Mastering Skills for the TOEFL iBT (2006)
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Developing Skills for the iBT TOEFL continues the Compass graded test preparation course designed to hone the test-taking skills required of students who will take the TOEFL iBT administered by ETS. In this second book of the series, students will be able to familiarize themselves with innovative question types found on the TOEFL iBT test in addtion to practicing suggested tips and skills designed to increase their test scores in all four skill-based test sections: reading, listening, speaking, and writing.
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Both Leaders and Managers
Overview
‘Yes, certainly,’ I replied.
‘And so, in the language of today, they were leader-managers?’
‘Yes, good ones.’
‘Can’t the “captains of industry” be both leaders and managers also?’ he demanded.
‘Of course’, I said. ‘It may be helpful to distinguish from each other the concepts of leader and manager, and to tease out their undertones of meaning, but I have suggested all along that they overlap very considerably. It is more questions of emphasis than anything else.’
‘No, you’ve said more than that,’ said the young manager. ‘You said a little earlier that the role of leadership - the responsibility for providing the functions necessary to achieve the task, build the team and develop the individual - is the essence or core of management, command, ministry or what-have-you. The “shapes”, as you called them, depend on the field in which leadership is applied. Doesn’t good administration, which you seem to be saying is a positive undertone of management, really come under leadership? It implies planning - according to you a key leadership function - and organizing so that the needs of the task, team and individual will be met. Making sure that your soldiers are clothed, fed and well cared for is administration, isn’t it? Can you imagine a good leader who is not an administrator - or manager, if you like - even though he may delegate much of the administration to his chief-of-staff and immediate subordinates?’
‘I cannot,’ I admitted. ‘You lead me to conclude that good managers are invariably leaders, and good leaders are also managers.’
‘I am happy with that,’ said the young manager. ‘I can see now that I am having to forge a new concept for myself out of these old words and images - it’s a leader-manager concept. I want to be both. Not always at the same time, mind you. But I can see that some situations are going to call more for leadership than others - especially where change is needed. More routine activities - running an organization - require the more managerial parts of my make-up and experience.’
That conclusion struck me as true, but I could not resist pointing out that the routine option - merely keeping the show running - was becoming less common. Indeed, I can think of no organizations today that can afford to stand still. If they try to do so they invariably find they are going backwards. Even in organizations that are not growing or moving forwards, such key functions of leadership as team-building, setting an example and developing each individual are still necessary. The young manager agreed, and continued:
‘Yes, I can now begin to formulate my own concept of the leader-manager or manager-leader. But one thing troubles me. Wasn’t Hitler a good leader in your definition?’
‘A good leader in many respects,’ I agreed. ‘He was certainly inspirational and had a sense of direction. But he was not a leader for good. He was leading in the wrong direction, towards evil ends. He was a misleader. Moral values cannot be left out of leader-follower relations.’
‘Let me attempt another summary,’ said the young manager, standing up and going to the flip chart. ‘I think these are the keypoints I shall take away:
Keypoints
Leadership and management are not the same. In industry and commerce they should go together. In government we often think of political leadership and public service management, but the latter also requires high-quality leadership.
Leadership is about giving direction, building teams and inspiring others by example and word.
You can be appointed a manager but you are not a leader until your personality and character, your knowledge and your skill in doing the functions of leadership are recognized and accepted by the others involved. This is a very fundamental difference.
Leadership and change go together. Managing in the form of running an organization is more appropriate where there is not much change going on. When change is endemic, as it often is nowadays, managers must learn how to ‘lead’ it.
Managing entails the proper and efficient use of resources - good administration. Good leaders care about administration, the less good ones don’t.
Management that ignores or resists change will never inspire others.
Above all else, I would like to stress our unity as a party. This was undoubtedly the biggest single factor in the final result, for the ascent of Everest, perhaps more than most human ventures, demanded a very high degree of selfless co-operation; no amount of equipment or food would have compensated for any weakness in this respect.
From The Ascent of Everest by John Hunt
Source : Not Bosses But Leaders—How to Lead the Way to Success, Third Edition by John Adair
Qualities of Leadership
‘Tell me about leadership,’ began the young manager. ‘What actually is it? I have recently read two books on the subject and I am none the wiser.’
