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The leader’s qualifications

Dr. Jutamas Vareesangthip

King Ashoka’s edicts suggest that disruptive Buddhist followers should be shamed for disobedience:

• "The monk or nun who disrupts the Samgha [the community of Buddhist monks and nuns] shall be required to put on white robes [instead of the customary yellow] and to live in nonresidence (anabasasi). It is my desire that the Samgha be united and endure forever"

According to Thich Nhat Hanh • •

• • • • • •

The Three Qualities of Leadership Leadership is often construed as being powerful and lording it over others. However, Buddhism teaches that true leadership is being compassionate, wise and free of cravings and negativity, According to Thich Nhat Hanh leadership has three virtues or qualities: The Virtue of Cutting Off is the quality of getting rid off anger, desires and ignorance. The Virtue of Loving is the quality of being compassionate, thoughtful and forgiving. The Virtue of Insight is the quality of using wisdom to lead people towards happiness. Effective leadership, according to Buddhism, is developing these three qualities and basing the use of power on them. Being in a leadership position of power should not be a reason to dominate. Rather it should be a way of leading others towards their goals, taking decisions that help society and making a difference to people’s lives. By using compassion, wisdom and other Buddhist teachings, it is possible to develop better leadership skills and be a leader who is truly admired and respected

Religious leaders should: • have deep and sincere commitment to their faith • be excellent communicators • have leadership skills • have a genuine desire to help others • want to gain a deeper understanding of their faith and share this with others.

Leadership Qualities The following is a list of important qualities that Leaders live by on a daily basis. They seek grow these qualities within themselves on a daily basis. One must be‌

Leadership Qualities • Visionary A Leader is a visionary. They Think BIG and picture what they want in their minds with clarity and purpose. Moreover they share these visions and plans with others in order to move and inspire them into action for one common purpose and cause.

Leadership Qualities • Firm Against Criticism A Leader is firm against criticism, fully understanding that unconstructive criticism can destroy even the most resilient hearts.

Leadership Qualities • Inspirational A Leader projects inspiration through their words, gestures and actions. These symbols inspire their team into massive action for a common purpose, vision and goal

Leadership Qualities • Excellence Minded

A Leader always thinks in terms of perfecting every action and process that will further help improve the efficiency and effectiveness of their enterprise. As a result you will never find them compromising their highest standards or values.

Leadership Qualities • Responsible A Leader takes full responsibility for their decisions and actions. You will never find them explaining or complaining to others about their current circumstances.

Leadership Qualities • Focused A Leader is focused on the strengths and needs of the situation, in respect to themselves and especially to the needs of others.

Leadership Qualities Responsible A Leader is focused on the most important tasks, roles and priorities at all times no matter how much mayhem (chaos) is circulating around them.

Leadership Qualities • Interpersonal Qualities A Leader has exceptional interpersonal qualities that shine through when dealing with other people. They are always consistent and fair, open to new ideas and perspectives, and project magnanimity (generosity)– always giving credit to others for their efforts, work and results.

The Capacity of Leader • • • •

Knowledge Skills Behaviors Values & Ethics

1. Knowledge -about the environment -behavior of organization -(evaluate) Policy -quantitative & qualitative experiment -ethics & fashionable society

2. Skills • of leadership (30%) &solve the problem(70%) • Knowledge + Skills in organization and management improvement (O & M Improvement), no common sense • evaluation  (style of leadership is different) • Write (30%) &speech (70%,Talk Sense not Talk show)

3. Behaviors • • • • •

Honesty Gratitute Smart no Integrity ไม่ประพฤติผดิ ในเรื่ องเกี่ยวกับเพศ Loyalty –nation, -religious, -King

4.Values & Ethics • 1. Honesty (from the family) • 2. Responsibility • 3. Punctuality


Managers Vs Leaders Manager Characteristics • • • • • • • • • • • •

Administers A copy Maintains Focuses on systems and structures Relies on control Short range view Asks how and when Eye on bottom line Imitates Accepts the status quote Classic good soldiers Does things right

Leader Characteristics • • • •

Innovates An original Develops Focuses on people

• • • • • • • •

Inspires trust Long range perspective Asks what and why Eye on horizon Originates Challenges the status quo Own person Does the right thing

