Brain seesaw

Matthew Lieberman, in a post published on 27 December this year in the Harvard Business Review Blog, puts the following question: Why our brains are wired to connect, our brains have made it difficult to be both socially and analytically focused at the same time? In other words, why is it that when a Manager cares about the results of an enterprise, seldom worry, simultaneously, with the welfare of workers that ensure the efficient functioning of the enterprise? The answer is given by the author alerting for different parts of the brain that activate those ways of thinking. The regions on the external surface of the brain, the frontal lobe, near the skull, are responsible for analytical thinking and are highly related to IQ. On the other hand, are in the Middle regions of the brain, where touching the two hemispheres, which support the social thought. These regions enable us to gather the thoughts, feelings and goals of the person based on what we see of your actions, words and context. There exists a sort of seesaw who plays cerebral preventing the thoughts of one of the regions allow the simultaneous other reasoning. All of this tends to be exacerbated by the fact that, in the business world, be given highlight those that get results. How much more work the focus on results less work the other side of the seesaw. Urges therefore start to reverse the trends and bet more on authentic leadership. In this model the focus is placed on people and their well-being. IE, empathy and compassion will ultimately contribute to the efficiency, which is never neglected.

School of leaders

The time has come to move towards making better leaders. We need leaders with skills such as self-trust, emotional resiliency, the ability to listen to others and the group spirit. It can be trained in a preparatory program for entry into each company. In this practice, the key will be to help the candidates to abandon the standards that have been socially ingrained and find their “true voice". If organizations do with those skills the basis of performance evaluation, that will strengthen the performance of all.

Mandela forever

Mandela, in addition to a fantastic and outstanding human being, was an authentic leader. In their times of prisoner learned to know himself, in his limitations, in his grandeur and also accepted himself as he was. On the other hand, he fostered the moral and ethical dimension that already had within himself via primary and secondary socialization. He also developed balanced information processing capabilities, never coming fully to "lose his mind", as proved in difficult cases he had with Winnie. Finally, but not least, Mandela cultivated, nurtured and donated the best that a human being has to offer: a transparent and empathetic relationship with others.

Confident and humble

The current evolution is indelibly associated with learning. Information technologies, marketing, leadership must be learned and seized; soon you're going to have to be somebody who can help figure out the best way for this learning. That being, who in Japan is the only person to whom the Emperor bows, must have agility, efficiency and precision in the various plans that are involved in the teaching-learning process. But there is a critical variable in that process that influences the performance, effectiveness and efficiency of all actors: trust. Trust facilitates, accelerates and solidifies relationships and that is crucial in learning. There is no relation between training and knowing more. We learned a lot from each other and never know more than anyone else. Trust makes the difference between a desired knowledge and a banking knowledge, as Paulo Freire called the knowledge that only served to accumulate and not for developing and empowering people. Have trust in someone is to believe that others are not going to take advantage of our weaknesses.

Trust to be happy

Therefore, as we need others to be ourselves, trust is a reason to be alive. As we need the other to survive, especially when we are kids, we also have to trust, deep but intelligently in other, when we become adults. Thus, the trust will tends to be a positive frame of mind in the face of dangers and less good conditions, especially when we are alone. Trust is so important because it allows people and groups to manage more easily the interdependence, reducing the need for contracts and formal agreements (Covey, 2006). In a world in constant change, trust must, in our humble opinion, be maintained at high levels. Proactive, component and result of human relationships, it is a positive asset to make us happier.

Six thoughts for leadership fire works

A little on the similarity of our life we come here contribute to what we want for Portugal, a country that leaves every time the collective leadership, like fireworks without powder, becomes a chore or an obligation. No matter what season it is, of greater or lesser uncertainties, the Portuguese never let themselves stay. We can go out, slamming the door, leave the light on for the last turn it off. We can even go out with bitterness and sadness, but we won't be waiting for weight of conscience that makes us zombies. We think that to leave is not stay inside with the weight of immobility. We think that to leave is to pursue the course of change that each of us have. We think that to leave is to stay inside somewhere else where we can move. We think that to leave is to go on inside each of our lives. We think that to leave would become into an electrifying arrival. We think we leave but we will come back stronger. We don't have to go out from the same place to go in search of ourselves. However, we need, as António Damásio said, of an owner to our brains. That owner, we need to be if we want, we are ...

I don't want and I don't rule

"I know many that could not when they should because they do not want when they could. (FR French writer - from 1494 to 1553)." And I would dare to add "there are many who never could, and should not want." A leader is not anyone who can. It is a leader who helps others in the perspective of each emancipate itself in achieving a greater good.

