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Measuring Stick Leadership

This document discusses the qualities of a competent leader and manager. It outlines several key areas that one can assess themselves against to measure their leadership abilities, including technical competence, resourcefulness, efficiency, reliability, ability to work with others, awareness, open-mindedness, and self-confidence. Maintaining these qualities involves continuously learning, being organized, dealing with problems logically, considering other perspectives, and having self-awareness. The document emphasizes that developing as a leader involves growing both personally and professionally over time.

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Ma Cecelia Palmero
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87 views16 pages

Measuring Stick Leadership

This document discusses the qualities of a competent leader and manager. It outlines several key areas that one can assess themselves against to measure their leadership abilities, including technical competence, resourcefulness, efficiency, reliability, ability to work with others, awareness, open-mindedness, and self-confidence. Maintaining these qualities involves continuously learning, being organized, dealing with problems logically, considering other perspectives, and having self-awareness. The document emphasizes that developing as a leader involves growing both personally and professionally over time.

Uploaded by

Ma Cecelia Palmero
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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MEASURING STICK

OBJECTIVE
- At the end this report the participants are
expected to know about measuring stick in
leadership.
MEASURING STICK
A measuring instrument having a sequence
of marks at regular intervals; used as a
reference in making measurements.
Synonyms: measure, measuring rod.
Competent leaders and managers are
an amalgamation of loyalty, hard work
and perseverance. They are also people
who are efficient and effective in their
dealings with others. And they always
are growing and looking for ways to
better their organization’s stature and
position.
There are several areas into which you
can look to see how you measure up as a
growing, competent manager and leader.
Some of the areas including:
1. TECHNICAL COMPETENCE
Knowing what you are doing is important, but you
must keep adding to your store of knowledge if you are
to remain competent. Pesticide application is a
complicated and fast-growing area. Anyone wishing to
remain competent in this area must keep abreast of all
the government rulings and investigations on
pesticides used by the superintendent. Your technical
competence is insured by keeping up with change,
rather than behind it.
2. RESOURCEFULNESS
A competent person is one who is
resourceful. He's the type you can go to for
answers. If he doesn't know about something,
you can be sure he knows how to find out. A
healthy curiosity keeps the resourceful
individual growing and changing to benefit
himself and his organization.
3. EFFICIENCY
Anyone can get things done eventually.
But the competent manager gets things
done now. He is organized and makes
good use of his time. He deals with one
task at a time until it's finished and then
goes on to the next.
4. RELIABILITY
An efficient person is reliable. Reliability is a
most important ingredient for anyone who
manages. When a reliable person is given a
task, you know that it will get done and you
can count on it being done correctly and
quickly.
5. WORKING WITH OTHERS
A skillful manager knows to work with and
through others. He delegates authority to
subordinates to strengthen their authority so
he can be relieved of some of the workload.
Subordinates become extensions of himself,
but he remains responsible for their actions.
6. AWARENESS
A manager should be all ears and eyes. He should be alert to
everything that is happening around him nationally, in the
community and in the golf course industry. He should also
assimilate the information and be able to see the effects such
events have on the organization and to be able to use or
discard items as necessary. There is a good deal of "politics"
in any organization. Be aware of it but don't get involved.
Have a thorough knowledge of the political structure of your
organization and be able to predict what will happen if it
changes.
7. OPEN MINDEDNESS
Always consider what the other person feels. Be
able to see the other person's side. Try to avoid
value judgments. Determine why something is
wrong, not who is wrong. If you disagree with an
idea, make it clear that you are disagreeing with
ideas rather than attacking the person. Most
important; be able to laugh at yourself, to keep your
sense of humor.
8. SELF-CONFIDENCE
Self-confidence through preparation. Get adequate
sleep, nourishment and exercise to keep physically fit and
mentally alert. A clear mind is needed to think through
problems, analyze, seek alternatives, consider
consequences and develop plans.
With introspection and diligent dealings with others
manager can measure up to quality leadership. As
manager grows, so does the organization
MISTAKES OF MAN
Cicero, the Roman philosopher, listed these mistakes of mankind:

1. The delusion that personal gain is made by crushing others.


2. The tendency to worry about things before they happen.
3. Insisting that a thing is impossible because we cannot do it
ourselves.
4. Refusing to set aside any and all trivial preferences and prejudices.
5. Neglecting the development and refinement of the mind—not
acquiring the habit of reading and thinking.
6. Attempting to compel the other person to believe and live as we do.
When God measures a man he puts the tape
around the heart, not the head.
- Howard G. Hendricks
REFERENCE
https://archive.lib.msu.edu/tic/matnl/article/1978feb7a.pdf

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