...leaders. Discovering Your Authentic Leadership by Bill George, Peter Sims, Andrew N. McLean, and Diana Mayer Reprint R0702H We all have the capacity to inspire and empower others. But we must first be willing to devote ourselves to our personal growth and development as leaders. Discovering Your Authentic Leadership COPYRIGHT © 2007 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. by Bill George, Peter Sims, Andrew N. McLean, and Diana Mayer During the past 50 years, leadership scholars have conducted more than 1,000 studies in an attempt to determine the definitive styles, characteristics, or personality traits of great leaders. None of these studies has produced a clear profile of the ideal leader. Thank goodness. If scholars had produced a cookie-cutter leadership style, individuals would be forever trying to imitate it. They would make themselves into personae, not people, and others would see through them immediately. No one can be authentic by trying to imitate someone else. You can learn from others’ experiences, but there is no way you can be successful when you are trying to be like them. People trust you when you are genuine and authentic, not a replica of someone else. Amgen CEO and president Kevin Sharer, who gained priceless experience working as Jack Welch’s assistant in the 1980s, saw the downside of GE’s cult of personality in those days. “Everyone wanted to be like Jack,” he explains. “Leadership has many ...
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...person. There is a multitude of different theories and models of leadership, which evolve or become outdated as the world changes and studies multiply. For instance, in the 1930s, the developed trait theory of leadership focused on specific physical and psychological attributes positively correlated to leadership effectiveness. In this view, people are ‘born’ leaders dividing the population into leaders and non-leaders. Early trait theorists assumed that one’s personality defined their potential to be great leaders no matter the context. As a result, the situational approach to leadership emerged and the focus turned to behaviors around the 1960s. As opposed to the traits theory, it gave leadership a dynamic dimension: the environmental factors play a role in dividing people into leaders and followers. Rather than personality traits, the situational approach studied human behavior. Building on these approaches, the contingency theory defined three styles of leadership: the authoritarian, democratic and laissez-faire leadership styles, that each were suited to certain situations. Later on, Fred Fiedler distinguished between two types of leaders: relationship-oriented and task-oriented leaders. By the 21st century, leadership could be viewed from a personality perspective, focus of group processes, as an act, or as a behavior. With the growing complexity of agreeing upon a single generally accepted definition of leadership, scholars came to realize the limits of the existing models...
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...Organizational Behavior December 2014 Q1. Understanding Human Behavior is critical to organizations. Benefits of self-evaluation/self- assessment as it relates to leaders today. Leadership is all about people. Effective leaders have strong ability to create a compelling vision and lead people to the achievements of goals. Irrespective of whether you are an experienced leader or new and feeling uneasy in a leadership role, one of the key knowledge one should possess is knowledge of self. Leaders are influential. This fact makes the understanding of how exactly the leader effects his followers a vital part for the leader’s and organization success. Knowing oneself is the first step to such understanding. Numerous studies on leadership attributes, be it personality traits, skills or knowledge provide us with a rich coverage of what makes a good leader. Leaders must be visionary, charismatic, curious, creative, competent, empathetic, courageous, have good communication skills and exhibit common sense (Lee Iacocca’s 9C’s), relentless in execution, intellectually and emotionally intelligent. There is hardly anyone that can get the highest scores in all the dimensions. That is where the self-awareness takes the prime part. Self-assessment and evaluation are the exercises that can increase leader’s self-awareness in different areas, from values and personal style to impact on others and own strengths and limitations. Let’s consider some of the areas for self-assessment...
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...Leadership studies in general comprises of many other social science disciplines like sociology, psychology, management and education. And no different from those disciplines, theories about a subject can be slightly or drastically different. In a study conducted by Mastrangelo, Eddy, and Lorenzet in 2004, they have introduced a leadership model, where they explicitly emphasize the importance of personal leadership as a catalyst for professional leadership to create willing cooperation. This model relates to many works of other authors, both in leadership and business as a whole. In 2007, Bill George published an article named “Discovering Your Authentic Leadership”. An authentic leader doesn’t imitate what other leaders do, but learn from them, as well as incorporating their personal traits to create their unique styles. But the importance thing is not what style they choose to have, but how much of the leader’s true self is reflected through his/her style. Being authentic will make a leader more humane and approachable in the eyes of his/her follower. This creates a bond of trust, sharing and caring between the leader and the followers. In Mastrangelo et al’s leadership model, personal leadership is comprises of expertise, trust, sharing, caring, and moral. Clearly, it can be seen that being an authentic leader alone satisfy three of the five requirement above. However, being authentic alone is not enough if Mastrangelo’s model is used as the criteria. Professional leadership...