Avoid the void

Authenticity is confused with a brand personality that unfolds in simple acts of life. That is, be authentic is to be genuine (Avolio, 2007) and it is complex. In fact, the authentic personalities demonstrate the example of credibility, truth and leadership that transmit to others. The authentic characters claim against the other for his ability and resilience of docking situations that are succeeding and that require willpower to be overcome. The current state of things, of experiences and practices, is tended to negative. The importance conferred and underlying alongside material of life is driving and couldn't meet himself into the void.

All times we live in are of leadership

When we choose to live - and this happens from the moment that we are designed, literally dropped, to what is going on here - we have to start soon to lead our lives. In principle we are soft treated and we lead without effort, later we will have to do so with another attitude. This means that we must be prepared to make sacrifices, teach, learn, stay open to honest feedback and never assume that we can do everything alone. That's why, when we choose to lead our lives, all the time, without being obsessive, we need to develop a special relationship with others. This relationship is in the Antipodes of the tune. Spend more constructive conflict, with creativity and innovation, and by confidence, always under construction. When we choose to lead our lives, we are preparing the future living an authentic and gritty present.

The epitaph of a far way being

He came from nothing. He didn’t left to know him. He will go, again, unnoticed. When we would see, somewhere, this Epitaph, political one, we would don’t know to whom it refers. While the political body is hot is better to take advantage of, making, in his Tomb, which we would like dog did. Ease our needs of indignation with liquids since boos will no longer make sense. Let us not forget most of the time and manner in which he entered in our lives and what made us politically.

All we need is caring

Who is dismissing a compliment? Who hates to be appreciated? Who has ever done pouting? Assume it! Let the shame aside. We are all in need of affection. We like all to be well treated and helped. Happiness is here, remembering the hot side of affection that was the time when we were dependent beings of mother's love. So why is it that now we are/we are all so without caring? There are many answers but one that seems, at this point, the more adjusted is: we forget our childhood. So, because we grew up and we believe that it is only now we are increasingly short-term hostage and we do not see the future.

Make the difference

Each of us can not be only one among the crowd. Each of us are important elements in all the groups to which we belong. Our participation is richer if we contribute to change through the authentic positions / opinions we assume. In times of crisis, urgency avalanche hits processes and, above all, people. Lead people as if they were parts of any manufacturing process must match the monthly goal of management. Managers remain in their "ivory towers" and are the medium staff that controls, monitors and requires workers to meet targets. The size of the management objectives and respective agendas remains predominant in our collective life. The problem is that these goals are rarely defined with the participation of those who have to achieve. There are the owners, immortalized, in the "ivory towers" that define them. The industrial paradigm, from Taylor to Ford, through Stakanov, still prevails in the collective mindset of our organizations.

Promise is a debt contract

In these times of swaps, excessive deficits and public debts of three digits, it is important not to forget the values. Yes, what counts above its material value of short-term, the value of intangible assets related to the long / eternal term . When you make a promise, as simple as it is, it must fulfill. We live in a time of times in which the promises are not fulfilled and nothing happens. Blame the context, the market or the climate in permanent instability. Guilt is never the one who have make the promise because or it was empty or was not to be fulfilled. This state of affairs sets the situation illustrated in Eldelman Trust Barometer 2013 as it relates to the review of the rulers: only 36% reliable. Still from the same report can draw that there is a huge spread (average 28%) between trust in government institution and trust in government members who speak truth. Who promised must pay the debt.

Err is normal...

The poet is a faker,,, (Fernando Pessoa) When Pessoa wrote this poem, yet the business is closed with a handshake between the two parties. Pessoa was a time traveler. Was early to his generation and was only understood by succeeding generations, after hard work of those who have not forgotten him. The pretense is one of the elements of portuguese cultural matrix. - I did not see, it did not happen, I was not present! I know nothing! Pretending is a state of normality usually accepted as normal. I mean, who has not missed? Who has never pretended it was nothing to you? I'm not doing customs or values game . I'm assuming that I have already made-believe and also pretended. Only I am transmitting to you the result of increased my self-awareness: I want to change, and no longer done less correct. - But dear friend, "to err is human"! - repeats in my consciousness. In fact, even that is changing. The phrase made with much pretense now combine up: ERR IS NORMAL ....

Make-believe

Some studies emphasize that leaders are key to building trust in organizations, and that trust in leadership is significantly related to a number of attitudes, behaviors and performance results. In their meta-analysis of independent samples, 106 samples, Dirks and Ferrin (2002, p. 618) concluded that trust in leadership was positively related to a variety of outcomes, including job performance, organizational citizenship behaviors, organizational commitment and job satisfaction, while negatively related to intention to leave the organization. In a time of mistrust/distrust, in which even those who have to give the examples can, we have "gotten" performance. Someone responsible has forgotten that trust accelerates business and relationships. The "time for investment" may be more one of "make-believe".

