Drive by Daniel Pink’s Principles of Personal Leadership addresses three basic motivational processes and applies them to business life. First, we consider self-interest. There is an imperative to serve the self, the most powerful human need. Without serving the self, a leader becomes toothless. The first section of Drive by Daniel Pink provides eight key components of leadership from which to learn.
This is the driving force that propels action. It has both personal and communal aspects. Individuals differ in their motivations. Some are highly driven by their desires for personal achievement; others, by their needs for belonging and community.
The ability to lead is to know how to lead. Everyone can be a leader, at least to some extent. Only the ability to lead others effectively, competently, and efficiently rises to the top of the list of leaders’ requirements. Pink includes several suggestions for improving leadership skills.
These include assertive commitment, principled and inclusive approach, and a focus on the future rather than the past. The Principles of Personal Leadership cover attitudes toward change, personal responsibilities, social responsibility, competence, and inspiration. The ten principles address many of the issues that can build successful organizations and cause lasting change. These include social responsibility and advocacy. The emphasis on individual accountability and protecting the vulnerable is central to Pink’s concept of integrity and accountability.
Within our global community, diversity requires that members accept differences and seek to understand and accept differences of perspective. Diversity of cultural perspectives brings people from different cultures and perspectives together. Pink develops his theory of culture wherein accepting and tolerating differences enhances personal and group growth.
Recognizing and measuring the development of leaders. Managers must develop strategies, evaluate performance, provide feedback, and ensure that policies and practices are being effectively and efficiently implemented. The ten principles of manager effectiveness outline six general categories of managers:
This pertains to the processes and procedures an organization uses to establish itself and maintain its integrity. These processes and procedures are usually categorized into three main ones: organizational design and construction, functional designs and configuration, and organizational management. The primary objective of organizational design and construction is to create an organizational structure adaptable to its environment. On the other hand, functional designs ensure that an organization’s resources, activities, and information are organized and coordinated following objectives and organizational purposes.
. The ten leadership and management principles espouse the importance of learning from others and the value of adversity and risk. These principles are considered necessary components for building organizations capable of enduring change and adaptation. The challenge, therefore, is to ensure that these principles are continuously taught, absorbed, and acted upon at all levels of the organization.
All managers are expected to manage conflict as it occurs. This means that a manager should anticipate disputes from arising and minimize them through effective conflict management. Managers should also be prepared to delegate tasks to individuals who have the skills and authority to solve the conflict. Conflict management is thus a complex process that should not be taken lightly.
Another aspect of the principles of leadership and management is the implementation of quality management. In this framework, the organization considers the quality of its outputs and tries to improve them over time. Organizational performance is then measured using standard metrics to determine what aspects of the organization need improvements. By doing so, managers can design programs and systems that will promote and facilitate the production of quality goods and services.
Having measurable results is the crowning glory of the principles of leadership and management. Having results-oriented measures allows managers to set benchmarks for productivity and determine what actions need to be taken to achieve those benchmarks. More importantly, having results enables leaders to evaluate their strategies and identify areas that need improvement. Managers are also tasked to monitor the progress of their subordinates to ensure that their performance meets standards.
As you can see, leadership and management principles are not simply about telling people what to do. They are also about encouraging and empowering people to take actions based on those principles. In essence, they are about people taking responsibility for their own actions. Doing so can improve not only organizational performance but also individual performance.