By Center for Creative Leadership (CCL), Henry Browning

ISBN-10: 1118353021

ISBN-13: 9781118353028

More and extra managerial demanding situations require leaders to be accountable-to take initiative with no need complete authority for the method or the results. responsibility is going past accountability. while accountability is mostly delegated by way of the boss, the association, or by means of advantage of place, responsibility is having an intrinsic feel of possession of the duty and the willingness to stand the results that include good fortune or failure. via this guidebook you are going to learn the way your company and its leaders can create a tradition that fosters responsibility by way of concentrating on 5 components: help, freedom, details, assets, and aim and function clarity.

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Extra resources for Accountability. Taking Ownership of Your Responsibility

Sample text

5. Goal and Role Clarity The leader is clear on his or her goals and the role he or she plays in achieving those goals. Within teams, between teams, and even within and between larger organizational structures such as departments, acknowledged interdependence drives feelings, attitudes, and behaviors of accountability. It basically comes down to knowing the full weight or impact of one’s actions on others and truly owning the shared success or failure inherent in those relationships. In high-performing organizations, collaborative, interdependent structures drive overall effectiveness.

Do people often blame others or circumstances for failed implementations? – If an individual fails, is he or she given a second chance? ” – Does my boss focus more on results or does he or she balance results and processes? – Does my boss encourage experimentation? Team level – Does the team have a can-do attitude? – Does the team constantly seek better processes for accomplishing its work? – Does the team actively learn from its successes as well as from its mistakes? – Do team members readily admit their mistakes?

___ 7. People expect that their actions, decisions, and behaviors will be evaluated. ___ 8. Leaders take the initiative to claim and create what they need to succeed. ___ 9. People are held accountable if they don’t do what they say they will do. ___ 10. When facing competing priorities (for example, cutting costs versus improving customer service), people feel that they have the freedom, support, and control to decide how to navigate the conflict. ___ 11. People feel and can see a strong link between what they do and overall team performance.

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Accountability. Taking Ownership of Your Responsibility by Center for Creative Leadership (CCL), Henry Browning

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