Keep promises, keep trust

The first secret to trust is keeping promises. Trust depends on promise and fulfillment or what lawyers call contracts. Few realize that corporate profit and loss statements consist of promises not money. To build trust we also must be willing to make promises and this is the second step. One of the most difficult management challenges I ever encountered was getting others to use goal language. We often assume that if we don’t make promises we will never have to worry about breaking them. The third secret to establishing trust is to under commit and over deliver. Over promising is the flip side to under promising and just as damaging. Negotiating up front is far more effective in creating and maintaining trust than the inevitable excuses that arise when a promise is not fulfilled.

Trust and not only

To build trust between people, each one must have credibility based on honesty, sincerity, respecting and earning the appreciation of the other, in consistency, doing what we say we will do, and trust in us and in others. What does it mean to be reliable? Means look out, taking into account the others apart from yourself. Credibility takes a lifetime to build but a simple indiscretion is enough to destroy. It takes great leadership and many followers to believe in it for an organisation to promote confidence. She is one of the most difficult to cultivate fundamental values in any organizational culture. Trust also answers the question whether each of us one is reliable and/or believable. In addition to the honesty, sincerity, consistency and confidence, competence, also care (love), justice and integrity build reliability/dependability. The absence of any one of these can destroy trust. It takes a very straight and focused leadership to build mutual trust in any organization.

syndrome of inauthenticity

Today I bring you American Carol Adrienne's contribution which, in his book When Life Changes or You Wish It Would: How to Survive and Thrive in Uncertain Times, 2002, makes us reflect on the syndrome of inauthenticity in our life, in general, and also in the lead. Below is a list of some of the feelings that make up the inauthenticity syndrome — which occurs when our needs, our values and our self-image does not correspond to our outer expression, our behaviour and our achievements — and some important features of an authentic person.

Enough is enough

We are in time to say enough. Leaders who try to influence us no longer can. Its authenticity is weak and does not augur luck. After so much time to learn, these leaders, that only make us feel orphaned, still hooked to power for power. There is no pint of view towards the lives of followers. Decisions are pure exercise of individual strategies and maintenance of prerogatives. Well. Mental inertia and, above all, spiritual already tire being so out of time, that's right, rotten as the hot bread twenty-four hours after being comes. We have to change your mind and short-term leadership. The whole future is linked to the strategic vision of long term, and gains dimension with authentic leaders that have references to values that influence the will of followers. The future is the "back to roots", back to the purity of human nature. We don’t survive alone, only well monitored.

A different kind of vision

Vision is the glue of times. Blue Ocean goals differentiate main stream companies, grounded on market old ideas and efficiency, from the future orientated ones, answering to market trust and people hope. We must be humble; we have no longer the most intelligent, the most charismatic, and the most brilliant leaders. Top-down decisions are past orientated and nowadays, especially in Europe, give us no trust, no hope, and probably no future. We are all together, so we have to listen stakeholders, propose alternatives, negotiate respecting differences and, being authentic, act, act, and act. When you believe you are the ideas guardian you go wrong. Listen to the nature, listen to the biodiversity and make your choice: be human.

A bold mindset

When we deserve to do things well and almost everything goes wrong, we must stop and think carefully. When we do what we have to do according to our mind set and almost everything goes wrong, we must stop and verify the rationale of our mindset. Facing reality if we neither don’t stop and think nor verify the mindset, we are completely out of our minds. That’s what is going on. Power people have a bold mindset and they don’t give it up. Or that is a hided agenda?