4 Characteristics of leader’s qualifications 1 Intellectual qualifications 1.1 Alertness-talent to solve the problem 1.2 Logical Thought-consideration of course & benefit 1.3 Common Sense- good &bad 1.4 Judgment- consider before 1.5 Foresight-evaluate situation to know target)

4 Characteristics of leader’s qualifications 2 Physical qualifications • 2.1 Healthy • 2.2 Energy • 2.3 Endurance-Difficulty ,hungry, thirsty and bad whether • 2.4Pleasing Appearancepersonelity

4 Characteristics of leader’s qualifications 3 • • • • • • • • • • •

Emotion qualifications 3.1 Optimism 3.2 Adaptability-time, place, person 3.3 Even Temper-easy going 3.4 Self – Control 3.5 Enthusiasm 3.6 Sociability 3.7 Tact-art to solve 3.8 Sense of Humor 3.9 Self – Confidence 3.10 Broad of Interest 3.11 Human Understanding

4 Characteristics of leader’s qualifications 4 Individual Characteristics • 4.1 Truthfulness • 4.2 Royalty • 4.3 Sense of Duty • 4.4 Dependability-got Ethic • 4.5 Courage • 4.6 Force • 4.7 Fairness • 4.8 Selflessness

Common qualities Design leaders do tend to share three general qualities: -they are good at envisioning the future, -thinking strategically -and leading others.

Personality of Leader

•1. Overt Behavior •พูดตรงไปตรงมา ,เข้ าใจง่ าย

•2. Covert Behavior

• พฤติกรรมศาสตร์ ทซี่ ่ อนเร้ น อำาพราง ,แสดงออกในทางอืน่ ผู้ ใต้ บังคับบัญชาไม่ อดึ อัดในทำาตัว ไม่ ถูกนำา มีมนุษย์ สัมพันธ์ ทดี่ ี เพราะสามารถซ่ อนเร้ นสิ่ งทีท่ าำ ให้ คนอืน่ ไม่ พอใจไว้ ได้

Example of The Buddhist Spiritual Leader in ThailandBuddhadasa Bhikkhu (Thai: พุทธทาสภิกขุ, May 27, 1906 May 25, 1993) was an asceticphilosopher of the 20th century. Known as an innovative reinterpreter of Buddhist doctrine and Thai folk beliefs, Buddhadasa fostered a reformation in conventional religious perceptions in his home country Thailand as well as abroad.

Example of The Buddhist Spiritual Leader in ThailandLuang Por Pa単単ananda is one of the most prominent senior monks in the Thai Sangha (monastic order) today. Further, he is one of its most popular Dharma exponents and one of the most important spiritual leaders in Thailand. The words "Luang Por" means "Great Father," an informal honorific used for senior monks, and " Pa単単ananda" means "One who Delights in Wisdom," a befitting Pali name he received at Higher Ordination and which has become so well-known that it overshadows all the formal titles he has since received.

Example of The Leader • Steven Paul "Steve" Jobs, (born February 24, 1955) is an American business magnate, and the cofounder, inventor and chief executive officer of Apple. Jobs also previously served as chief executive of Pixar Animation Studios; he beca me a member of the board of The Walt Disney Company in 2006, follow ing the acquisition of Pixar by Disney

A wide variety of leadership • leadership is a complex and sophisticated “dance” of a wide variety of skills, gifts, knowledge-sets, abilities, passions, and experiences. • Leadership is not something that individuals (leaders) excel at – it is the result of diverse and complementary groupings of people with different functions, abilities, and performance objectives.

Example of The Leader • Steve Jobs set out for Apple back in 1980: "Your time is limited, so don't waste it living someone's life. Don't be trapped by dogma-which is living with the results of other people's thinking. Don't let the noise of others's opinions drown out your own inner voice. And intuition. They somehow already know what you tru ly want to become. Everything else i s secondary."

Example of The Leader • Having glimpsed a new horizon, the best leaders articulate a vision of how things should be. One of my all time favourites is the admirably audacious goal Steve Jobs set out for Apple back in 1980: • 'To make a contribution to the world by making tools for the human mind that advance humankind.' • Having defined the aspiration, leaders set about working out how to get there. The way they develop their strategy differs enormously depending on the leader's goal, field and position. However, four useful questions to ask are: - what is changing and what opportunities flow from this change? - what core competencies do we have and which do we need to build? - how are we going to set ourselves apart from the competition? - where's the money?

