Exemplary leaders challenge the process by searching for opportunities, experimenting, taking risks and learning from mistakes. All changes require that leaders actively seek ways to make things better, to grow, innovate and improve. The most talked about leaders are the ones who have shown radical departures from the past, done things that have never been done before and gone to places not discovered. The leaders who challenge the process tend to give importance on association, questioning, observing, experimenting and networking. The leaders having the tendency to challenge the process do not like the status quo, want to make something happen, want to change the way things are done and are proactive. They continuously think of ways to stand out from the crowd. Challenging the process starts from dissatisfaction and on the course of trying to change the existing practices, leaders become creators and innovators. But challenging the process does not refer to challenging the values and standards, attacking people with whom we disagree, dismantling what is not working for us and eliminating the elements that depict our personal incompetency. It is about finding and implementing new and better ways of doing things in order to constantly improve and grow.
In order to challenge the process, the leaders need to make something happen, encourage initiative in others, challenge with purpose, look outside of their experience, promote external and internal communication, look out for good ideas, treat every job as an adventure, build psychological hardiness, break down the complex tasks, profit from small wins, be an active learner, create a climate for learning and strengthen resilience. Understanding the phantom rules, creating a movement by trying something new and theory of the second responder also play vital role in the process (Kouzes & Posner, 2012).
Leadership is not about the power or position, it is about what the person in that power or position does. So no matter whether we talk about challenging the process in global context or local context, to be an effective leader the traits to be depicted are similar. However the things to be challenged and improved might be different depending on the socio-economic, political and cultural background of the locality. For example, be it the leader of Samsung or a small start-up company in Nepal, both aspire to improve and grow. Both of them want to keep up with the market, maintain financial stability, offer something new, add additional services/features and gain competitive advantage over other companies of similar nature. The processes both follow for achieving these are similar. The only difference is Samsung will do it on a higher level investing more money than the new company. So the concept is suitable in every perspective with slight adjustments and modifications.
The way of handling the challenge the process in Nepalese organizations is similar to that of the organizations in other part of the world. First of all, the leader is not satisfied with something in the system and identifies what is to be changed and why. After that he needs to find out the ideas and actions that can be implemented to make the desired change happen. He has to gather related information and data to prove his point to his followers and make them realize why it is important to challenge the existing system. Since leader alone is not capable of bringing the change, the team then take the risk to add something new or modify the existing system. Let us take example of Kulman Ghishing. While others were busy complaining about the hours long power cut every day, he chose to act instead of complaining and accepting the things as they were. He rose his voice against the corruption going in the system and with the support of the people with similar thoughts and desire to do something remarkable, he was successful in reducing the power cut from 18 hours a day to almost zero. The process of change follows the same pattern everywhere. Relating to the context of Nepal, gap between policies and implementations, weak political governance, poor service delivery mechanism, absence of performance oriented work culture, dysfunctional behavior and emergence of the new interest groups may create problem in the process but the leaders need to prepare themselves for the possible risks that may arise due to this situations and rise above them.
References
Kouzes, J. M., & Posner, B. Z. (2012). The Leadership Challenge. London: A Wiley Imprint.
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Exemplary leaders challenge the process by searching for opportunities, experimenting, taking risks and learning from mistakes. All changes require that leaders actively seek ways to make things better, to grow, innovate and improve. The most talked about leaders are the ones who have shown radical departures from the past, done things that have never been done before and gone to places not discovered. The leaders who challenge the process tend to give importance on association, questioning, observing, experimenting and networking. The leaders having the tendency to challenge the process do not like the status quo, want to make something happen, want to change the way things are done and are proactive. They continuously think of ways to stand out from the crowd. Challenging the process starts from dissatisfaction and on the course of trying to change the existing practices, leaders become creators and innovators. But challenging the process does not refer to challenging the values and standards, attacking people with whom we disagree, dismantling what is not working for us and eliminating the elements that depict our personal incompetency. It is about finding and implementing new and better ways of doing things in order to constantly improve and grow.
In order to challenge the process, the leaders need to make something happen, encourage initiative in others, challenge with purpose, look outside of their experience, promote external and internal communication, look out for good ideas, treat every job as an adventure, build psychological hardiness, break down the complex tasks, profit from small wins, be an active learner, create a climate for learning and strengthen resilience. Understanding the phantom rules, creating a movement by trying something new and theory of the second responder also play vital role in the process (Kouzes & Posner, 2012).
Leadership is not about the power or position, it is about what the person in that power or position does. So no matter whether we talk about challenging the process in global context or local context, to be an effective leader the traits to be depicted are similar. However the things to be challenged and improved might be different depending on the socio-economic, political and cultural background of the locality. For example, be it the leader of Samsung or a small start-up company in Nepal, both aspire to improve and grow. Both of them want to keep up with the market, maintain financial stability, offer something new, add additional services/features and gain competitive advantage over other companies of similar nature. The processes both follow for achieving these are similar. The only difference is Samsung will do it on a higher level investing more money than the new company. So the concept is suitable in every perspective with slight adjustments and modifications.
The way of handling the challenge the process in Nepalese organizations is similar to that of the organizations in other part of the world. First of all, the leader is not satisfied with something in the system and identifies what is to be changed and why. After that he needs to find out the ideas and actions that can be implemented to make the desired change happen. He has to gather related information and data to prove his point to his followers and make them realize why it is important to challenge the existing system. Since leader alone is not capable of bringing the change, the team then take the risk to add something new or modify the existing system. Let us take example of Kulman Ghishing. While others were busy complaining about the hours long power cut every day, he chose to act instead of complaining and accepting the things as they were. He rose his voice against the corruption going in the system and with the support of the people with similar thoughts and desire to do something remarkable, he was successful in reducing the power cut from 18 hours a day to almost zero. The process of change follows the same pattern everywhere. Relating to the context of Nepal, gap between policies and implementations, weak political governance, poor service delivery mechanism, absence of performance oriented work culture, dysfunctional behavior and emergence of the new interest groups may create problem in the process but the leaders need to prepare themselves for the possible risks that may arise due to this situations and rise above them.
References
Kouzes, J. M., & Posner, B. Z. (2012). The Leadership Challenge. London: A Wiley Imprint.