School and organizational learning

The concept of organizational learning refers to organizations that are in a constant learning process, that is, organizations that learn. In order to realize this concept and benefit from their synergies there are two questions we will try to respond. The first question is: can organizations learn to learn? Senge (1990) considers that, on the assumption that organizational learning includes the principles and practices that allow the absorption of knowledge in organizations, which stimulate the lifelong learning of its employees, aiming at the incorporation of new knowledge in the processes of work, it is necessary that organizations are aware of the evolutionary process. These principles lead organizations adopt strategies, procedures and practices of questioning their actions. This position leads to implementation of appropriate information management policies, performance evaluation, learning at work and attitudes that stimulate creativity and innovation. The concept of organizational learning arose from the need that organizations have to gain competitive advantages and to overcome the unfavorable moments and/or changes. This is possible through the adaptation, transformation and creation of processes and activities. However, the improved processes only arise through the acquisition, storage, processing and sharing of knowledge, and consequently new patterns of thinking. The expected result of this process is an organization that lives forever. And here the second issue: the schools, while specific organizational models, can be regarded as learning organizations? According to Senge learning organizations are institutions where people continually expand their capacity to create the results they truly desire, where new and high standards of reasoning, where collective aspiration is free and where people learn continuously learning collectively. "Organizations learn only through individuals who learn". (Senge, 1990, p. 11). That is, the individual learning is not sufficient to ensure the whole organizational learning, but without a set of individual learning organizational learning will not exist. The school is a space of encounter and of knowledge production meets all the conditions to be considered as an organization that learns. So that this objective is achieved it is necessary the existence of people who wish to and are able to "learn to learn". Senge (1990, p. 41 et seq.) seeks to organize the process of individual learning suggesting five "disciplines". He believes that "discipline" is a set of practices of learning, through which the person changes, acquiring new skills, knowledge, experience and levels of consciousness. The five disciplines of organizational learning are: personal mastery, mental models, building shared vision, team learning and systemic thinking, which are detailed below. The personal mastery puts the emphasis on individuals and implies continually clarifying and deepening our personal vision, focus our energies, develop patience and perceive reality objectively. As such, it is the cornerstone essential to the organization that learns-the will to believe. The ability and the commitment of an organization in learning must correspond to those of its members. This course is rooted in Jew-Christian humanist contriution. Mental models are composed of images, stories and precepts that the individual uses as a reference about what things are and how they work. Constitute true cognitive mind maps that influence the way each of us sees the world and its relations. The mental models of individuals are nourished by beliefs and values that systemizes since birth and that develop over the life of each one. Depending on the maturity people spend to reflect and continuously improve the image that they have of the world, thus leading to new models for their acts and decisions. The success of some teams is based on the existence of common beliefs and aspirations. People just come to strive together and willingly when they realize that each has an important role to achieve the common objective. From there they understand that the development of intelligence and collective skills are greater than the sum of individual abilities and intelligences. Senge believes that, as well as the views are personal pictures or images that people have in mind and in heart, also shared visions are images that belong to people who are part of an organization. Team learning is the perfect Alliance of collective thinking and skills with communication in the sense that the teams could develop intelligence and ability greater than the sum of individual talents. These people develop a sense of community that rewards the Organization and gives coherence to the various activities. The systemic thinking is the discipline that integrates the other, merging in a coherent body of theory and practice. According to Senge, if there is a systemic orientation, there is motivation to analyze the "interrelationship" between disciplines. It is vital that the five disciplines to develop as a set. This is challenging, because it is much more difficult to integrate new tools than simply apply them separately. Expanding each of the other disciplines, the systemic thought reminds us continually that the sum of the parts may exceed the whole. But the rewards are huge. Is this fifth discipline combined with a strategic perspective that will enable the school to mold your system more effectively and act more in line with the social and economic surroundings. Bibliographical Note: SENGE, Peter, 11. ed., A Quinta disciplina – arte, teoria e prática da organização de aprendizagem. São Paulo: Best Seller, 1990.

Europäische Hauptstadt der Ideen

In Situationen von Misstrauen und Bestürzung, Phantasie und Kreativität werden Komplizen im Prozess, den die Menschen erwarten. Wir müssen die Zukunft in Basen voraussehen, die noch definiert werden sollen. Wir müssen lang genug anhalten um eine Idee zu teilen, um eine Welt zu entwerfen in der wir uns gut miteinander fühlen. Es ist möglich glückliche Menschen mit wenigen Mitteln zu finden. Wir sind Menschen die in einer “haben” Zeit leben. Materielle Güter sind Schulden auf unserem Konto. Bis jetzt haben wir gewünscht was es unerreichbar ist und was die andere haben. Weiterhin bleibt das Gleichgewicht in der Natur. Seit langher haben wir sie als Quelle der Weisheit aufgegeben. Wir haben uns zur unseren kleinen persönlichen Dimension Egotica gewendet und wir halten uns gut mit dem eingeschlafenen Überlebensinstinkt. Die Zweifel sind immer weniger. Wir müssen Leben, Staats-und Regierungschef und Bewusstsein ändern. Was man braucht, muss es zusammen gedacht werden. Man braucht an die echte Demokratie zu denken, die jeder in sich selbst hat, um die anderen respektieren zu können. Die europäische Hauptstadt der Ideen kommt nie spät und sie ist da zur Verfügung.

The vision

In the book "The Fifth Discipline", Peter Senge (1990, p. 231) writes:" the vision paints the picture of what we want to create. The Systemic Thinking reveals how we create what we have today ". Later on the same page, writes something not common with Portuguese people living in Portugal: "the vision becomes a life force only when people truly believe that they can shape their future. The simple fact is that most managers do not experience what they are contributing to the creation of their current reality. Thus, they do not see how they can contribute to change this reality. Their problems are created by someone "out there" or by the "system". The responsible are "the others" and never I or we. Is this "Ai Portugal, Portugal! What is you're waiting? You have one foot in a galley and another at the bottom of the sea! Ai Portugal, Portugal "(Jorge Palma- Acto Contínuo -1982), in which we must seek the best that exists, which must be refunded and, above all, led with vision and systemic thinking.

