The leader’s qualifications

Dr. Jutamas VareesangthipDr. Jutamas Vareesangthip

King Ashoka’s edicts suggest that disruptive Buddhist followers should be shamed for disobedience:

• "The monk or nun who disrupts the Samgha [the community of Buddhist monks and nuns] shall be required to put on white robes [instead of the customary yellow] and to live in non-residence (anabasasi). It is my desire that the Samgha be united and endure forever"

According to Thich Nhat Hanh

• The Three Qualities of Leadership • Leadership is often construed as being powerful and lording it over others.

However, Buddhism teaches that true leadership is being compassionate, wise and free of cravings and negativity, According to Thich Nhat Hanh

• leadership has three virtues or qualities:• The Virtue of Cutting Off is the quality of getting rid off anger, desires and

ignorance. • The Virtue of Loving is the quality of being compassionate, thoughtful and

forgiving. • The Virtue of Insight is the quality of using wisdom to lead people towards

happiness.• Effective leadership, according to Buddhism, is developing these three

qualities and basing the use of power on them.• Being in a leadership position of power should not be a reason to

dominate. Rather it should be a way of leading others towards their goals, taking decisions that help society and making a difference to people’s lives. By using compassion, wisdom and other Buddhist teachings, it is possible to develop better leadership skills and be a leader who is truly admired and respected

Religious leaders should:• have deep and sincere commitment to

their faith• be excellent communicators• have leadership skills• have a genuine desire to help others• want to gain a deeper understanding of

their faith and share this with others.

Leadership Qualities

The following is a list of important qualities that Leaders live by on a daily basis. They seek grow these qualities within themselves on a daily basis. One must be…

Leadership Qualities• Visionary

A Leader is a visionary. They Think BIG and picture what they want in their minds with clarity and purpose. Moreover they share these visions and plans with others in order to move and inspire them into action for one common purpose and cause.

Leadership Qualities

• Firm Against CriticismA Leader is firm against

criticism, fully understanding that unconstructive criticism can destroy even the most resilient hearts.

Leadership Qualities

• InspirationalA Leader projects inspiration

through their words, gestures and actions. These symbols inspire their team into massive action for a common purpose, vision and goal

Leadership Qualities

•Excellence MindedA Leader always thinks in terms of

perfecting every action and process that will further help improve the efficiency and effectiveness of their enterprise. As a result you will never find them compromising their highest standards or values.

Leadership Qualities

• ResponsibleA Leader takes full

responsibility for their decisions and actions. You will never find them explaining or complaining to others about their current circumstances.

Leadership Qualities

• FocusedA Leader is focused on the

strengths and needs of the situation, in respect to themselves and especially to the needs of others.

Leadership Qualities

ResponsibleA Leader is focused on the

most important tasks, roles and priorities at all times no matter how much mayhem (chaos) is circulating around them.

Leadership Qualities• Interpersonal Qualities

A Leader has exceptional interpersonal qualities that shine through when dealing with other people. They are always consistent and fair, open to new ideas and perspectives, and project magnanimity (generosity)– always giving credit to others for their efforts, work and results.

The Capacity ofLeader

• Knowledge • Skills • Behaviors • Values & Ethics

1. Knowledge

-about the environment-behavior of organization-(evaluate) Policy -quantitative & qualitative

experiment-ethics & fashionable society

2. Skills• of leadership (30%) &solve the

problem(70%)   • Knowledge + Skills in organization

and management improvement (O & M Improvement), no common sense

• evaluation  (style of leadership is different)

• Write (30%) &speech (70%,Talk Sense not Talk show)

3. Behaviors

• Honesty• Gratitute• Smart• no Integrity ไมประพฤตผดในเรองเกยวกบเพศ• Loyalty –nation,

-religious,-King

4.Values & Ethics

• 1. Honesty (from the family)• 2. Responsibility• 3. Punctuality

Characteristics Managers Vs Leaders

Manager Characteristics• Administers• A copy• Maintains• Focuses on systems and structures• Relies on control• Short range view• Asks how and when• Eye on bottom line• Imitates• Accepts the status quote• Classic good soldiers• Does things right