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...Week Seven Assignment Walden University WMBA6000 Dynamic Leadership Yvonne Thompson, Ph.D. Stephen Rickey October 15, 2015 Executive Summary This course has given me a great deal of insight into Leadership styles and characteristics regarding how to become an effective leader. This course addresses the many leadership styles and cognitive reasoning on the How and Why? Using the approaches will benefit and enable you to become a more effective and efficient leader. I believe being a great leader coincides with being a good listener as well as making tough decisions. This course examines and identifies the great managers and the not so good managers that you have personally dealt with. By identifying the characteristics of both of those managers it gives you a key to understanding why they were a great leader, or why they were a poor leader. I thought it is interesting to observe that all the leadership styles can be interchanged, and it is really a keen understanding, or insight into your own management style, your strengths and weaknesses. But, the more important aspect is an understanding of your employees, identify their strengths and weaknesses which will truly determine how effective your leadership style will be. I believe that in order to become a truly Dynamic Leader entails all of the above, and is an ever continuous evolving process. It is a process of understanding oneself, gaining insight into your values and beliefs. Aligning yourself with others who share...
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...entrepreneurial leadership. It also discusses the common elements and philosophies that aid in understanding the complexities and how it can be applied into today’s dynamic markets. How one’s leadership style or aspiration can be compared to the traditional and common leadership styles. As a new entrepreneur, the many resources that are available such as Small Business Administration (SBA) and SCORE can assist in the start up of their business/product/service. Finally, the personal principles in leadership is important because it engrains and reminds the leader in being focused on their vision and goals and their success is in combination by the support of their followers. The interest in entrepreneurial leadership has been an area that has been researched and theorized. Many theorists would vary in their philosophy of what constitutes or creates an entrepreneur leader. Many research findings proposed that entrepreneurs are innovative, motivated to achieve, and risk takers/ strategists. (1).What are the common elements theories/principles that relate to the new definition of entrepreneurial leadership in today’s dynamic market? Based on these theories what kind of leadership style I may apply or hope to become, the tools/resources as an entrepreneur, and the personal principles that I would choose to apply in leadership. To begin, we need to define the common elements in the theories/philosophies in entrepreneurial leadership. For example,...
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...Nancy Barry Case Analysis Jason Mandel Ramapo College of New Jersey 21st Century Leadership October 15, 2015 Briefly introduce the case (discuss Barry’s important life decision) The Nancy Barry chapter in “The Leadership Moment” is the story of a Harvard-educated woman who quickly gained success as a high-powered lending executive at the World Bank, and then went on to transform the business world as President of Women’s World Banking (WWB) (Useem, 1998). As readers, we are exposed to Nancy’s important life decision early on in the chapter when the WWB approaches her to lead their organization (Useem, 1998). At that time, Nancy was a highly compensated executive as Chief of the World Bank’s Industrial Development Division, with a large administrative support staff, and had been working there from 1975-1990. Clearly, giving up a powerful position with the globe’s most prominent bank after 15 years of service could not have been an easy decision. However, Nancy fully supported the WWB and the Grameen Bank of Bangeldesh for quite some time, so even with her contemporaries calling her “crazy” for leaving the World Bank, Nancy proved she was authentic by taking the position as President of WWB and following her heart instead of her wallet. Discuss Nancy Barry’s leadership style using LMX theory The LMX theory, or leader-member exchange theory, spotlights positive, dyadic relationships between supervisors and subordinates, often producing an increase in organizational efficacy...
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...Leadership Theory Taxonomy Walden University March 20, 2016 Abstract This report focuses on four distinct leadership theories and how they affect leaders and those they lead. The leadership theories are; servant, transformational, authentic and XY. Leadership Theory Taxonomy Leadership theory taxonomy is the process of analysing different leadership theories with the aim of having a deep rooted understanding of the principles in the different theories and how these principles can be applied to practical leadership situation in the present day. This report will focus exclusively on four distinct leadership theories which are the X and Y theory, servant, transformational and authentic. Leadership in a simple way is seen as the act or process of leading a person or a group of people to achieve a certain goal Avolio, Walumbwa and Weber (2009), this definitely seems simple but most scholar believe the leadership is more than just leading people. The truth is that there are lots of ways that leadership has been defined over the years. The mere fact that you are a leader does not mean that people are being lead in the right way. Chen and Silverthorne (2005) explains that effective leadership combines some factors, there must be goal, while trying to achieve the goal, both the leaders and followers must grow in character and wisdom...