Memories - New level of leadership in the Portuguese educational system

Over the last decades, Portugal has made a significant effort to qualify the general population, but continues to have low qualification levels generally involving older generations and young people. Since 2006 till 2012, the National Qualifications Agency (NQA), under the joint superintendence of the Ministry of Education and the Ministry of Labor and Social Solidarity, develop the national System for Recognizing, Validating and Certifying Competences (RVCC) and Adult Education and Training (AET) Courses. Main attributions of NQA: *To coordinate, promote and manage the provision of the dual certification in vocational education and training. *To define the guidelines for funding models and for allocating resources required to provide qualifications. *To define mechanisms that promotes integrated assessment and quality assurance of the vocational education and training provision. *To develop and manage the RVCC, both academic and professional, and ensure the New Opportunities Centers (NOC) Network coordination and the system monitoring and assessment. The New Opportunities Initiative (NOI) was established as a national strategy within the scope of the National Employment Plan and the Technological Plan. The strategy of the New Opportunities Initiative builds on two central pillars: *The first one -More than 650 thousand young people were to be involved in technical and vocational courses both regular and professional qualification the objective defined in the Government Programme is to have half of the upper secondary students enrolled in professional or technological education by 2010. *The second -Provide all adults who entered active life with low levels of education with a new opportunity, enabling them to recover, complete and progress in their studies; -Qualify 1,000,000 active workers by 2010, through the national RVCC, as well as through the AET Courses, and the new possibility through Modular Certified Training (MCT). Achieving these objectives implies: (i) The profound and consistent development of the RVCC; (ii) The availability of suitable complementary adult education and training provision; and (iii) The implementation of a system of quality certification for the training entities that will ensure the highest standards of exigency and, most importantly, the strong commitment and involvement of both workers and companies. The RVCC is particularly important for the NOC’s. *Core “business” RVCC aims: -reinforce individual self-esteem and social justice; -promote adults’ integration in new processes of formal learning; -recognize individual ability to learn. The RVCC process and the AET courses are grounded on one National Qualification Catalogue and a double Key Competences Frame of Reference: -one to obtain a formal certificate of 4, 6 and 9 years of schooling and on the specific Occupational Standards to get a level I and II of professional qualification, and -other to acquire a formal certificate of 12 years of schooling and/or a professional level III. During a formal and social event, the adult presents, in a public meeting, mostly in a media presentation, his/her dossier or reflection portfolio. There is an out sourced certified evaluator together with the adult personal counsellor and the process ongoing trainers. To monitorize all this work, ANQ creates a central control instrument called SIGO – (Integrated System for Management of the double certification training supplies). SIGO MAIN OBJECTIVES: -to be a monitoring device; -to support central decision making; -to strengthen the training supply legibility. A wide information and awareness-raising Campaign was carried out via the media in 2007, also in 2008 and lately in 2010 with the objective of promoting the social valuing of investment in adult education and training from a lifelong perspective “It pays to learn” is the moto. This initiative, needs critical mass (socio dynamic) and, most of all, it needs time… A specialized Training Programme addressed to the pedagogical teams of the New Opportunities Centers is annually developed at national and regional level. In 2008, a set of public universities with advanced knowledge in the field of Adult Learning and Education (ALE) is developing training for the New Opportunities Centers’ teams, within the framework of a cooperation agreement with the National Qualifications Agency. There were 269 New Opportunities Centers at the beginning of 2007, the number stands in 2010 at 454 centers functioning, which implies that the technical and pedagogic teams involve 12996 direct members. The NOC activities integrate three dimensions guide lined for a Quality Chart: -the adult’s enrolment phase; -the diagnosis phase; -the adult’s decision-making phase (RVCC or another qualification/training path). To accomplish the functions referred, each center has a technical pedagogical team. 1. The Director, a member of the public schools board, who: -Represents the center and ratifies the validation jury decisions; -Can also be the pedagogical coordinator. 2. The pedagogical Coordinator, who: -Assures the pedagogical and organic management of the Center; -Is responsible for the Strategic Intervention Plan of the center and the activities report; -Increases and coordinates the center’s activity in order to serve the local community; -Promotes the ongoing training; -Guarantees permanent self-evaluation of the center; -Makes information available; -Has a higher education degree. 3. The diagnosis and “pathfinder” Counselor, who advises the adult regarding the best pathway to achieve a certification according to his/her own profile and life experience. 4. The recognizing and validating competences Counselors , who: -Inform, counsel and guide the adult; -Monitor the RVCC process; -Are closely linked with the trainers; -Support and coach the adult; -Identify complementary training needs during the RVCC process; -Must have a higher education degree under these main conditions- *the knowledge of competence balance between life story methodologies and The Key Competences Frame of Reference; *the occupational experience working with adults and *the concrete connection with the local reality where the center operates. 5. The Trainers, who: -Support the recognition process and validate the candidate’s competences; -Keep closely in touch with the RVC counselor and the other trainers; -Assess the residual complementary training adult’s need to comply with a certification; -Must have, in general and according to the laws in force- (i) Qualification as a teacher in the specific Key Competences Area of each Frame of Reference and (ii) Certification as a qualified trainer. REFERENCES COTRIM, A. (2010), The Impact of New Opportunities Centers (NOC) on school organization and on teachers’ work, Lisbon University, Institute of Education. (english) GOMES, M. & SIMÕES, F. (2007). NOC quality chart. Lisbon. NQA. (portuguese) EDUCATION AT A GLANCE (OCDE), (2010) (english) THE DEVELOPMENT AND STATE OF THE ART OF ADULT LEARNING AND EDUCATION(ALE) (2008) National report of Portugal at CONFINTEA by Agência Nacional para a Qualificação (National Qualifications Agency) (english)

