Reference no: EM132776966

Leadership is not simply about you and realizing only your values and vision. It's more about helping others achieve theirs. For leaders and constituents alike, putting out discretionary energy requires that people feel their efforts are serving a larger purpose beyond the self. Your success as a leader links inextricably to how well you understand others' hopes, dreams, and aspirations. You have to find common ?ground with your constituents, and doing that means connecting with what gives their lives meaning and purpose. Self-Coaching Action In your leadership journal make a list of your key relationships. Include your team members, your manager, important internal and external customers, peers you often collaborate with, and anyone else with whom you are interdependent. If the list is too long, start with people with whom you have the most frequent contact.

For each individual, ask yourself:

What are the values that this person holds dear?

What are his or her standards?

What are his or her future hopes and aspirations?

What is the higher-order purpose that gives this person's work and life meaning?

Explain a journal that is responsive to this Self-Coaching Action and which addresses the last three sentences on page 95. The journal will consist of two well-written paragraphs

Once you've recorded your answers, step back from the data. See whether you notice any patterns. What are the common themes in the responses that give you clues about a possible shared vision that unites everyone?

Book:

What is the higher-order purpose that gives this person's work and life meaning?

Learning Leadership (Kouzes & Posner, 2016) covered pages