Stretching involves the ability to challengeone's habits, to take risks with the goal of innovation and experimentation. To promote change through the collection of stimuli from outside the company and to subsequently propose them within. Stretching also involves the capacity to create challenging situations, to compel, to push towards doing more, to go beyond. To gradually increase performance, to aim for excellence with accumulated success, achieving a continuous improvement. Stretching linkschange to resultsand results to change.

Empowering involves the ability to promote the expression of individual potential(permitting autonomy, assumption of responsibility and influence) in order to obtain more effective organizational behavior. Empowering requires the capacity to facilitate conditions which allow people to express themselves better, recognizing the valueof their work and stimulating personal and professional growth as well as self esteem. Empowering links people to resultsand results to people.

Coaching involves the ability to be a guideand a trainer. To know one's team, and to help the team grow through constantly monitored development which promotes integration and cohesion. To promote continuous development, providing occasions for instruction which evaluate both positive and negative experiences. Coaching is based on the capacity to respect people, to listen attentively, willingly, and considerately. It requires the recognition of individual potential and taking responsibility for the development of these competencies as assets in order to harvest underutilized potential. To communicate personably, to consider the emotions of others, to offer support during times of uncertainty. Coaching links people to valuesand values to people.

Sharing involves the ability to exchange information and know-how. To diffuse knowledge and promote dialogue among people. To delineate the company vision, values, and goals. To reach consensus with respect to goals and outcomes. Sharing also involves the capacity to involve people with respect to objectives, including them in meetings in which ideas and information are exchanged, so as to achieve true collaboration, and permitting easy access to resources and acknowledging that they are to be enjoyed by all. Sharing links values to changeand change to values.

In order for managerial knowledge and competence, and the four basic leadership actions to become expressed in relation to organizational outcomes, they are filtered through personal qualities, which may enhance them further. While the four leadership actions have to do what what managers do to enact leadership, leadership qualities relate to what a manager hasor isas a person. That is, the leadership actions define whatleaders do; leadership qualities define howthey do it.
According to the new Fiat leadership model, there are eight core leadership qualities. Effective leaders carry out the four actions of stretching, empowering, sharing and coaching with determination, vision, openness, consistency, motivationand generosity; emphasizing achievementand presenting a good example.

Determination: To make decisionsrapidly and with timeliness. To take risks and try new solutions. To express security, resoluteness and emotional involvement with the will to "put one's heart in it".

Vision: To set and stay focused on longer term goals. To see beyond the present. To imagine future scenarios and clearly define one's ambitions, adopting long-term plans and a holistic view.

Openness: To communicatein order to share. To be curious and available to new ideas. To have faith in others, building reciprocal esteem and respect.

Consistency: To be faithfulto one's words with one's actions (walk the talk). Adhere to the values, ethical norms and rules of the organization.

Motivation:The investment of energy and action. The desire to do, to "be there", and involve oneself. To share the willto dedicate oneself so that the job gets done (the things happen) with passion.

Leadership and Success Factor Modeling-Page 8