Good Decision Making: It Depends on the Situation

“It depends on the situation.”  We’ve heard this a lot when it comes to leadership.  What seems to work in one situation, doesn’t in another.  Southwest Airlines is successful because of the way it operates in delivering quality services to its customers.  Other airlines have tried to duplicate its processes and failed.  When a CEO … More Good Decision Making: It Depends on the Situation

Decision Making: Good Implementation or Bad Implementation–That is the Issue.

When it comes to making “successful” decisions, that is, decisions that achieve their intended purpose, especially important, strategic ones, the track record is somewhat dismal.  Perhaps I’m being too kind.  In fact, research shows that at least 50% of all such decisions fail to accomplish what the decision makers had hoped for. There are many reasons why … More Decision Making: Good Implementation or Bad Implementation–That is the Issue.

Servant Leadership: It’s Not Only Right; It Works!

Many of us who embrace the overarching framework of Servant Leadership believe it is the “right” thing to do.  That is, we are committed, in principle, to the perspectives, attitudes, and behaviors that represent the servant leader. All too often, though, others believe that Servant Leadership represents practices that are soft, that are easy to perform, that … More Servant Leadership: It’s Not Only Right; It Works!

No One Likes a “Bully” Leader.

Often, when we hear the word “bully,” we immediately think of the terrible problem that schools face when students verbally, physically, and otherwise abuse fellow students.  And, we are all too familiar of the awful consequences that occur when those bullied students strike back. Unfortunately, though, other organizations, as well, may be full of bullies.  What is often … More No One Likes a “Bully” Leader.

Does the Leader REALLY “Motivate?”

It’s an interesting question.  I’ve done a lot of reading, research, teaching, and introspection of my own experiences regarding the true catalyst (or nature) of developing intrinsically motivated individuals.  Many believe that the leader is mostly responsible for providing the inspiration and influence necessary to inspire and stimulate in followers the desire to work to … More Does the Leader REALLY “Motivate?”

Dr. Dittmar to present on “Continuous Improvement” at next Thursday’s Leaders Serving Beaver County Breakfast Workshop.

I invite you to attend the Leaders Serving Beaver County Thursday Breakfast Workshop, next week, March 16, at the Penn State Beaver Campus Lodge Room, beginning at 7:30 am. Please click on the link below for the full announcement.  The event is “Free of Charge.” Please invite colleagues and friends to attend with you. http://www.minerdpublishing.com/lsbc_march_2017.htmMore Dr. Dittmar to present on “Continuous Improvement” at next Thursday’s Leaders Serving Beaver County Breakfast Workshop.

Stewardship: The “S” in the L.E.A.D.E.R.S. Model

We’ve now reached the final letter in the L.E.A.D.E.R.S Model: S for Stewardship.  In my previous blogs I’ve shared the meaning of L for Leadership; E for Ethics; A for Alignment; D for Decision Making; E for Engagement; and R for Resilience.  I trust you have found each component of my model helpful and that … More Stewardship: The “S” in the L.E.A.D.E.R.S. Model

Resilience: The “R” in the L.E.A.D.E.R.S. Model

The letter “R” in the L.E.A.D.E.R.S. Model stands for resilience, which literally means to “bounce back.” Effective leaders meet inevitable obstacles and setbacks with optimism and energy. Leaders employ emotional intelligence to help develop resilience in others. Leaders do not treat most failures as ultimate or terminal, but as learning experiences from which all can … More Resilience: The “R” in the L.E.A.D.E.R.S. Model

Engagement: The Second “E” in the L.E.A.D.E.R.S. Model

E stands for engagement. Leaders do not motivate, but they create an environment where people are motivated (and not demotivated) to do their best work. Money is not the only motivator, and sometimes not the main motivator for people to produce excellence, especially for long term performance. Leaders must assume that not everyone is motivated … More Engagement: The Second “E” in the L.E.A.D.E.R.S. Model