Barcelos 2013 European Capital of Ideas

In situations of distrust and dismay, imagination and creativity become complicit in the process of change humanity anxiously waiting. We have to foresee the future in bases that are still to be defined but that we can think, stopping long enough to share an idea: design a world in which we feel well with each other. You can find happy people with few resources available. We who are human beings, we are living through a period of being "human havings". Material goods are debts to our balance. We've want to exceed and we've want what others have. The balance continues to be in nature and there is much that we've abandoned as a source of wisdom. We turn us for our little and egotist personal dimension, keeping us so even with the survival instinct asleep.. The doubts are few. We have to change life, leadership and consciousness. Whatever it takes for us has to be thought together. Think of true democracy, each within itself to be able to respect that of others. Hence the European Capital of the ideas, which never comes late and can serve to whom wish it.

collaborative networks

For Avolio (2010) the authentic leadership is a form of knowing itself, be coherent with itself, having a positive orientation and having the strength to follow a direction based on its development and the development of others. The leaders know and defend their values and take their decisions on the basis of all these. The followers identified on their leaders a high level of self-awareness in relation to values, beliefs, emotions, self-identity and skills (Laguerre, 2010). In the opinion of Yukl (2010) the actions of the authentic leaders are strongly determined by their values and their beliefs. Roux (2010) believes that the authentic leaders act in accordance with deep personal convictions and values, to build credibility, respect and the confidence of their followers, encouraging diverse viewpoints and building collaborative networks causing followers recognize them as authentic leaders.

Speed of trust conceptual tree

The Leadership Challenge quotes

The Leadership Challenge (Portuguese edition, 2009) of Koutzes & Posner continues to be a fundamental book on understanding the concept of leadership. Here are some notes to "sharpen" our ingenuity. (P.13) The Leadership Challenge ... speaks of strategies that leaders use to transform values into actions, visions into realities, obstacles into innovations, separateness into solidarity and risks into rewards. …The abundance of challenges is not the problem. It’s how we respond to the challenges that counts. With the response we give to the challenges, we can seriously aggravate or substantially improve the world in which we live and work. (P.14) …Restore hope and create a deeper sense of meaning in life. …What we found and re-discover that leadership cannot be reduced to a few charismatic men and women. …When the leader in all of us is released, extraordinary feats happen. (P.18) The first place where you should look for is a leader within ourselves. (P.19) The domain of leaders is the future. The leader's unique legacy is the creation of recognized institutions that endure over time. We need more exemplary leaders and we need them now more than ever. There is so much extraordinary work that needs to be done. We need leaders who can unite and awaken us. (P.36) The leadership isn’t about personality, but rather with behavior. ... The exemplary leaders know that if they want to achieve commitment and achieve the highest standards, must show the behavior they expect of others. The leaders show the path. (P.37) To show behaviors that we expect from others, first of all leaders must present clearly the guiding principles. They must clarify values. ...The leaders have to stand up for what they believe in, so it's better to have something to believe. But the leader's values are not the only ones that matters. The leaders are not representing themselves. They speak and act on behalf of something bigger, a larger organization. ...The acts of leaders are more important than what you say when it’s needed to determine the relation between the seriousness of a leader and what he says. ...The exemplary leaders are the first to comply. (P.38) Showing the path implies earning the right and respect to lead through direct involvement and direct action. People follow the person first and then the plan. ...All organizations, all social movements begin with a dream. The dream or vision is the force that creates the future. Leaders inspire a shared vision. (P.39) A clear picture of the future pulls them forward. ...The leaders cannot order the commitment, only inspire it. ...Leaders must attract others to the common vision. ...People have to believe that leaders understand their needs and they are aware of their interests. Leadership is a dialogue, not a monologue.

