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THE CREDIBILITY FACTORS: WHAT PEOPLE EXPECT OF LEADER

AND
THE ROLE OF VALUES IN ORGANISATION
If the leader is filled with high ambition and if he pursues his aims with audacity
and strength of will, he will reach them in spite of all obstacles.
- Karl von Clausewitz
INTRODUCTION
1.
In the series of presentation now I Major Shahid and Major Daniel will
present the topic The Credibility Factors: What People Expect of Leader and
The Role of Values in the Organisation respectively.
THE CREDIBILITY FACTORS: WHAT PEOPLE EXPECT OF LEADER
2.
In this chapter the author narrated about leadership and what people
expect of leaders. Leadership is not only about leaders, but about followers, or
better yet constituents. Successful leadership depends far more upon the
constituents perception of the leader than upon the leaders own perception.
Constituents determine when someone possesses the qualities of leadership.
Unfortunately, most writings about leadership ignore the constituent. We know
what Lee Iacocca, Harold Geneen, Donald Trump, Roger Smith, Harvey Mackay
and other executive say about leadership. But what do their constituents have to
say about the subjects.
Scope
3.
For better understanding and easy assimilation I would like to discuss the
subject under the following headings:
a.
What Do People Admire In Leaders?
b.
The Credibility Factors.
c.
Actions Speak Louder Then Words.
d.
What Is a Leader to Do?
What Do People Admire in Leader
4.
Over the past six years we have investigated the expectations people
have of leaders. We have asked over 10,000 managers, nationwide, to tell us
what they look for or admire in their leaders, in people they would be willing to
follow. According to our research, the majority of us admiral and look for leaders
who are honest, competent, forward-looking, and inspiring.

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Honesty in Leaders
5.
In very survey we conduct, honestly was selected more often than any
other leadership characteristic. After long survey we found the following facts;
a.
Honestly is the most essential requirement for leadership,
b.
Whether it be into battle or into the boardroom, we must assure
ourselves that the leader is worthy of our trust.
c.
Whatever leaders may say about their integrity, honesty, or ethical
practices, constituents will judge leader by their deeds.
d.
People consider leaders honest when the leaders do what they say
they are going to do.
e.
Agreements not followed through, false promises, cover ups and
inconsistency between word and deed are all indicators that an ostensible
leader is not honest.
Competency Ranks High
6.
The leadership attribute chosen next most frequently is competence. To
enlist in anothers cause we must believe that person is capable and effective. If
we doubt the leaders abilities, we are unlikely to enlist in the crusade. Following
points to remember;
a.
Leadership competence does not necessarily refer to the leaders
technical abilities in the core technology of the business.
b.
The abilities to challenge, inspire, enable, and encourage must also
be demonstrated if leaders are to be viewed as capable.
c.
The competence we look for also varies with the leaders position
and the condition of the organization. For example, the higher the rank of
the leader the more people demand to see abilities in strategic planning
and policymaker.
d.
The kind of competence needed by leader as value-added
competence. Functional competence may be necessary, but it is
inefficient.
e.
The leader must bring some added value to the position.
A Forward Looking Vision
7.
Over half our respondent selected forward-looking as one of their most
sought-after leadership traits. Peoples expect leader;
a.
To have a sense of direction and a concern for the future of the
organizations.
b.
A study was conducted of 284 senior executive found developing a
strategic planning and forecasting capability as the most critical concern.
These same senior managers, when asked to select the most important
characteristics in a CEO, cited a leadership style of honesty and integrity
first, followed by long-term vision and direction.

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c.
Forward looking dose not mean possessing the magical power of a
visionary. It is the ability to set or select a desirable destination for the
organization.
d.
It is the vision of a leader the magnetic north that sets the course.
e.
A leaders vision is in this way, similar to an architects model of a
new building or an engineers prototype of a new product.
f.
It is an ideal image of a unique future for the common good.
The Inspiration Quotient
8.
It is not enough for our leader to dream about the future. They must be
able to communicate the vision in ways that encourage us to sign on for the
duration.
a.
It is essential that leaders inspiring our confidence in the validity of
the goal.
b.
Enthusiasm and excitement signal the leaders personal
commitment to pursuing that dream.
c.
A leader should display passion for a cause,
The Credibility Factor
9.
Put together, these four characteristics offer clear insight into the
foundation of leadership from the constituents perspective. These
characteristics are generally the basis of what social scientist and
communications experts refer to as credibility.
a.
We want leaders who are credible.
b.
When we believe a leader is credible when he or she is honest,
components, has a sense of the future and personal conviction about the
path then we somehow feel more trusting and secure around that leader.
And more willing to commit and work hard to achieve a shared vision.
c.
Credibility however is extremely fragile.
d.
It takes years to be earned, growing through persistence,
consistence, and patient exhibition of the four most admired leadership
qualities.
e.
Credibility can be lost with one thoughtless remark, inconsistence
act, or one broken agreement.
Action Speak Louder Than Words
10. Leadership is a unique and special bond between leaders and their
constitutions. The development of this relationship requires our constant
attention. Credibility is earned, not conferred by title or position. The following
are five fundamental actions we have found that help build credibility;
a.
Know your Constituents. Building any relationship begins with
getting to know those we desire to lead. Find out what is important to your