Leader Characteristics• Innovates• An original• Develops• Focuses on people

• Inspires trust• Long range perspective• Asks what and why• Eye on horizon• Originates• Challenges the status quo• Own person• Does the right thing

4 Characteristics of leader’s qualifications1 Intellectual qualifications

1.1 Alertness-talent to solve the problem1.2 Logical Thought-consideration of course & benefit1.3 Common Sense- good &bad1.4 Judgment- consider before 1.5 Foresight-evaluate situation to know target)

4 Characteristics of leader’s qualifications2 Physical qualifications• 2.1 Healthy• 2.2 Energy• 2.3 Endurance-Difficulty ,hungry,

thirsty and bad whether• 2.4Pleasing Appearance-

personelity

4 Characteristics of leader’s qualifications3 Emotion qualifications• 3.1 Optimism• 3.2 Adaptability-time, place, person• 3.3 Even Temper-easy going• 3.4 Self – Control• 3.5 Enthusiasm • 3.6 Sociability • 3.7 Tact-art to solve• 3.8 Sense of Humor• 3.9 Self – Confidence• 3.10 Broad of Interest• 3.11 Human Understanding

4 Characteristics of leader’s qualifications4 Individual Characteristics • 4.1 Truthfulness• 4.2 Royalty• 4.3 Sense of Duty• 4.4 Dependability-got Ethic • 4.5 Courage• 4.6 Force• 4.7 Fairness• 4.8 Selflessness

Common qualitiesDesign leaders do tend to share three general qualities:

-they are good at envisioning the future,

-thinking strategically -and leading others.

Personality of Leader

• 1. Overt Behavior•พดตรงไปตรงมา ,เขาใจงาย

• 2 . Covert Behavior •พฤตกรรมศาสตรทซอนเรน

อำาพราง ,แสดงออกในทางอนผใตบงคบบญชาไมอดอดในทำาตว ไมถกนำา มมนษยสมพนธทด เพราะสามารถซอนเรนสงททำาใหคนอนไมพอใจไวได

Example of The Buddhist Spiritual Leader in ThailandBuddhadasa Bhikkhu (Thai: พทธทาสภกข , May 27, 1906 - May 25, 1993) was an ascetic-philosopher of the 20th century. Known as an innovative reinterpreter of Buddhist doctrine and Thai folk beliefs, Buddhadasa fostered a reformation in conventional religious perceptions in his home country Thailand as well as abroad.

Example of The Buddhist Spiritual Leader in ThailandLuang Por Paññananda is one of the most prominent senior monks in the Thai Sangha (monastic order) today. Further, he is one of its most popular Dharma exponents and one of the most important spiritual leaders in Thailand. The words "Luang Por" means "Great Father," an informal honorific used for senior monks, and " Paññananda" means "One who Delights in Wisdom," a befitting Pali name he received at Higher Ordination and which has become so well-known that it overshadows all the formal titles he has since received.

Example of The Leader• Steven Paul "Steve " Jobs , (born

February 2 4 , 1 9 5 5 ) is an AAAAAAAA business magnateA AAA AAA co-founder , inventor AAA chief executive officer of AppleA AAAA AAAA AAAAAAAAAA AAAA

ed as chief executive of Pixar Animation StudiosA AA AAAAAA A AAAAAA AA AAA board of The Walt Disney Company 20in

06, following the acquisition of Pixar by Di sney

A wide variety ofleadership

• leadership is a complex and sophisticated “dance” of a wide variety of skills, gifts, knowledge-sets, abilities, passions, and experiences. 

• Leadership is not something that individuals (leaders) excel at – it is the result of diverse and complementary groupings of people with different functions, abilities, and performance objectives.

Example of The Leader• Steve Jobs set out for Apple back in 1980:

"Your time is limited, so don't waste it living someone's life . Don't be trapped by dogma-which is living with the results of other people's thinking . Don't let the noise of others's opinions drown out your own inner voice . And intuition. They somehow

already know what you truly want to beco me. Everything else is secondary."

