This document profiles Kathryn W. Davanzo, a national speaker, trainer, and HR consultant. It provides her contact information and background, including her education and professional experience in student affairs administration, HR roles, and as a speaker and consultant. The document also summarizes Davanzo's work helping participants clarify their personal leadership point of view, communicate to influence others, and develop workforce readiness strategies. It concludes with details on her company and additional areas of focus like generational influences in leadership.
This cycle represents the ongoing process of leadership. A leader continually refines their vision, sets goals aligned with that vision, plans concrete steps to achieve those goals, takes action by working diligently, and seeks counsel from others to improve. Repeating this cycle allows the leader to continuously learn and grow in their abilities.
Lead 9102 Authentic Leadership Jones, Kuehn, Marquise, WesleyShaniqua Jones, MA
Authentic leaders show to others that they genuinely desire to understand their own leadership to serve others more effectively (George, 2010).
From a theoretical and practical research view as well as one who exemplifies Authentic Leadership, Dr. Martin L. King Jr.;the constructs and development of Authentic Leadership; and a training component...you will be able to understand your authenticity!
The document discusses various aspects of personality development including leadership, communication, and assertiveness. It defines personality as the totality of an individual's attitudes, interests, and behaviors. It also discusses overcoming negative emotions like superiority/inferiority complexes, fear, and stress through techniques like acknowledging achievements, knowing limitations, and learning to say no. The document emphasizes developing a positive attitude, increasing self-confidence, and learning assertiveness skills like expressing needs and beliefs directly while respecting others.
A great leader uses their team's own desires to motivate. To do this requires emotional intelligence, which is more than knowing what makes people tick, it is also knowing what makes you tick and how to create a win-win situation for all.
The document discusses leadership and effective communication. It provides tips for being proactive rather than reactive, encourages followership, and outlines best practices for listening, communicating, managing meetings and self-esteem. Key points include choosing your responses, recognizing that your language reflects your view of yourself, understanding barriers to communication, and following guidelines to improve group communication.
This document profiles Kathryn W. Davanzo, a national speaker, trainer, and HR consultant. It provides her contact information and background, including her education and professional experience in student affairs administration, HR roles, and as a speaker and consultant. The document also summarizes Davanzo's work helping participants clarify their personal leadership point of view, communicate to influence others, and develop workforce readiness strategies. It concludes with details on her company and additional areas of focus like generational influences in leadership.
This cycle represents the ongoing process of leadership. A leader continually refines their vision, sets goals aligned with that vision, plans concrete steps to achieve those goals, takes action by working diligently, and seeks counsel from others to improve. Repeating this cycle allows the leader to continuously learn and grow in their abilities.
Lead 9102 Authentic Leadership Jones, Kuehn, Marquise, WesleyShaniqua Jones, MA
Authentic leaders show to others that they genuinely desire to understand their own leadership to serve others more effectively (George, 2010).
From a theoretical and practical research view as well as one who exemplifies Authentic Leadership, Dr. Martin L. King Jr.;the constructs and development of Authentic Leadership; and a training component...you will be able to understand your authenticity!
The document discusses various aspects of personality development including leadership, communication, and assertiveness. It defines personality as the totality of an individual's attitudes, interests, and behaviors. It also discusses overcoming negative emotions like superiority/inferiority complexes, fear, and stress through techniques like acknowledging achievements, knowing limitations, and learning to say no. The document emphasizes developing a positive attitude, increasing self-confidence, and learning assertiveness skills like expressing needs and beliefs directly while respecting others.
A great leader uses their team's own desires to motivate. To do this requires emotional intelligence, which is more than knowing what makes people tick, it is also knowing what makes you tick and how to create a win-win situation for all.
The document discusses leadership and effective communication. It provides tips for being proactive rather than reactive, encourages followership, and outlines best practices for listening, communicating, managing meetings and self-esteem. Key points include choosing your responses, recognizing that your language reflects your view of yourself, understanding barriers to communication, and following guidelines to improve group communication.
A recent poll found that only 10% of employees look forward to going to work each day and most cite a lack of leadership as the reason, but the document asserts that all business leaders have the power to inspire and motivate their people. It encourages leaders to positively influence those in their professional lives by developing their leadership skills.
This document provides an overview of a presentation on ethical leadership for technical professionals. The presentation covers engaging employees, virtues of ethical leadership including clarity, creativity, competence, courage and service. It discusses specific skills like giving feedback using a fair process model. Stories are used to illustrate concepts like courage, listening, apologizing and using fair processes. Attendees are encouraged to share stories of virtues and pick one to improve going forward.
This slide deck covers a typical one day authentic leadership development day that we deliver at the Antwerp Management School. Topics like trust, politics, power, authenticity, shared leadership, transformational leadership , implicit leadership theories, cross cultural differences in leadership, etc are covered
This document outlines the objectives and structure of a leadership development program. The program aims to help participants understand leadership essentials, develop leadership tools and strategies, assess their leadership skills, build a support network, and create an action plan to enhance leadership in Vietnam. It consists of 6 days covering topics like vision, self-awareness, coaching, decision-making, influence and stakeholder management. Participants will apply their learning to a project and present their plan to strengthen Vietnam's leadership. The program uses techniques like assessments, group activities and peer coaching to equip participants with leadership skills and strategies.
