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Valuing people - Lesson 2: your reflections

Welcome to the online community learning space for the lesson: Establishing a sense of purpose. Use this forum to discuss the community reflective activity in the lesson. Read the contributions of others, ‘liking’ those you find helpful and add your unique reflections to the conversation by replying to this post. Click here to return to the lesson page at any time.

Community reflective activity:
In your experience, what leadership behaviours establish a sense of team purpose?

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  • I believe that teams with purpose share these common leadership traits:

    That the leader is able to speak to the vision such that it brings it to life for people. Use of storytelling, visualisation, the ‘As is / To be’ pointers. That they encourage comments, questions and discussion about the vision.

    That the leader is able, during the most difficult part of any change, to keep moving forward and providing a calm and reassuring presence for the team so that they have faith in their ability and persist.

    That the leader is able to focus. That means saying no to things, no matter how tempting to do, because it would pull energy away from the core purpose.

    Interested to hear other people’s thoughts?
  • In reply to Brad:

    I am reminded of other traits of leaders - including honesty and integrity, drive, desire to lead, and self-confidence, to name a few. Leading purposeful teams may be the result to achieve mastery, challenge and making a contribution.
  • Leadership behaviors which establish a sense of TEAM PURPOSE:

    • Effectively communicating vision
    • Able to create positive mindset upon the objectives
    • Lead by example
    • Trust his team mates
    • Take time to LISTEN his subordinates
  • In reply to Murali:

    I was reminded of my old boss who said that in leadership, it was absolutely vital to get to know your team and their individual motivations. Everyone comes to work for different reasons and this can change how they view the overall vision, meaning that we sometimes need to communicate this in different ways. I also believe that collaboration between team members is really important and helps individuals feel more connected to each other and creates a sense of shared purpose.
  • I believe in the theorem that 'leaders are born, not made'. Although many leadership traits can be learned or acquired with experience, it takes that certain someone with all of the behaviours to truly be an effective leader. Effective leaders, in my view, are completely authentic and are not afraid of revealing their true nature. When people are not behaving like a 'human', it makes them harder to trust and subsequently, follow. Leaders actively listen to their people and ask the right questions, in order to gain the right answers and empower their teams to find the solutions themselves. They leader with passion and inspire passion in others. Leaders don't have to be the most intelligent person in the room, as they are incredible resourceful people who probably already know the right person for task. Leaders posses emotional intelligence and an innate self-awareness, that exudes charisma, confidence, honesty, integrity, compassion, trust and empathy. Leaders enable collaboration, encourage creativity, provide autonomy and enable learning and development opportunities. Leaders don't criticize when things go wrong, they help you to see why something didn't go according to plan and encourage learning from ones mistakes.
  • In reply to Stefanie Ward:

    Thanks for sharing Stefanie. I do think it is possible to 'make' a leader; in that we all do what we know and, when we know better, we do better. The traits you pull out are absolutely fundamental to great leadership and I like how you point to the authentic human relationships.
  • Leaders need to show there employees how the role they are doing fits in to the overall success of an organisation, showing staff especially those at lower level that the role they are doing is important and valued is so important. Leaders need to be role-models and show staff they trust them and give them the freedom to be creative in there roles and make the role there own.