self-leader - What is the French translation? French translators help business/marketing French translators with the translation of self-leader

Conges terminology question

109 months ago

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Language pair:	English > French
Subject:	Business / Marketing / Financial
Level of diffculty:	Easy / medium
Word or term in question:	self-leader
Context:	Describe how the behaviors and expectations of a Leader of Others differs from a Self-Leader. ...this course will help them make the transition from being an individual contributor (Self Leader) to being a Leader of Others by building confidence in themselves as Leaders

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Answers on this question

108 months ago

wrote:

self-leader

My comment:

is used as is in French management sites

My references:

http://prod.deboecksuperieur.fr/ouvrage/9782804111946-self-leadership-pour-se-manager
http://www.neobienetre.fr/annuaire-therapeutes-bien-etre/brigitte-andre-lacademie-francophone-du-self-leadership-de-la-reussite-belgique/
http://www.indeed.fr/cmp/Pfg/reviews?fcountry=ALL

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108 months ago

Claude Le Frapper wrote:

self-leader

My comment:

is used as is in French management sites

My references:

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109 months ago

Claude Le Frapper wrote:

son propre chef

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109 months ago

Claude Le Frapper wrote:

TRANSLATION ( TRADUCTION

My comment:

Décrivez comment le comportement et les attentes d'un Leader des autres diffèrent d'un Auto-Leader. Ce cours nous aidera à faire la transition en passant d’un contributeur individuel (Self Leader) à un dirigeant des autres en édifiant leur confidence en tant que Leader.

There are four different aspects to self-leadership.
• Self-awareness: The ability to acknowledge, understand and be conscious of one’s own values, perspectives, strengths, weaknesses, leadership propensity and emotional needs.
• Self-management: The ability to nurture and harness one’s own passion, abilities, emotions and leadership capacity in decision- making.
• Other-awareness: The ability to acknowledge and recognize the passion, gifting, strengths, weaknesses, potential and needs of others.
• Other-management: The ability to grow and motivate other people to develop their potential and/or fulfil the organization’s objectives.
Great leaders begin with self-awareness and move to self-management, then proceed to other-awareness culminating in other-management. It is not a linear but an interactive effect among all four factors.
Some leaders are conscious of themselves, their personalities, idiosyncrasies, motivations, and competencies but they cannot manage themselves, especially their emotions and weaknesses. They lack self-control, lose their cool, become unusually critical, behave inappropriately, want to do everything, and are unable to keep their pride in check.

Palmer (2009) defined leadership as motivating others into action to attain a common purpose. Maxwell (2013) on the other hand stressed on 5 essential levels of leadership. The first level entails the positional level with a title whereas the pros include shaping the self as a leader and the cons would imply that followers would accord the least amount of effort while not develop their full potential. Furthermore he narrated with an example that level 1 companies are noticeable by the manner their employees would perform half an hour before their shift ends.
Level two would be categorized as the relational level. Employees are no longer performing out of obligation but rather because they desire to work , a relationship with the manager and a solid bond are developed. He later added that relationship is the bedrock of leadership by cause of leadership equating with influence. A relational leader would listen well, observe, conscious about their workers and would get along with everyone.
Level three would be defined as the productivity level, leadership is about productivity which will draw people and cause the leader to gain credibility. A momentum is built which make things easier, a driving force is a leader’s best friend and will solve 80% of the company’s problem
The fourth level would be considered as the Human development phase, a company or country is developed solely by human growth . The leader must be able to recruit, position people in the areas of their strength and finally equip them well. Maxwell illustrated the I do it , you do with me, you do it while I’m watching, you do it, you do it while someone else is learning.
The fifth and last level presented by the narrator is the level of respect and trust where people would absolutely follow the leader because of his accomplishment. He later concluded that leadership is an ongoing process, not everyone would be on a similar level, an advice would be to ask followers to score the level of leadership to facilitate leading.
Transformational leadership
Transformational leadership viewed as the new leadership approach stresses on the individual’s charismatic, emotional and intuitive model. The purpose of such method is to transform people by tapping into their emotion, values, ethics, standards and their vision. The followers’ motive must be satiated and the need to treat each individual with dignity and respect must be contemplated (Northhouse, 2013). The scripter added that the term transactional leadership was pinned by Downton in 1973 followed by his transformational leadership’s appealing work.
Bullock (2008) asserted that James MacGregor Burns is regarded as the father of the transformational leadership theory. In his view such act occurs when an individual takes the initiative to network with others for the purpose of exchanging valuable items or exceptional ideas. In the process goals are clearly laid out, the desired outcome is genuinely stated. Constructive criticism is accepted and rewards are accorded for accomplishments. Burns identified two types of leadership: transactional and transformational. Although transactional leadership encompasses the largeness of leadership such as eliminating taxes in politics will win votes, according grades in the classroom for assignments performed or promoting an employee by cause of productivity, it also presents many similarities with the transactional leadership method by creating emotional connection with followers to aid them in attaining their full potential (Northhouse, 2013). Additionally, Bass (1997) concluded that transformational leadership must contain three distinct aspects identified as goal attainment; contingent reward, management-by exception: active, and management-by-exception: passive.
Qualities and skills of the transformational leader
Transformational leaders must lead by example by expressing their genuine values and ideologies. Vibrant leaders possess an admirable behavior that followers may endorse and the magnetism to inspire and share a vision. Supporters who may have performed well would generally be rewarded for their ethical conduct and accorded praise for their accomplishments. The transformational leader must be capable of challenging the status quo, embrace goodness, craft innovative concepts and promote human growth while advocating for character refinement (Northhouse, 2013).
Transformational leaders must possess certain skills and traits. Leading necessitates vision, direction, inspiration and alliance of individuals toward a similar purpose. On the other hand poor leadership will result in lack of focus, disengagement, division, not being capable of utilizing full human potential, lack of confidence and the inability to bring about change. Vision and direction clearly illustrate the path to espouse in order to attain the targeted purpose (What will it take to get there). Direction also outlines specific goals (what needs to be done), values (how things should be done), and priorities (what is most important) (Warrick, 2011).