Term Paper on "Principle Centered Leadership by Stephen R. Covey"

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Covey: Principle-Centered Leadership

Principle-Centered Leadership is the follow-up to Stephen R. Covey's best-selling The 7 Habits of Highly Effective People. In this book, Covey proposes that "some habits of ineffectiveness are rooted in our social conditioning toward quick-fix, short-term thinking," (17). Rather than focus on positive thinking or other abstract means of self-improvement, the author suggests that his readers discover the basic principles that govern human existence. From there, the author suggests a path of self-discovery that entails basing actions and behaviors on those principles. The principles that Covey discusses underlie human motivation. Unlike values, principles are "objective and eternal," according to Covey. They are based on what he calls "natural law." Because of this, the information Covey presents in Principle-Centered Leadership can be applied equally to one's personal and professional life. In fact, the book is divided into two sections. The first section, from Chapter One through Thirteen, addresses how one can apply the principles of success to personal and interpersonal relationships. The second section, comprising Chapters Fourteen through Thirty-One, illustrates how principle-centered leadership applies to the corporate or business world. Based on some of the ideas contained in Covey's earlier self-help book, Principle-Centered Leadership extensively outlines self-improvement guidelines for one's personal and professional life. Thus, the author's intention is to provide his readers not with a step-by-step plan or specific set of rules that govern success. Nowhere in the book does Covey include specific exercises or suggest particular activities. Rather, Covey keeps true to his word about not believing in quick-fix solutions. The author encourages his readers to make lifestyle and attitude changes that in the long run can help improve one's relationships and self-image. Principle-Centered Leadership is in many ways designed to invoke questions rather than answer them. Covey's purpose in Principle-Centered Leadership is therefore to stimulate self-awareness in the reader; doing so the author offers timeless guidelines one can apply to every aspect of daily life.

In the Preface of the book, Covey describes how people tend to focus on "alternative centers," or those people, situations, or objects that distract one from the overarching life principles. Some of the alternative life centers include one's friends, spouse, and enemies; money; and the pursuit of pleasure. Instead, Covey recommends that his readers focus on the principles that underlie these alternative centers: security, wisdom, guidance, and power. These same principles inform organizational culture and thus, Principle-Centered Leadership is an effective guide in the home as well as in the office. The first part of the book details how principle-centered leadership can be especially applied to one's personal and interpersonal lives. Covey advocates interdependence and warns against codependence or total dependency. While these adages might seem trite in light of other self-help books, Covey's approach is decidedly non-didactic. He simply suggests that his readers be aware of how they can be trustworthy and thus enjoy the fruits of having more trust in their interpersonal relationships.

Chapter One, "Characteristics of Principle-Centered Leaders" includes eight characteristics Covey has noticed in effective leaders. These characteristics include the willingness to continually learn and improve oneself; the ability to radiate positive energy and believe in other people, and what Covey calls "sharpening the saw." Sharpening the saw is a theme that Covey returns to throughout Principle-Centered Leadership. The term refers to self-discipline and incorporating whatever mental, emotional, physical, and spiritual exercises into one's life. For instance, Covey suggests that regular aerobic exercise and some form of meditation as well as simply reading are all important aspects of the effective, healthy lifestyle that can and will improve one's leadership abilities. Moreover, Covey advises that people cultivate self-discipline through waking up early and ceasing to be a "slave to the mattress." He notes that until people first conquer their basic desires and instincts, they cannot possibly become good leaders or effective people in other areas of life.

In Chapter Two, Covey revisits his prior work, recapping the "seven habits of highly effective people." Chapter Three focuses even more on the importance of "sharpening the saw" and cultivating self-discipline, which are essential threads that run throughout Principle-Centered Leadership. In Chapter Four, Covey continues to discuss the primacy of self-discipline and balance: the need for self-mastery and the importance of building character. In fact, character-building is one of the primary purposes of Principle-Centered Leadership. The book also includes basic wisdom about interpersonal relationships, such as how to treat others according to their potential, not what they currently exhibit. His advice about interpersonal relationships can and is applied equally to relationships in the workplace. The author discusses those professional relationships in more detail in the second part of the book.

The three character traits that Covey states are essential to primary greatness include integrity, maturity, and abundance mentality (61). Covey also advises his readers to consciously break from the past and not react according to habit. According to the author, people too often define themselves according to their habits, which can be easily changed. According to the author's belief in systematic change through hard work, he suggests a slow plan for change in Chapter Six, which is entitled "Six Days of Creation." In this chapter, Covey outlines some basic steps people go through when they undertake a plan for self-improvement. Without giving too much in the way of specifics, the author offers basic principles, or rules that can help his readers undertake a plan for self-improvement. For example, he suggests his readers start small, from areas related to appetites, desires, and self-denial, rather than jump to the "sixth day" of creation to tackle important leadership matters. The first section of Principle-Centered Leadership also includes Covey's basic moral philosophies, which he believes are universal. The author urges his readers to base their actions on moral guidelines and to cultivate integrity. The final two chapters on the first part of the book relate specifically to one's family relationships. Chapter Twelve discusses marriage and family relationships, while Chapter Thirteen is entitled "Making Champions of Your Children."

The second section of Principle-Centered Leadership is specifically related to managers and the business or organizational environment. However, the same basic principles that Covey discusses in the first portion of the book are also discussed here. For example, Covey extends some of his advice on self-discipline as well as his advice to view other people in terms of their potential. To managers, he advises creating teams of people comprised of individuals who are highly valued. Most people, according to the author, desire strongly to be valued and respected. Treating all persons with respect contributes to the overall success and profitability of a company. In Chapter Seventeen of the book Covey advises companies to devise strong mission statements. According to Covey, mission statements are far too often hidden or undervalued by employees. Mission statements are meaningless words unless they are based on principles and what Covey calls "natural law." A company's effectiveness is not necessarily based on the bottom line but on the nature of its employees.

In the second section of the book, Covey discusses the characteristics of "abundance managers" and other effective leaders. Doing so, he offers his readers guidelines for action and behavior. One of the strengths of Covey's Principle-Centered Leadership is the absence of false-sounding examples and case studies. The author does not insult the intelligence of his readers and realizes that the book's impact can only be determined by the readers' willingness to put principles into practice. Covey talks about paradigms and other broad-based principles rather than focusing on specifics. According to the author, only by focusing on and being aware of principles can one transcend the shifting values and social norms that guide our culture. One exception is in Chapter Twenty-four when Covey provides some historical examples of styles of leadership in different industries. In discussing the steel, banking, and automobile industries, though, Covey offers his readers some perspective they can relate to their own particular line of work. Covey acknowledges that each industry and each organization will require specific sets of character traits and behaviors. Thus, leadership is indeed based on principles and not on specific quick-fix ideas.

Covey therefore accomplishes his goal in Principle-Centered Leadership. On the surface, the book is another self-help book for business people to put on their shelves and promptly ignore. However, to do so would prove Covey's thesis that most people merely want quick-fix solutions and many people are unwilling to do the hard work of self-improvement. The most effective leaders are those that are willing to be humble and change. Covey's language is engaging and personal; he uses the first person singular ("I") and plural ("we") and rarely uses second person. Avoiding second person removes any threat of the author's sounding didactic. Covey comes across as a motivator and friend rather than an instructor, which makes Principle-Centered Leadership a more effective and accessible book. It will appeal to a wide audience: from executives to home makers. The ideas and principles that Covey discusses are also not specific to any one culture. In fact, one… READ MORE

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