can create a stronger leader although sometimes experiences can frighten a leader. Confronting negative experiences make leaders be afraid and back away from life. Being afraid of having a similar bad experience leaders occasionally seek for

Great leaders learn to be decisive, trust instincts, and control emotions. Great leaders are apt to not over-think or over-analyze situations. Great leaders use past decisions to help make new ones, and are not afraid to fail. Great leaders have all types of personalities, but great leaders share many of the same decision-making skills (Kase,

n ‘A leaders’ guide to why people behave the way they do’, Clawson points leaders who want to increase their effectiveness at leading through influence to the need to be able to dig deep below the surface of the observable everyday human behaviour in order to understand why people behave the way they do. Clawson argues that it is by paying attention to the human side of individuals – people’s Values, Attitudes, Beliefs and Expectations (VABEs) which together shape behaviour – that gives leaders insights into people’s motivations. As VABEs are deeply ingrained and shaped through a combination of our genetic makeup, the experience of how we were nurtured and the beliefs and values that we have picked along life’s journey, understanding where

Leaders walk around this earth attempting to make an impact, but they always question if they are really doing an effective job in the back of their mind. With the article published through Harvard Business Review, “The Trickle-Down Effect of Good (and Bad) Leadership,” by Jack Zenger and Joseph Folkman discussed the results of an experiment testing if leadership behaviors were contagious, just like emotions. Their purpose was to spread the word that a leader’s impact is greater than one might perceive as and that they do make an impact in this world. Overall, the authors supported their results as well as explained what their results mean, offering their insight with the use of ethos, logos, and pathos and the tone of insightfulness and reflectiveness.

“Leadership is more ability than job. Moreover, it is all about determination, ability to solve problems, set direction for followers, gather them for common purpose and motivating people to achieve tasks. Furthermore, it is a charisma and the ability to reacting at the right time for a particular competitive situation” (L.Mullins, 2010, P372).