Example of The Leader• Having glimpsed a new horizon, the best leaders articulate a

vision of how things should be. One of my all time favourites is the admirably audacious goal Steve Jobs set out for Apple back in 1980:

• 'To make a contribution to the world by making tools for the human mind that advance humankind.'

• Having defined the aspiration, leaders set about working out how to get there. The way they develop their strategy differs enormously depending on the leader's goal, field and position. However, four useful questions to ask are:- what is changing and what opportunities flow from this change?- what core competencies do we have and which do we need to build? - how are we going to set ourselves apart from the competition?- where's the money?

The leader and the Change  Management 

The leader and the Change  Management• Michael  Hammer - “Success in the

past  has no implication for success in the future”

• ความสำาเรจดวยวธการเดมไมยนยนวาจะสำาเรจในบรบทใหม หรอสถานการณใหม ๆ 

The leader and the Change  ManagementRole modeling ทดแกผอน Good manager ความสามารถดานเทคนคในงานททำาและทกษะดานการบรหารจดการในฐานะการเปนผบรหารทด Individualized consideration     ผนำาการเปลยนแปลงจะใชความเปนกนเองในการสรางความสมพนธอนดกบผอน โดยพยายามพฒนาระดบความสามารถและศกยภาพของเพอนรวมงานใหสงยงขน ผนำาทดตองมความอดทนและมความสามารถดานการฟงทด คณสมบตดงกลาวเรยกวาการมงความสมพนธเปนรายคน Corporate culture ซงเชอวาจะนำาไปสความมประสทธผลขององคการและการเพมผลผลต ตลอดจนการสรางวฒนธรรมองคกร ทเขมแขงได ผนำาจะสามารถจงใจใหผตามมองไกลไปกวาผลประโยชนสวนตวไปทเพอประโยชนขององคกรหรอเพอสวนรวมแทน Ethical leader ซงถอวาเปนการยกระดบคณธรรมของผตามใหสงขน ดวยเหตนผนำาแบบเปลยนสภาพจงถกเรยกวาเปนการยกระดบคณธรรม

ChThe leader and the Change  Managementange Leadership• Leaders need to be aware of how

change impacts on workers:• Series of self-esteem states

identified by Adams et al and cited by Garrett• Adams, J. Hayes, J. and Hopson, B.(eds) (1976) Transition:

understanding and managing change personal change London, Martin Robertson

• Garrett, V. (1997) Managing Change in School leadership for the 21st century Brett Davies and Linda Ellison, London, Routledge

ChThe leader and the Change  Managementange LeadershipSearch for meaning: Individuals begin to

work with the change and see how they might be able to make the change work for them – self esteem begins to rise.-is happening with their own personal situation.

Internalisation: the change is understood and adopted within the individual’s own understanding – they now know how to work with it and feel a renewed sense of confidence and self esteem.

CThe leader and the Change  Managementhange Leadership• The most challenging aspect of business is

leading and managing change• The business environment is subject to

fast-paced economic and social change• Modern business must adapt

and be flexible to survive• Problems in leading change stem mainly

from human resource management

The Change Leader's Competency Profile 1. Resilient - bounces back from

setbacks positively and quickly 2. Opportunistic - quick to recognize

and capitalize on breaks 3. Accountable - Places self on the line

and reacts non-defensively 4. Curious - continuously seeks new

information and learns new skills

The Change Leader's Competency Profile 5. Selfless - consistently puts the

interests of the organization first 6. Self - Critical - regularly

analyses own behavior to improve effectively

7. Adventurous - forsakes comfort zone to experience other perspectives

The Change Leader's Competency Profile8. Communicating - openly shares

critical information with colleagues 9. Initiating - instigates changes

without waiting for direction or approval

The Change Leader's Competency Profile 10. Imagining - thinks laterally and

creatively, quick to see new angles 11. Innovating - regularly

generates and implements new ideas

12. Forward Looking - looks to the future without dwelling on the past

13. Visioning - regularly displays

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