We have been arguing for an extended period of time now that value-driven leadership is essential for organisational success.
The second issue with focusing on results is that it keeps us stuck in the past.
Results are like the scorecard which lets the astute and effective leader know how well his people are doing and whether and where he needs to intervene to address performance issues
Mangers often under-estimate the importance of spending a sufficient amount of time with their direct reports. For one thing, people tend to equate the time spent with them by their leader with their importance or the importance of the issue.
Any definition of leadership that makes achieving results the direct problem of the leader as this consequence and is thus fundamentally immoral.
We have a responsibility to ourselves to spend as much time as possible living our lives rather than constructing lives and worlds in our thought. To do this we require trust.