The Art of Diplomatic Leadership

While the leaders meet entirely new types of challenges and responsibilities, they discover that they have the strength and resources to address these challenges. For example, some of the first leaders in the final analysis, knowing they have a gift for inspiring and leading others. Others believe that they are especially talented at assessing the motivations of others and values. Every time you make something happen as leader'whether is to shape the culture of your group in a positive way, help someone master a new task, or assembly of a top-notch team'leaders expand their capacity. Leaders become more experienced, experienced, and confident, and have a more acute awareness of their strengths and areas for improvement. Not only learn more about themselves as you progress into a leadership role, but also learn more about organizational life in general.

The techniques of command and control of the previous generations are increasingly ineffective. Today's leaders must be visionary, possessed of moral courage, and skilled in the art of diplomacy. As Trustee, I can remember some joint board meetings when the minister was not present and it was hard to keep everyone on task. I have experienced similar cases on board the ship when the Commander and Chief was on the ground. The changing structure of organizations, the growth of alliances between organizations and the changing nature of work itself calls for new approaches to leadership. Paul has suggested a new approach in Galatians 5:22, 'But the fruit of the Spirit is love, joy, peace, patience, kindness, goodness, faithfulness'' By faith, Paul is referring to something more than knowledge of life on earth of Jesus. It means a commitment of an individual way of life exemplified by Jesus. This approach has less to do with formal authority and power to control, and more to do with the use of situational leadership, strategic and moral obligation to keep groups of people who can not report to have been aligned with an overall goal.

The most important ingredient: Ethics

Ethical leadership includes a variety of elements. Beliefs regarding the ethics involved, taking into account the purpose of the action taken, the consequences for himself and others, and the moral standard which the action is measured. This is not to ignore profits and losses, production costs, and worry so on, but for rational measures of performance coupled with the recognition of the importance of treating people the right of every day. 'Moral Leadership is to distinguish good from evil and do good, looking good, honest, good, and right conduct in his practice' (Daft, 1999, p. 369).

Whether it's judgment based on the character or legal infractions, ethics has always been a popular topic. When leaders are asking whether their behavior is unethical, they need to ask 'What do I think that if someone else did it?' Paul believed that the law identifies the flaws of the character of a person, but does not remove them. Paul writes: "'any of you are justified by the law, ye are fallen from grace' (Galatians 5:4) Compassion is based on a broader understanding of our relationship with God and one another when you define Christianity as a list .. of things to do and not do, we just enjoy an intimate relationship with God we get caught up in rules as if God were waiting to take off line, when he is actually waiting to pick us up when we fall. Christ does not make demands on us that limit our self-direction, therefore we should not be inclined to judge others that way. In his Virtue-Centered Theory of Judging, said Lawrence Solum 'theories of fairness are prior to theories of justice (2003, p. 178). true Christianity sees the role of leadership as it is based on love and grace.

We have all known people whose character was not consistent with their personality. However, the character is more important than personalities. Malphurs (2003) has maintained 'a Christian leader emphasizes godly character' (p. 19). The organization will hold people accountable for their behavior (character), but not for their personality characteristics. If the 'fruit' of the spirit (love, joy, peace, etc.) and 'fruit' of the flesh (adultery, hatred, envy, etc.) are the results, then our character is the means toward this result. We must try to do the right thing.

The character is our commitment to do the right thing, why should we focus on character development. In 1 Timothy 4:7 Paul exhorts Timothy to exercise'' compassion toward yourself and others. 'Character and self-discipline are the moral strength of a leader to behave according to the correct values. The difficulty lies not in knowing what is right, but rather what is right. Look for organizations where the leaders are clearly defined, articulate, and exemplify the organizational values. 'Leadership is doing the right thing even when you feel like it, perhaps, especially when we feel as if' (Hunter, 2004, p. 145).

There are many ways to help emerging leaders in ethical development. Let me start with leading by example. It 'hard to appreciate the pressures on the leader unless you had that position. The best way to help up-and-coming leaders if they are your peers or subordinates is to let them see Christ working through you. 'The movement away from the direction of command and control has brought new leadership styles that are more democratic and techno-like' (Lassiter, 2001). Terms such as shared leadership, or of an agent are increasingly used to describe some of these modes of interaction.

Another way to develop an ethical behavior is to develop a personal belief 'that defines who you are, what your goals in life are, and how you will live your life. Kouzes and Posner (2002) has observed, 'When you clarify the principles that govern your life and the ends you seek, you will do the daily decision making "(p. 394). A leader has a moral personality. Let a home or at work, there is only one set of principles that guide his behavior.