Think of our own head

Authentic leaders are common people who don’t try to imitate anyone and can be themselves when necessary. In our teens try to mimic our idols in the best and in the worst. But that does not last forever. Think of our own head is a challenge that makes us grow and know us better. Even when, to defend a position, we are alone, it is essential to know who we are consciously. So, the secret is in the authenticity of our ability to develop our leadership style consistent with the personality and character. But what really counts is authenticity, not style. Bill George (2003, Authentic Leadership: Rediscovering the Secrets of Creating lasting value; 2007, True North; 2009, 7 Lessons to lead in crisis) regained Greenleaf idea that leadership is a genuine act of serving others. According to George, who was CEO of Meditronic, the leaders who lead more interested in empowering people so that they make a difference than power, money or prestige. They are guided by the qualities of the heart, passion and compassion, as well as the qualities of the mind.

Flu and Leadership

It’s the influence and not the mind control that strengths leadership. If you get others whom we interact with, to achieve the goals that match our vision as if it were their own, we’re contributing to the freedom and the realization of everyone’s life project. i.e., we must not mistake leadership with hierarchical titles or positions. If authenticity exists, anyone, upon making their voices heard, can become a leader. The authentic leader shows characteristics that pass for autonomy and for bearing their own true selves: 1. To have the vision. Not only in accessing a glimpse of the future, but also in discerning the complex situations facing ahead and with the wisdom that guides them to extract the best for everyone. 2. Demonstrate initiative. Leaders are always first when you need a role model do set an example. They don’t react, they are proactive. They anticipate the difficulties and prepare solutions that fits everyone. 3. Influence others. The etymological root of the word is the same as the scientific name for the flu - influenza. Therefore, we can metaphorically call leaders as "contagious" in the way they "drag" others into their vision and values. They make others think as if they decided on their own. 4. Achieving Goals. Especially those achieved by changing the attitude of followers. If there is no change as a result of the action of the leader you can’t speak about leadership. 5. Being upstanding. To say what we want to do and to do what we say, respecting the values of others and their own. Not agreeing with what may be politically correct does not correspond to the direction of the developed action.

Trust is a lock of authentic leadership

Why do we trust? Studies that focus on building confidence in enterprise environment advance three reasons why we trust our co-workers: Previous Behavior - if previously the behavior of a colleague was reliable, we trust that this will continue in the future; Capacity - we rely more on people whom we recognize ability; Complicity - Whether in a team we want to achieve common goals, we have to trust that each does its part. Although the three reasons blend, is often in high confidence organizations that the complicity reveals itself as the most important confidence-inducing. How leaders build trust? Build trust doesn't happen overnight – there are steps that have to be taken by the leaders to create a more reliable environment. Here are some steps that can have an impact in this construction: Engage followers in the decisions concerning them directly - how much more people are involved in the decisions, the better they accept and support them. Before decisions are taken might involve the stakeholders on that process. This means that the good decisions depend on the participation of all. Be transparent and consistent in the actions - we tend to look at the results and forget about the process. Understand how the decision was made and the reasoning underlying that decision can have a huge impact on how people feel the decision. If we are consistent and transparent, people will realize our motives and will learn to trust us. Be careful with relationships - people connect more to businesses than the managers. If people understand that we perceive them and find out what interests them, they will trust in what we do.

Emotion on leadership

Emotional intelligence, a concept associated with the leadership by GOLEMAN, BOYATSIS and MCKEE (2002), points to a range of skills such as identify, distinguish and use your own feelings and those of others, to guide the thoughts and actions. According to CUNHA and REGO (2009, p. 240), "emotional intelligence is an ability (or a set of skills) of great relevance in the various fields of human and social life" and reflects "the capacity to balance emotions and reason", i.e. "to use emotions to facilitate the reason" and also "think smartly about the emotions". The leadership depends on the emotional relationship that is established with the other. How the leaders manage and lead feelings so that the Group achieves its objectives, depends on emotional intelligence. The leader, either by position or influence, can establish positive behavioral attitudes on how to generate emotions and relationships. The strong leadership development processes are focused on emotional and intellectual learning and build it up on active participatory work: learning in action and in coaching, where people use what they have learned to diagnose and solve real problems of their organizations. (Goleman, Boyatzis,& McKee, 2002)