The leader and the Change Management 

The leader and the Change Management • Michael  Hammer - “Success in the past  has no implication for success in the future” • ความสำาเร็ จด้วยวิธีการเดิมไม่ยนื ยันว่าจะสำาเร็ จในบริ บทใหม่ หรื อ สถานการณ์ใหม่ ๆ

The leader and the Change Management Role modeling ที่ดีแก่ผอู ้ ื่น Good manager ความสามารถด้านเทคนิคในงานที่ทาำ และทักษะด้าน การบริ หารจัดการในฐานะการเป็ นผูบ้ ริ หารที่ดี Individualized consideration     ผูน้ าำ การ เปลี่ยนแปลงจะใช้ความเป็ นกันเองในการสร้างความสัมพันธ์อนั ดีกบั ผูอ้ ื่น โดย พยายามพัฒนาระดับความสามารถและศักยภาพของเพื่อนร่ วมงานให้สูงยิง่ ขึ้น ผูน้ าำ ที่ ดีตอ้ งมีความอดทนและมีความสามารถด้านการฟังที่ดี คุณสมบัติดงั กล่าวเรี ยกว่าการ มุ่งความสั มพันธ์ เป็ นรายคน Corporate culture ซึ่ งเชื่อว่าจะนำาไปสู่ ความมีประสิ ทธิ ผลของ องค์การและการเพิม่ ผลผลิต ตลอดจนการสร้างวัฒนธรรมองค์กร ที่เข้มแข็งได้ ผูน้ าำ จะสามารถจูงใจให้ผตู ้ ามมองไกลไปกว่าผลประโยชน์ส่วนตัวไปที่เพื่อประโยชน์ของ องค์กรหรื อเพือ่ ส่ วนรวมแทน Ethical leader ซึ่งถือว่าเป็ นการยกระดับคุณธรรมของผูต้ ามให้สูงขึ้น ด้วยเหตุน้ ีผนู ้ าำ แบบเปลี่ยนสภาพจึงถูกเรี ยกว่าเป็ นการยกระดับคุณธรรม

The leader and the Change Managementange • Leaders need to be aware of Leadership how change impacts on

workers: • Series of self-esteem states identified by Adams et al and cited by Garrett

• Adams, J. Hayes, J. and Hopson, B.(eds) (1976) Transition: understanding and managing change personal change London, Martin Robertson • Garrett, V. (1997) Managing Change in School leadership for the 21st century Brett Davies and Linda Ellison, London, Routledge

The leader and the Change Managementange Search for meaning: Individuals begin Leadership to work with the change and see

how they might be able to make the change work for them – self esteem begins to rise.-is happening with their own personal situation.

Internalisation: the change is understood and adopted within the individual’s own understanding – they now know how to work with it and feel a renewed sense of confidence and self esteem.

C The leader and the Change Managementhange • The most challenging aspect of business is leading and managing Leadership

change • The business environment is subject to fast-paced economic and social change • Modern business must adapt and be flexible to survive • Problems in leading change stem mainly from human resource management

The Change Leader's Competency Profile 1. Resilient - bounces back from setbacks positively and quickly 2. Opportunistic - quick to recognize and capitalize on breaks 3. Accountable - Places self on the line and reacts non-defensively 4. Curious - continuously seeks new information and learns new skills

The Change Leader's Competency Profile 5. Selfless - consistently puts the interests of the organization first 6. Self - Critical - regularly analyses own behavior to improve effectively 7. Adventurous - forsakes comfort zone to experience other perspectives

The Change Leader's Competency Profile 8. Communicating - openly shares critical information with colleagues 9. Initiating - instigates changes without waiting for direction or approval

The Change Leader's Competency Profile 10. Imagining - thinks laterally and creatively, quick to see new angles 11. Innovating - regularly generates and implements new ideas 12. Forward Looking - looks to the future without dwelling on the past 13. Visioning - regularly displays


7.1.3The leader’s qualifications  
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