Leveraging Leadership Effectiveness

by Sarah Cornally, Third Sector, Issue 3, January 2009.

Third Sector, published by The Australian Society of Association Executives (AuSAE), explores issues affecting not-for-profits. The most recent Third Sector issue, ‘Weathering the Economic Storm,’ includes an article on leadership by seasoned management consultant, Sarah Cornally. Turbulent economic times test leadership effectiveness. These times in particular require leaders to remain composed and steadily focused on their organisation’s purpose and long-term vision. Good leaders, Cornally says, turn knowledge into positive action. To assess one’s effectiveness, Cornally provides a series of questions for self-reflection.
These include:

  • What truth are you not facing about the situation, yourself, or the people you need to influence?
  • What would it mean if you faced the truth?
  • What would you need to do if you did?
  • What is your relationship with doing that?
  • What are the consequences of not doing that?
  • And, what choices do you need to make?

While this article is brief, it encourages leaders to take stock of their style and effectiveness — a useful exercise in any financial weather.

To access full article and issue see: www.thirdsectormagazine.com.au

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