Presentation1 LEADERSHIP
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  • 1. Discovering Your Authentic LeadershipBill George, Peter Sims, Andrew N. McLean, and DianaMayer
  • 2. Group Members Nayyera Anbreen Faiza Asghar Asmara Rani Maria Abdullah Iffat Saleem
  • 3. Introduction Bill George, the former chairman and CEO ofMedtronic, is a professor of management practice atHarvard Business School in Boston. Peter Sims established “Leadership Perspectives,” aclass on leadership development at the StanfordGraduate School of Business in California. Andrew N. McLean is a research associate at HarvardBusiness School. Diana Mayer is a former Citigroup executive in NewYork.
  • 4. Introduction Bill George (Cambridge, MA) has spent over 30 years inexecutive leadership positions at Litton, Honeywell, andMedtronic. As CEO of Medtronic, he built the companyinto the world’s leading medical technology company as itsmarket capitalization increased from $1.1 billion to $60billion. Since 2004, he has been a professor at the HarvardBusiness School. His 2004 book Authentic Leadership (0-7879-7528-1) was a BusinessWeek bestseller. Peter Sims (San Francisco, CA) established “LeadershipPerspectives,” a course on leadership development at theStanford Graduate School of Business and cofounded theLondon office of Summit Partners, a leading investmentfirm.
  • 5. Introduction This article was adapted from True North: DiscoverYour Authentic Leadership by Bill George with PeterSims. The ongoing problems in business leadership over thepast five years have led the authors to answer questionand the need for a new kind of leader in the 21stcentury: the authentic leader. True North offers an opportunity for anyone totransform their leadership path and become theauthentic leader they were born to be.
  • 6. Main BodyAuthor Bill George and his colleagues, conducted thelargest leadership development study ever undertaken.They interviewed 125 business leaders from differentracial, religious, national, and socioeconomicbackgrounds to understand how leaders become, andremain, authentic. Their interviews showed that you donot have to be born with any particular characteristics ortraits to lead.
  • 7. Summary of the articlePlan centered on five key areas: Knowing your authentic self Defining your values and leadership principles Understanding your motivations Building your support team Staying grounded by integrating all aspects of your life
  • 8. Shared experiences Of: Personal, original, and illuminating stories from WarrenBennis, Sir Adrian Cadbury, George Shultz (former U.S.secretary of state), Charles Schwab, John Whitehead(Cochairman, Goldman Sachs), Anne Mulcahy(CEO, Xerox), Howard Schultz (CEO, Starbucks), DanVasella (CEO, Novartis), John Brennan(Chairman, Vanguard), Carol Tome (CFO, HomeDepot), Donna Dubinsky (CEO/cofounder, Palm), AlanHorn (President, Warner Brothers), Ann Moore(CEO, Time, Inc.) and many others illustrate thetransitions that shape the type of leaders who will thrive inthe 21st century.
  • 9.  Authors share the wisdom of 125 outstanding leadersand describe how you can develop as an authenticleader. True North presents a concrete andcomprehensive program for leadership success andshows how to create your own Personal LeadershipDevelopment . The article shows how anyone who follows theirinternal compass can become an authentic leader.
  • 10. Main body Strengths of the article :
  • 11. Main body Weaknesses of the article:
  • 12. Conclusion you do not have to be born with any particularcharacteristics or traits to lead. You also do not have to be at the top of your organization.Anyone can learn to be an authentic leader. The journey begins with leaders understanding their lifestories. Authentic leaders frame their stories in ways thatallow them to see themselves not as passive observers butas individuals who learn from their experiences. Theseleaders make time to examine their experiences and toreflect on them, and in doing so they grow as individualsand as leaders.
  • 13. Conclusion Authentic leaders also work hard at developing self-awareness through persistent and often courageous self-exploration. Denial can be the greatest hurdle that leadersface in becoming self-aware, but authentic leaders askfor, and listen to, honest feedback. They also use formal and informal support networks tohelp them stay grounded and lead integrated lives. Achieving business results over a sustained period of timeis the ultimate mark of authentic leadership. It may bepossible to drive short-term outcomes without beingauthentic, but authentic leadership is the only way tocreate long-term results.
  • 14. Relationship with the courseIt is closely related with the course outline as objectivesare alligned with course objectives of : To give a concrete and comprehensive program forleadership success and shows how to create your ownPersonal Leadership Development plan. Learn how to transform your leadership path andbecome the authentic leader you were born to be.