‘Forget about the books,’ I replied. ‘Look back upon your own experience. You have been both a leader and you have been led by others. What do you think makes a person a leader?’
The young manager looked out of the window and thought for a few minutes. ‘I suppose that it’s the ability to influence others to achieve a common goal.’
‘That’s not a bad definition, but what constitutes this uncommon ability you have just identified? Why does one person emerge as the leader in a group rather than another?’
The young manager had some ideas about that. He mentioned several qualities that he felt were significant, such as courage and perseverance. He stressed the importance of knowledge. After listening to him I suggested that it might be interesting for us both to look at the research relating to the subject of leadership.
‘Not that it will tell you much that is new,’ I added, ‘but it may help you to put into better order what you know already - so that you can make more use of it in your own career as a manager, and - perhaps - to develop leadership in others more effectively.’
‘That seems like a good idea. Where do we begin?’
‘As the King of Hearts in Alice in Wonderland said, let’s begin at the beginning and go on until we come to the end, and then stop. Consider first the most widespread assumption about leaders, namely that leaders possess certain qualities that will make them leaders in any circumstances, such as initiative, determination, patience, and so on. Not long after research into leadership had got underway some 40 years ago, some researchers had the idea of looking at the various lists of leadership qualities which were beginning to appear in the studies. They found that there was apparently little or no agreement on what the qualities of a leader are.
‘When I was Adviser in Leadership Training at the Royal Military Academy, Sandhurst, for example, I reviewed all the lists of leadership qualities being taught in schools for young officer cadets throughout the Western world - the Royal Air Force, the Royal Navy, France, Germany, the US Army and the US Marine Corps among them. The only quality which appeared on all the lists was courage.’
‘But surely that doesn’t help much,’ interjected the young manager. ‘I imagine that all soldiers need the quality of physical courage, not just the officers.’
‘I agree. Physical courage is really a military virtue, not a specific leadership quality. That leads us to the second drawback of the qualities approach, as I call it.’
‘What’s that?’
‘Even if a list of leadership qualities could be identified the qualities approach does not form the best starting point for leadership training. It is often associated with the view that leaders are born and not made. You may have heard the story of the business executive who read in his annual report “Smith is not a born leader yet.” What do you suggest he should do about it?’
The young manager laughed. ‘I see what you mean,’ he said. ‘But does that mean the qualities idea has nothing more to offer? I noticed that a few moments ago you said there was only an apparent lack of agreement about leadership qualities. What did you mean?’
‘Well, I believe that we do know some things about the qualities of leaders. In the first instance, leaders should possess and exemplify the qualities expected or required in that particular working group. Physical courage, for example, may not make you into a military leader, but you cannot be one without it. You could apply the same principle to all working groups - engineers, accountants, academics, nurses, ministers, politicians…‘
‘And managers?’
‘Of course,’ I replied. ‘If you want to be leader of managers - a managing director or chief executive - you should personify the qualities which are expected or required in all managers. We should have to return to the question of what they might be. But leadership is more than possessing the qualities that are required and respected in your walk of life. There are certain qualities which are the hallmarks of good learners. Let me write down some headings on the flipchart:
|
Integrity has been defined as the quality which makes people trust you. And trust is of central importance in all personal relationships. Integrity means literally personal wholeness. It also conveys the sense of adherence to standards or values outside yourself - especially the truth. Trust and truth are first cousins. |
‘From the last point you can see that it’s the juxtaposition of qualities - that pattern of qualities - which matters most. Just as oxygen combined with hydrogen is somewhat different from oxygen when it links up with carbon so - for example - a sense of humour takes on a different nature if allied to one set of qualities rather than another.’
‘And so it’s still worth thinking about qualities. But can you develop them. How about a sense of humour?’ suggested the young manager.
‘Yes, all leadership qualities can be developed - some more than others - by practice and experience. Part of that process, which takes place over a lifetime, is contemplating the qualities of other leaders.
‘Each new leader you meet, or perhaps an attribute which you have never quite seen before. It’s like contemplating the different facets of a diamond. However, valuable thought it is - especially in the longer term - the qualities approach is not the best starting point for leadership development. Research changed direction.’
Source :Not Bosses But Leaders—How to Lead the Way to Success, Third Editionby John Adair