As a leading Engineering Training Team aboard a guided missile frigate, I worked hard to build trust within the team. Everything was smooth until Petty Officer Johnson joined. Several members suggested that he lacked the experience and not working very well. The group went out for lunch "team", and left behind Johnson. I was shocked and disappointed. Johnson was extremely competent and has demonstrated a passion for his work. I met individually with all team members, including Johnson, to enable them to communicate their concerns. I listened actively to what is being said. To better understand the concerns of the group I could get to the root causes of the problem. One method that helps to make innovative teams is to 'Ensure that group members are communicating with each other.' (Biolos, 1996, p. 1).

The most important lessons: Situations

'A Christian leader is a servant with the credibility and ability to influence people in a particular context to pursue their God-given direction' (Malphurs, 2003, 131). The same person can be a successful leader in one situation but not in another. It is unlikely that there is a single set of capabilities and characteristics that can be found in all leaders. Not that the features are not important, but rather, the essential characteristics of the head vary depending on the circumstances. The requirements for being a successful naval officer, for example, differ from those of an elementary school or Sales Manager. McGregor (2006) suggested that'' it is more fruitful to consider leadership as a relationship between the leader and the situation as a universal model of the characteristics possessed by certain persons "(p. 253).

The situational leadership theory developed by Hersey and Blanchard focuses on the characteristics of followers as an important element of the situation, and consequently to determine the actual behavior of leaders. Yukl (2002) observed major situational variables include the characteristics of followers, the nature of the work done by the group leader, the type of organizations, and the nature of the external environment '(p. 13). In other words, persons vary in levels of readiness and then conduct a leader should be influenced by factors that affect the whole situation.

Daft (1999) summarized the relationship between leader and follower style available in four categories: telling, selling, participatory, and delegating. Telling a story is very directive, the sale involves explaining decisions, participatory sharing of ideas to facilitate decision making, and delegation is a style that offers very little direction and support. (P. 99 '102). As leaders, our professional identity, will be transformed in relation to skills and abilities of the group as well as external influences. This means that we look at the world from a different perspective.

Since the material and logistics manager for a Destroyer Squadron my areas of responsibility included two major departments of each of our ships, six engineering and supply. At the end of each month I had trouble getting the summary reports of Engineers, but the supply relationships were always right in time. However, when the ships were under the departments of Engineering worked very well, while service delivery were a little 'poor. I had to adapt my leadership style when dealing with department heads, such as situations change. For the monthly summary reports I used with the official delegation of the provision but a more directive approach with engineers, but the opposite during their operation. From the standpoint of naval engineers were very operationally and technically proficient, while the officers were very food oriented business.

When you become a manager, you enter the role with our expectations of what our new job entails. Often, these expectations differ from the actual needs of different jobs. In addition, the various people with whom we work'our direct reports, supervisors, and peers'have their expectations about our role'and some of their expectations may conflict with ours. Every situation we encounter involve different skills. Each situation shows the extent to which the solution of problems is fundamental to the work of leadership. In the era of teams, leaders do not solve problems by themselves. Must operate from a business discipline that will allow a group of workers to frame a problem and agree the most effective way to solve it. Yet, as basic as this task, many organizations do not solve problems using processes that lead to optimal solutions.

An effective team is diverse, with different skills that you trust each other enough to challenge the work of others. The members do not always agree but they must communicate and have a general openness to new ideas. There should be sufficient differences in viewpoints that have something interesting to say to each other. Biolos (1996) has maintained'' a homogeneous group, whose members are subject only to agree with one another usually do not promote high levels of creativity '(p. 14).

Broken barriers may also have a positive influence on the organization. Entrepreneur Herman Cain discussed this very topic during the banquet at the residence 2005 Executive Leadership at Regent University. He stated that the purpose of leadership was to 'remove obstacles' that prevent followers of success. London (2001) of which many barriers that not only prevent the development followership, but also leadership development. Among others, he listed discrimination, sexual harassment, lack of confidence, role conflict (for example, be a boss and colleague), lack of experience / training for a key assignment, disapproval from others (especially public criticism) , the uncertainty on the future (eg, due to a sudden change), and the lack of information. (P. 218). Some of these obstacles can creep slowly giving leaders time to adjust to the situation, as well as time to avoid the barrier thus increasing the problem. Other barriers may occur suddenly and have adverse effects on the organization. The important task is that leaders learn to recognize and treat these barriers!

The essential qualities: Strategy

People often hunger for something greater than themselves. 'Work without purpose (although it takes great skill) can become blind, drudgery heartless' (Woolf, 2002, p. 24). People must have a common goal to work for. Some call it vision, some call it foresight. That always the case, it is lead with a purpose. Leaders who offer, you will never have a shortage of followers. The purpose of the fisherman forced to abandon their nets and follow Jesus' purpose forced the woman at the well to abandon his pot of water and spread the good news. 'Your passion for something is an indication of what is worthy in and of itself' (Kouzes and Posner, 2002, p. 112).

