Defining a Great Leader with the Leadership Code

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The Leadership Code describes the essential rules that govern great leaders. Defining the essential serves two purposes, one to help others become better leaders themselves and second to help those charged with building better leadership in their organization. It states that an effective leader requires you to help other leads and being a better leader starts with the self. One must model what you want other to know and do.1 Leaders are learners. The leadership code provides both structure and guidance to help one become a better individual, but also how to build better leadership capacity.
This leadership code is not for quick ideas on how to improve, but how to apply new ideas to your personal leadership. The author breaks the leadership code into five rules. Each rule is broken down to help one understand the characteristics of being an effective leader. To help clarify the five rules, the authors map them against two dimensions: time and attention. Both of the dimensions are supported by the strength of the individual leader. The time dimension helps leaders think and plan in both the short and long term. The attention aspect provides context by which leaders gauge when their focus needs to be on building the organization and when they should focus on building individuals.1
My Temperament was identified as a Guardian Protector (ISFJ). We take up about 10 percent of the population and our primary interest is in the safety and security of those we who we care the most. We are loyal and responsible. We also value traditions both in culture and within our families. We can sometimes be misjudged as stiffness due to our shyness. We are warm-heated and sympathetic to those who are in need. We are the most diligent of all the types ...

... middle of paper ... says that if want to be a better leader you must abide the code. It is based on how you perceive others and how others perceive you. The behavioral theory is based on the behavior of a leader. If one does not have a positive outlook on leading or a learnable behavior then they will not make a good leader.
The leadership styles autocratic and persuasive are similar to rule two, making things happen stated by the author. The autocratic leadership style is leader solving the problem or making a decision with the information available. Rule two is being able to execute your ideas and decisions right away. Execution requires not only that change occur, but that new patterns emerge as old patterns are exposed.1 The leadership style persuasive is related to the authors leadership style by a leader stating why their idea is the best for whatever task being executed.
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