Fear, hope and change

Mechanical Bureaucracy, the designation proposed by Mintzberg, long ago which is a form of obsolete thinking and managing. The vast majority of us already understand, socially and economically, what are their threats, weaknesses and malfunctions. So, we have to reflect, to propose and pursue new ways to build the attention towards the human being, in a sustainable and acceptable attitude of changing that status quo. We can consider that the command and control systems reflect, as has been previously stated by the classical theory of administration, a deep distrust vis-à-vis the commitment and competence of the employees. They also tend to exaggerate the negative events, so the sanctions arising as a way to force conformity and order. Maybe that's why many organizations are filled with anxious employees that are hesitant to take the initiative or rely on their own judgment. The organizational adaptability, innovation, authenticity and engagement of employees can only happen in a culture of high trust, low fear and meaningful. In such an environment, the information is widely shared, controversial opinions are freely expressed and accepted, risk-taking is encouraged and the failure is not exorcised. Fear paralyzes, creates mistrust, demoralizing and limits people — should be driven out of our management systems. The era of the "Great Man", the all-wise, all-powerful leader-as-decider has lasted for a long time. Leaders must become enlightened social architects — individuals who are able to co-create environments that engender an extraordinary and fulfilled achievement. To make this transition from "command and control" to "motivate and guide", organizations need to develop leaders who believe it is essential to create commitment and alignment without resorting to traditional instruments of bureaucratic control. The True North is an organization full of authentic leaders who, with all the hope, pull everyone to the top. It is no longer enough just to have a good cash flow. Stakeholders and consumers have become demanding and time / money is not everything. Resilient organizations must be flexible, innovative, inspiring, meaningful and socially responsible. This means that they have to rebuild the foundations of thought leadership and practices. Scholars and practitioners should seek new principles in fields as diverse as anthropology and culture, biology and entropy, design and urbanism, diving in political science and democracy, ecology and sustainable economy, power and management. It's definitely time to change and respect each other.

Art of Possibilty

Benjamin Zander, who has passed for Portugal, in 2010, when Belmiro de Azevedo, big Portuguese boss, bought the front places of the Casa da Música in Oporto, said he wanted the Portuguese ' eyes shine. In other words, he wanted to see the eyes of the Portuguese to shine. A 71 years old man, orchestra director and lecturer for pleasure, used the brightness, in his speech, to drive the skeptics and cynics. The maestro has built a "leadership model", based on a simple phrase, which incidentally is the title of the book that he wrote with the psychotherapist Rosamund Stone, his second wife: ' The Art of Possibility ' (Harvard Business School Press, 2000). Speaks of the possibility, not of the possible - because he considers that possible is political. Its concept is more open. To him, whatever the circumstances, even the most cruel and terrible, what is decisive is not focusing on the reasons for the situation; cultivate the lamentation, but turn around to see what possibilities open. What counts is to generate possibilities. An attitude that implies multiple several collateral effects: is not enough explore opportunities, we must generate them as well. And it is not a question of "positive thinking" – often artificial and wrapped in plastic optimism. His leadership approach is not based on wasting time with value judgments but that can make it happen.

Barcelos 2013

European Capital of Ideas. In situations of distrust and dismay, imagination and creativity become complicit in the process of change humanity anxiously waiting. We have to foresee the future in bases that are still to be defined but that we can think, stopping long enough to share an idea: design a world in which we feel well with each other. You can find happy people with few resources available. We who are human beings, we are living through a period of being "human havings". Material goods are debts to our balance. We've want to exceed and we've want what others have. The balance continues to be in nature and there is much that we've abandoned as a source of wisdom. We turn us for our little and egotist personal dimension, keeping us so even with the survival instinct asleep.. The doubts are few. We have to change life, leaders and consciousness. Whatever it takes for us has to be thought together. Think of true democracy, each within itself to be able to respect that of others. Hence the European Capital of the ideas, which never comes late and can serve to whom wish it.

The impeccable authentic leadership 4

Application contexts of construct Can't wait for great authentic leadership results in contexts in which the trust is shaken. However, it is in times of crisis that people discover ways to better prepare the future. Thus, we are convinced that self-consciousness is absolutely fundamental in building great organizations. You cannot be emotionally intelligent if you are not also self-aware. This requires, in addition to maturity, an intense work of self-examination or individuation. The criticisms, even the toughest, are essential for the construction of self-awareness. To do so, you need to get honest feedback from followers. I.e. the followers must also be authentic. If all we are reliable, genuine and probable, organizations will be better. Here earn crucial importance the values. We must assume the existence of a minimum framework of values on which all believe and consider being vital to achieve. In parallel, we have great need of someone that listen us, understand us and, above all, tell us the truth. If we practice authenticity, is on teamwork that such support appears. The authentic leaders have to maintain high levels of motivation, especially in this era of "trigger events". Such extrinsic motivation will help if it is seen as an opportunity to change the future. There is nothing to compare to the authenticity of a leader. So, how each one of us can become an authentic leader? • Talking with your heart, conquer your followers. This implies that, after having said what you want to do, you must do it; • Communicating openly and frequently with the other, we have to dialogue. Is much more than say only the truth. The communication is not only composed of good news. Is what's good, bad and indifferent; • Making it clear from the beginning, the expectations and standards of behavior that the followers and leaders have to achieve. Be the change you want to make; • Looking for people to take their commitments, reflecting on this without resentment. Committing with the goal, not with the plan; • Valuing people and investing them in order to create feelings of well-being and commitment within the working group; • Taking care of people without ever infantilizing, requiring them responsibility and developing moral and ethical bases. In a word, the authentic leaders demonstrate passion for their goals, practicing their consistently values and leading with the heart as well as with the head. They define the long-term, meaningful relationships and have the self-discipline to achieve results. They know who they are.