The aim is that every prophet in his own way, would keep a nation whole operation. Purpose Moses' was to lead the Hebrews out of Egypt to the edge of the Promised Land. Joshua purpose was to guide them and Solomon was to build a temple, not for his own glory, but for the glory of a higher purpose. Woolfe (2002) has maintained 'When a leader is dedicated to one purpose, and when all the' soldiers' view that the commitment is constant and 'really,' big things (p. 27). Strategic leadership involves not only the creation of a vision, but the articulation and implementation of that vision as well.

Strategic leadership involves the relationship between the external environment to choices about the vision, mission, strategy, and their implementation. The vision reflects the organizational environment and works in concert with the mission of the organization (values, goals, etc..) Strategy provides guidance for translating the vision into action and is the basis for the development of methods of implementation. The strategic leadership theory explains how changes in the context of the organization affects the relative power of the leaders. Yukl (2002) has identified three factors that influence the ability of leaders to influence organizational performance: 1) The evolutionary scenario of the organization, 2) Political power within the organization, and 3) the time of the leader in office (p. 348 '352). In other words, the possibility of the vision of a leader to influence the performance of an organization is strongly influenced by historical factors such as changes in the organization, the level of influence of the leader, and his executive office.

Strategic leadership involves the relationship between the external environment to choices about the vision, mission, strategy, and their implementation. The vision reflects the organizational environment and works in concert with the mission of the organization (values, goals, etc..) Strategy provides guidance for translating the vision into action and is the basis for the development of methods of implementation. The strategic leadership theory explains how changes in the context of the organization affects the relative power of the leaders. Yukl (2002) has identified three factors that influence the ability of leaders to influence organizational performance: 1) The evolutionary scenario of the organization, 2) Political power within the organization, and 3) the time of the leader in office (p. 348 '352). In other words, the possibility of the vision of a leader to influence the performance of an organization is strongly influenced by historical factors such as changes in the organization, the level of influence of the leader, and his executive office.

When I pointed out as the chief engineer aboard the USS Samuel B. Roberts (FFG 58), I asked the Captain, my mentor and leader, where he saw the department going. He made a vague comment and turned the question, and ask '"Where do you see the department going?" I've become a bit 'confused with his response. It 'was deliberately being vague and not answer my question because it was my job as the chief engineer, to create the vision and direction for my department.

I should think about where I saw the department going, what will it take to get there, and how it fits into the overall strategy of the command. The conclusion I came to be my most important motivational tool, and helped to align resources and keep people focused on the tasks at hand. 'The most important role of visions in organizational life is to give focus to human energy.' (Kouzes and Posner, 2002, p. 130). An effective vision is more important motivational tool for a leader, we will refer to it from time to time, illustrating the benefits and relevance to the public other as you work to keep them on board. Maxwell (1993) says, 'People do not chase a dream in itself. Follow the leader who has that dream and the ability to communicate effectively. Therefore, the vision will be a top leader, but for that vision to grow and to ask for a sequel, the leader must take responsibility '(p. 141).

More Than Logic

Leadership is not only logic and reason. They have their place, but there's more to it than that. Recognizing that not all rational is an important step towards accepting that there is something more important 'people's feelings and emotions. Kippenberger (2002) argues that 'leaders must understand that at the heart of what we are trying to do is get the best out of people.' (P. 113).

To obtain and maintain the commitment of followers, the leader / follower relationship must be nurtured. 'Leadership is a relationship between those who aspire to lead and those who choose to follow.' (Kouzes and Posner, 2002, p. 20). Diplomacy requires that we not only know and control our emotions, but also learn to recognize and manage the emotions of other people as well. What a leader achieves today depends on the people who are driving, and the best way to succeed is to get them to give their best. 'The task of a leader is to achieve a goal' that is the end, the people most important is the medium '(Kippenberger, 2002, p. 114).

Communicate Authenticity

Authenticity is difficult to develop and more difficult to coach. 'Since authenticity is a way of being a leader rather than things you do as a leader, a few instructions are outwardly good.' (Pearce, 2003, p. 11). The responsibility for the authenticity, therefore, belongs to the leader. Through a combination of introspection and discipline, must find their authentic voice and amplify it so that it resonates with their followers.

One of the most difficult tasks for those who want to measure and assess the leadership is the task of trying to examine the elements that make up the leadership. One way to look at these items is to suggest that a leader has different skills, and also carries a distinctive style and, even more elusive, has several qualities that could be uttered. With skill, I mean the ability to do something good. Something that is learnable and can be improved, such as talking or negotiating or planning. Most leaders need technical skills (how to write well), human relations skills, ability to supervise, inspire, build coalition and so on, and also what might be called conceptual skills' ability to play with ideas, cunningly consult and create great strategy. Skills can be examined. Skills can be taught. And clearly the skills are an important part of leadership. Skills alone, however, can not guarantee success.

References

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