The Exceptional Attribute of Leadership

Paper Summary:

This paper defines and examines the exceptional attribute of leadership that galvanizes entire organizations toward a common goal. It describes the supporting concepts for this exceptional attribute of leadership and looks at how a leader can synchronize these many factors in an organization, while at the same time concentrating on fulfilling the original vision.

Table of Contents:
Introduction
Defining Exceptional Leadership as Fulfilling a Shared Vision
Creating Ownership of the Vision
Summary

From the Paper:

"The most exceptional leadership trait is the innate ability to define a vision for an organization, then motivate, mentor and guide employees through example to be completely committed to fulfilling it. There are many aspects to this organizational trait that contribute to how exceptional it is. First, there needs to be a strong sense of trust and transparency that the leader engenders through being authentic and passionately committed to the vision. Only if a leader takes this route for the fulfillment of their vision will they have a chance of overcoming resistance to change. In addition, this exceptional leadership trait also requires a high level of collaboration between departments and divisions including the synchronizing of many different strategies and programs at the same time. For all these aspects of leadership that defines and fulfills visionary accomplishment, it's clear this attribute is the most critical in the creation and management of an organization."

Sample of Sources Used:

• Aguirre, Calderone, Jones (2004) -10 Principles of Change Management. Resilience Report, Booz, Allen Hamilton. New York, NY. Accessed from the Internet on March 26, 2008: http://www.strategy-business.com/resilience/ rr00006?pg=all
• Michael Beer and Nitin Nohria (2000) - Cracking the Code of Change. Harvard Business Review, May-June, 2000, pp 133.
• David R Connelly (2007). Leadership in the Collaborative Interorganizational Domain. International Journal of Public Administration, 30(11), 1231. Retrieved March 24, 2008, from ABI/INFORM Global database. (Document ID: 1331964081).
• George S. Day (2006). Aligning the Organization with the Market. MIT Sloan Management Review, 48(1), 41-49. Retrieved March 20, 2008, from ABI/INFORM Global database. (Document ID: 1145080691).
• Davis, Sister Elizabeth (1997). The leadership role of health services managers. International Journal of Care Quality Assurance. Incorporating Leadership into health Services. October 4, 1997. pp. i - iv.

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