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...C200 Managing Organizations and Leading People Hermisecier Broussard C200 October 20, 2015 C200 Managing Organizations and Leading People In today’s society, if a company or organization wants to get ahead and progress ahead of the game, quality leadership practices must be set into place in that organization in order to have a blueprint of knowledge of where they are heading and trying to go business-wise. Although, there can be major role differences in the way that organizations implement their leadership practices, all of the approaches tend to be unified with the desired outcome of improving the organizations efficiency practices and growth in helping the organization to move forward in the direction that they want it to go. A1. Description of the Organization The ACS or Army Community Service center is a one stop family center that focuses on serving military communities all over the world. It was implemented and put into place to offer an array of services that include but is not limited to information and referral systems, relocation assistance programs, orientations and briefings, financial readiness, family advocacy, employment readiness programs, army family team building classes, army family action plans, army volunteer corps, swap and assist shops, food pantries and Christmas shops. These programs in some way shape or form are very important to the military, their families and communities in which they were designed to serve as a helping agent to assist...
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...The Transformational Leadership Report "The goal of transformational leadership is to “transform” people and organizations in a literal sense – to change them in mind and heart; enlarge vision, insight, and understanding; clarify purposes; make behavior congruent with beliefs, principles, or values; and bring about changes that are permanent, self-perpetuating, and momentum building." - Steven Covey, Author of 7 Habits of Highly Successful People - www.transformationalleadership.net Developing Tomorrow’s Transformational Leaders Today The Transformational Leadership Report INDEX What is Transformational Leadership? 3 Components of Transformational Leadership 5 Transformational Leadership vs. Transactional Leadership 6 A Brief History of Leadership 8 How does a Transformational Leader work? 10 What are the characteristics of a leader of change? 10 Where Transformational Leadership and Authenticity meet 11 Transformational Leadership Behaviors 13 Recommended Reading 17 TL Publications list 19 © 2007 www.transformationalleadership.net 2 of 19 The Transformational Leadership Report What is Transformational Leadership? Leadership has been around for thousands of years, and yet we still are unable to contain it in a single definition we all agree on. Perhaps this is because leadership is continuously evolving, and more than what it seems to be, depending on how you look at it. It is a complex concept...
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...The Transformational Leadership Report "The goal of transformational leadership is to “transform” people and organizations in a literal sense – to change them in mind and heart; enlarge vision, insight, and understanding; clarify purposes; make behavior congruent with beliefs, principles, or values; and bring about changes that are permanent, self-perpetuating, and momentum building." - Steven Covey, Author of 7 Habits of Highly Successful People - www.transformationalleadership.net Developing Tomorrow’s Transformational Leaders Today The Transformational Leadership Report INDEX What is Transformational Leadership? 3 Components of Transformational Leadership 5 Transformational Leadership vs. Transactional Leadership 6 A Brief History of Leadership 8 How does a Transformational Leader work? 10 What are the characteristics of a leader of change? 10 Where Transformational Leadership and Authenticity meet 11 Transformational Leadership Behaviors 13 Recommended Reading 17 TL Publications list 19 © 2007 www.transformationalleadership.net 2 of 19 The Transformational Leadership Report What is Transformational Leadership? Leadership has been around for thousands of years, and yet we still are unable to contain it in a single definition we all agree on. Perhaps this is because leadership is continuously evolving, and more than what it seems to be, depending on how you look at it. It is a...
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...MID TERM ASSIGNMENT: OB SUBJECT CODE: MNGT7901 COURSE: MASTER BUSINESS ADMINISTRATION - LS TABLE OF CONTENTS 1. Self-Evaluation Benefits 2. Reduction of Prejudice 3. References I. Self-Evaluation benefits as it relates to leaders today. Self-leadership in this context should be defined as “a strategic and intuitive approach in influencing yourself in reaching your goal/vision via internal and external resources like Behaviour and mental Techniques. A better understand of oneself, is key for clear leadership style which will bring forth great improvement in relationship established and that in continuous basis Please imagine yourself as amateur Soccer player working hard to be an International successful Professional soccer player. This implies Backbone story knowledge In order to emulate a desired character to life, Questions need to be answered genuinely to uncover motivations and values beneath the surface of the Practice such as: Where do I come from, Who am I , what do I want and why, what happens if I don’t get it, how will I get it, what must I overcome,? As leaders, how often do we stop to ask these questions of ourselves? And what happens if we do? The result is gaining a better understanding and awareness of what drives us, like our values, what we tend to believe easily...