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constitutions. Only in this way can you show them how their interests can
be served by aligning them with yours. Theres no substitution for
spending time with and listening to your constituents.
b.
Stand up for your Beliefs. In our culture we tend to appreciate
people who clearly take a position. We resolutely refuse to follow people
who lack confidence in their own decisions. People feel stress when
confused about what you stand for; not knowing what you believe leads to
conflict, indecision, and political rivalry.
There is, however, a danger in always standing on principles. It can
make you rigid and insensitive, preciously the attribution that lead to
derailment and termination. The key to escaping rigidity is to remain open
to others and to new information.
c.
Speak with Passion. To gain the commitment of others you must
communicate your excitement about the dream. If the leader is a wet
match, there will be no spark to ignite passion in others. Effective
leadership means delivering the message in a way that lives and breathes.
Napoleon is reported to have said, If you want to lead the people, you
must first speak o their eyes. Paint word pictures. Tell stories. Relate
anecdotes. Weave metaphors enable other to see, hear, taste, smell and
feel what you experience. Martin Luther King, Jr. taught the world that
when the dream lives inside others, it lives forever.
d.
Lead by Example. Leaders are role models. We look to them for
clues on how we should behave. We believe their actions over their words,
every time. Leadership is not a spectator sport. Leaders dont sit in the
stands and watch. You demonstrate to other what is important by how you
spend your time, by the priorities on your agenda, by the question you ask
and the people you see.
e.
Conquer Yourself. Jim Whitaker was the first American to reach the
summit of Mt. Everest. He learned from his experience that You never
conquer a mountain. Mountains cant be conquered, he told us. You
conquer yourself your hopes, your fears,
The real struggle of leadership is internal. This everyday struggle
place enormous stress upon the leader. We will not place our confidence
in someone who appears weak, uncertain, or lacking in resolve. People
need to sense that the leaders internal struggle if they know it to exist has
been fought and won.
What Is a Leader to Do?
11. The self-confidence required to lead at its core two sources: knowledge
and integrity. Conquering yourself means learning about yourself your skills and
inadequacies, beliefs and prejudices, talents and shortcomings. Self confidence
developments as you build on strengths and overcome weaknesses. Self-

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confidence also comes with worldliness. The leader is usually the first to
encounter the world outside the world boundaries of the organization. The more
the leader knows about that world, the easier it is to approach it with assurance.
Thus, you should seek to learn as much as possible about the forces that affect
your organization, be they political, economic, social, moral, or artistic. With
knowledge of the inner and outer worlds comes an awareness of the competing
value systems, of the many different ways to run an organization. The internal
resolution of these competing beliefs is what and at work. The late industrialist,
John Studebaker, started it clearly: To have integrity, the individual cannot
merely be a weathervane turning briskly with every doctrinal wind that blows.
The individual must possess key loyalties and key convictions which can serve
as a basis of judgment and a standard of action, There is no well-cut path to the
future, only wilderness. Strongly held beliefs compel leaders to take a stand and
go out in front. Credibility begins with a credo. If, as a leader, you are to have the
self-confidence needed to step out into the unknown, you might begin each day
by looking in the mirror and asking yourself, Just what I stand for?
THE ROLE OF VALUES IN ORGANISATION
12. Gentleman Now, I shall be presenting on the subject the role of values in
organisation. The presentation will be based on the relevance of the topic The
Role of Values in the Organizations written by General John A. Wickham,
Junior. My deliberation will be developed in the following sequence:
a.
Concept of military Leadership.
b.
Importance of character in leadership quality.
c.
Importance of values in leadership quality.
d.
Implication of values and character in the society.
e.
Requirement of knowing the under commands and developing
trust between under commands and the commander.
Concept of Military Leadership
13. Before going into the further detail, let us see a quote of Bevin Alexander,
who was a military historian and author from USA and a veteran of Korean War.
He told in his book that, "There is nothing inevitable about military victory, even
for forces of apparently overwhelming strength. The Greeks at Marathon,
Alexander against the Persian Empire, the success of the colonists against the
British in the American Revolution, Napoleon over the Austrians in Italy... all offer
dramatic evidence to the contrary. In the absence of inspired military
leadership... the more powerful side wears down the weaker." It is well
understood that victory in the war greatly depends on the military leadership.
Motivating a group of people for a common goal and lead them during the time of
crisis and war needs effective leadership quality. If we look at Adolph Hitler,
apparently it might give an impression that he was a successful leader as he
could successfully motivate his subordinate and the people for the cause, though

