Leadership understood as the ability to influence a person or group of people in an organization in order to translate their strategy into concrete facts has become a necessary aspect for the success of an organization.

It is defined by three complementary dimensions: personal, relational and organizational.
Personal Leadership

Defined as the ability to decisively influence ourselves by clearly determining our own goals as well as the work and dedication needed to achieve them.

Self-leadership has as its main factor the trust understood as a sum of integrity and coherence where words and deeds coincide giving authenticity to our person and “reflecting” this fact in the vision that those around us have of us.

Internal leadership also needs some tenacity to strive to achieve what is sought for capacity to be overcome as well as enough focus of our efforts so that our energy is focused on a few projects in which we must be committed.

Note*. This point greatly reinforces our integrity because it is very difficult to “defend” and work on multiple projects simultaneously as participating and engaging with goals that are not shared.
Another point to consider as a reference of personal leadership is security understood as faith in our abilities and values ​​and that “impregnate” all our decisions and actions.

A final relevant aspect is the own need for development driven by the internal knowledge of the leader himself. The analysis of weaknesses, strengths, threats and opportunities will “impose” and condition our actions, the needs we must cover and the points where we can highlight.
Relational Leadership

Also called interpersonal, its consequence (and necessity) is determined by the existence of more horizontal organizations or developed in a clover model where there is a more informal power (and much more diffuse than in the classical pyramid) that “gives” greater organizational flexibility and demand A greater ability to work in teams, which determines the need on the part of the leaders to develop a certain capacity of influence on those that surround them.

The modern organization has “discovered” the quality management model in relation to the existence of a series of processes with multiple relationships between internal “customers” and “suppliers”. This leads to the basic need for the search for commitment of all interested internal parties and the need to promote shared benefit relationships with the “agents” involved.

Leaders have passed (or should) from supervisors to “facilitators” so that they are able to “deliver” the necessary resources to their teams. Aspects such as the need to delegate leaders in their work groups, the involvement and participation of staff in the scheduling of actions, and the “possession” of autonomy to make own decisions in each project have become the “philosopher’s stone” for The functioning of work teams, the achievement of the strategic objectives of the organization and the necessary retention of talent in companies *.

*Note. Perhaps the talent is the basis of the only long-term sustainable competitive advantage, since the rest of actions: technology, infrastructure, business models can be copied and improved by the competition, leaving them to be advantages.
Finally relational leadership is determined by the need to integrate the desires, qualities of the various workers in the organization itself. People are becoming more and more aware of their potential and the need for constant learning. The integration of all the “needs” of the personnel is essential so that the business vision of the organization “takes body” and is strengthened.
Organizational Leadership

It can be defined as the search for effective influence towards the organization and has as basic premise the need to understand the operation at each moment of the entity and from that point / analysis to design the development of the company itself over time.

Leadership, in this dimension, requires the “distance” from day to day and short-term, the clear delimitation of the strategic actions to be followed to reach the medium and long term, the determination of clear objectives with adequate planning that encompass All the needs of resources (technological, economic, personal, etc.)

Both the determination of the strategy to follow and the approach of the corresponding objectives require the previous analysis where the opportunities and strengths of the

Reinventing Leadership

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