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...Firstly, explain how Brenneman’s leadership actions addressed each quadrant of the Competing Values Framework, and each primary practice of the 4+2 formula. Secondly, explain Brenneman’s theory of Continental’s business. Brenneman, G. 1998, ‘Right Away and All at Once: How We Saved Continental’, Harvard Business Review, Vol. 76, Issue 5, pp162-173. Drucker, P. 1994 ‘The Theory of the Business’ Harvard Business Review, September-October, pp32-41 Nohria, N. Joyce W. and Robertson, B. 2003, ‘What Really Works?’ Harvard Business Review, July, pp43-52 Quinn, R. Faerman, S. Thompson, M. McGrath, M. St Clair, L. 2015, Becoming a Master Manager, Sixth Edition, John Wiley & Sons, Hoboken NJ 1-21 Firstly, explain the ways in which Brenneman’s leadership demonstrated the 5 key leadership practices identified by Kouzes and Posner. Secondly explain the obstacles to mastering cognitive and behavioural complexity (as discussed in Quinn et al) which might have prevented previous CEOs from doing what Brenneman did. Brenneman, G. 1998, ‘Right Away and All at Once: How We Saved Continental’, Harvard Business Review, Vol. 76, Issue 5, pp162-173. Kouzes, B. and Posner, J. 2012, The Leadership Challenge, 6th edition, Jossey-Bass, Chapter One: the Five Practices of Exemplary Leadership. Quinn, R. Faerman, S. Thompson, M. McGrath, M. St Clair, L. 2015, Becoming a Master Manager, Sixth Edition, John Wiley & Sons, Hoboken NJ 1-21 Quinn, R. Faerman, S. Thompson, M. McGrath, M. St...
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...SUNDAY, APRIL 3 BY MIDNIGHT Introduction In this module we will be researching leadership theories in general, as well as reflecting on our own leadership styles and traits. Later, in the second half of the course we will research and understand leadership as it relates to organizational leadership. In the first half of the course, the focus is on the individual leader. There are various theories about the importance of the inner life to your work. My take on it is that you teach (or whatever you do) out of who you are as a human being. Parker Palmer (1998) stated in The Courage to Teach, Teaching, like any truly human activity, emerges from one's inwardness, for better or worse. As I teach, I project the condition of my soul onto my students, my subject, and our way of being together. The entanglements I experience in the classroom are often no more or less than the convolutions of my inner life. Viewed from this angle, teaching holds a mirror to the soul. If I am willing to look in that mirror and not run from what I see, I have a chance to gain self-knowledge--and knowing myself is as crucial to good teaching as knowing my students and my subject [emphasis mine] (Palmer, p. 2). In this course, make a commitment to reflect on who you are—your strengths, your corresponding weaknesses, your passions--with the goal of knowing yourself, knowing your students/clients/colleagues, and knowing your job roles. DISCUSSION BOARD #1: SELF INTRODUCTION (50 POINTS) Instructions:...
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...gaillard@hec.edu +33 6 08 32 79 48 LEADERSHIP DEVELOPMENT PLAN This paper seeks to elaborate my personal leadership development plan in the objective I have to continuously learn, grow and meet new challenges. Therefore, my approach is to first start from the skills audit outcome provided by the powerful multi source assessments and tools the EMBA program offered me the chance to fill up, giving me feedback on where I am today. Then, it consists of defining the gap with where I want to be tomorrow, and identifying which new skills are the best insurance I can get for an uncertain future, thus pushing my boundaries. Finally, it will deal with what “on-the-job” action plan I need to implement to face my leadership challenges and how I will make it happen. I – Where am I today? What are my current leadership skills and style? My personal life story provides the context for my professional and life experiences which have obviously shape my personality characteristics and style, even if they are not all definitive. Some of them are conscious, others are sub-conscious. The journey to leadership development begins with understanding myself well enough to be self-aware of the main gifts, strengths and specificities I can capitalize on and on which weaknesses I have to improve. For this purpose, and in the context of the Executive MBA program I have decided to undertake, I have filled in several key assessments such as Leadership Versatile Index (LVI), Emotional Quotient...
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