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he had to embrace defeat for his orthodox and stubborn attitude. But, if we
further analyse his character it will appear that he was a misleader. The
statement will be more clear if we look at the quote of Sun Tzu, that is, No
leader should put troops into the field merely to gratify his own spleen (revenge,
revengefulness, vindictiveness); no leader should fight a battle simply out of
pique (insult, offend; anger, irritate). But a kingdom that has once been
destroyed can never come again into being; nor can the dead ever be brought
back to life. Hence the enlightened leader is heedful, and the good leader full of
caution. Leadership does not only imply that the leader has the ability to get the
job done by his men, it also emphasise the other human aspect.
Importance of Character in Leadership Quality
14. The success of organisations largely depends on the quality of leadership
in them, the better the leadership, the better grounded it is on character and
values. What is character? According to Wikipedia character is an evaluation of
a particular individual's moral qualities. The concept of character can imply a
variety of attributes including the existence or lack of virtues such as integrity,
courage, fortitude, honesty, and loyalty, or of good behaviours or habits. We can
relate this explanation of character with the LDRSHIP which is an acronym for
the seven basic values of the United States Army, that is:
a.
Loyalty.
b.
Duty.
c.
Respect.
d.
Selfless Service.
e.
Honour.
f.
Integrity.
g.
Personal Courage.
Here we can see that they have incorporated all the essentials of character in
the leadership basics.
Importance of Values in Leadership Quality
15. Now let us see what values are. According to Wikipedia Value is a
concept that describes the beliefs of an individual or culture. A set of values may
be
placed
into
the
notion
of
a value
system.
Values
are
considered subjective and vary across people and cultures. Types of values
include ethical/moral values, doctrinal/ideological and aesthetic values.
It
is
debated whether some values are innate. Values are attitudes about the worth
of people, concepts, or things. For example, someone might value a good car,
home, friendship, personal comfort, or relatives. These are import because they
influence the behaviour to weigh the importance of alternatives. So strong moral
character and values make the foundation of quality leadership. I would like to
cite an example of one my Commanding Officers who is a serving who has
reached to the pick of military career. I never saw him absenting from morning
PT or walking during the PT time though he used to work till mid night in the

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office and that was the requirement of the unit. It is not that my Commanding
Officer does not require rest, but it is his strong character coupled with his values
made him behaving the way military discipline demands.
Implication of Values and Character in the Society
17. The absence of value in the society also has big impact in regards to
social degradation and the society becomes corrupted, crime increases and
unlawfulness prevails in the society. Today we read about schools, particularly
inner city ones, which are plagued by assaults on teachers, knifings, drug selling
and high drop-out rates. In our society at large, we have become prone to
engage in lawsuits that undermine the element of trust in relationships and the
willingness of people to become involved and volunteer for public service
because of potential legal risks.
Requirement of Knowing the Under Commands and Developing Trust
Between Under Commands and the Leader
16. How do we develop this moral character and values? Training and
education play a large role in shaping these qualities values and character.
Leaders and those who aspire to be leaders are taught to lead by example and
to care about those whom they lead. Here the importance of knowing the under
command comes. In the army the leaders need to mentor and counsel his
subordinate. For that matter relation between the leader and the subordinate has
to be trustworthy. An officers commission reflects this concept of trust with the
words: ...reposing special trust and confidence in the officers patriotism, fidelity,
valour and abilities. Our Army is fighting in the CHT. The junior leaders are
staying with the soldiers and developing the bondage with their under
commands. CHT is the training ground for Bangladesh Army to develop the
leadership qualities. Many of us have experienced that soldiers give their life in
the fight with the command of their leader. It is happening because of the
truthfulness of the leader; his ability to make the subordinate depended on him,
his courage and the selfless attitude. Leader also should be caring about the
personal problem and their family of the subordinate. General Harold K Johnson
had a concept that is called four Is, that is integrity, initiative, imagination and
intelligence. We must remember that character is our most precious asset and
we should avoid tarnishing it in moment of weakness and temptation. Winston
Churchill wrote that The only guide to a man is his conscience ....with this shield
of conscience whatever our destiny may be; we always march in the ranks of
honour.

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