The document discusses the importance and benefits of mindful leadership. It describes how mindful leaders are fully present and able to focus their attention on important details while also maintaining a big picture perspective. They connect with others and guide change skillfully through collaboration and open-mindedness. Mindful leadership allows one to lead with excellence by cultivating focus, clarity, creativity, and compassion.
422 managing people authentic leadershipsheilman70
Authentic leadership draws on positive psychological capacities and ethical values to promote self-awareness, transparency, and balanced decision-making. It requires leaders to understand themselves, accept feedback, and base actions on core beliefs. While authentic leadership seems ideal, it may not suit all contexts like the military. True authentic leaders stand alone at first but nurture followers as equals to build a sustainable movement focused on higher purpose over any single leader.
These are the times that we can also dig deep into our courage, reach out and
connect with others, find a common purpose and focus on what we CAN do.
Together we can harness our imagination, optimism and possibility thinking to
tackle problems with a growth mindset and in a way that everyone pulls together
and grows.
The document summarizes key lessons from teaching a course on business leadership. It discusses the importance of both leadership and followership. The students identified desirable traits for successful leaders and followers. For leaders, traits included being honest, a good communicator, and having vision. For followers, supporting the leader's decisions and making suggestions were among the most important traits. The document emphasizes that to be a good leader, one must recognize their strengths and improve on them, while also considering what their followers need from a leader.
This document provides an overview of a book on emerging trends in professional selling. The book contains 12 chapters from leading sales experts on topics like building high-performance sales teams, strategic networks, changing perceptions to improve sales, reframing the sales process, sales leadership vs. management, overcoming fear to improve results, and attracting and retaining top salespeople. It also includes a 6 DVD companion set with over 12 hours of video content featuring the authors discussing the chapter topics in more depth. The goal is to inform readers about the latest research, innovation and best practices in professional selling and sales management.
This document contains summaries of several articles on leadership. The first article discusses that no leader is perfect and the best leaders focus on their strengths and find others to make up for their limitations. It also outlines four steps in a leadership framework: sense making, relating, creating a vision, and inventing. The second article discusses how leaders can use difficult experiences or "crucibles" to reflect on their values and grow as leaders. The third discusses a study that found the most effective leaders have personal humility and professional will. It also notes that leadership can develop under the right circumstances.
This document discusses the relationship between spirituality and project management. It defines spirituality as having meaning, values, transcendence, connection, and personal development. Spirituality is described as being in tune with life and helping to align one's work with dimensions that are harmonious. The document then discusses how spirituality relates to the aims of projects in terms of righteousness, wealth, desire, and liberation. It argues that actions on projects should help move toward ultimate goals and building strong connections through trust, nurturing, and shared vision.
Authentic leadership is defined in many ways. The document discusses strategies for developing authentic leadership including reflecting on how you lead at home and work, which may differ, and opportunities to merge the two styles. It also reviews a suggested model of authentic leadership and the effects of authentic leadership, providing instructions for group activities to discuss definitions, models, and strategies for increasing authenticity based on a literature review.
Bagi Pengunjung Slideshare yang Membutuhkan PELATIHAN PENGEMBANGAN MANAJEMEN, PERUBAHAN MANAJEMEN atau MANAJEMEN SECARA UMUM ataupun MANAJEMEN SDM, DLL maka Anda dapat menghubungi Kami di : 0878-7063-5053 (Fast Response) dengan HARD-Hi SMART CONSULTING
Discovering Your Authentic Leadership by Dr. Yasmin DaviddsYasmin Davidds
1) Discovering your authentic leadership requires understanding your life story and using difficult experiences to find meaning and purpose.
2) Interviewing over 125 leaders, researchers found that authentic leaders developed from their life stories, not universal traits. They used challenges to inspire others.
3) Knowing your authentic self involves examining your experiences through feedback to understand blind spots and how others see you, in order to lead effectively.
What Is Missing Most In Leaders Today - Linked 2 LeadershipLinked 2 Leadership
The document summarizes responses from multiple individuals to the question "What is missing most in leaders today?". Some of the most common responses included a lack of humility, courage, vision, ethics, integrity and the ability to listen. Many respondents felt modern leaders were too focused on their own outcomes rather than having a shared purpose with their teams.
This document discusses military leadership and followership. It defines leadership as directing others' behavior to accomplish common objectives. Leadership requires understanding followers' motivations and communicating effectively. The three main leadership styles are authoritarian, participative, and delegative. Followership involves adhering to a leader and enabling good leadership. There are different types of followers from isolators to activists. Rules of followership include supporting leaders' decisions even if unpopular and fighting with leaders privately if necessary.
This document provides tips and resources for students doing research projects at the IICS libraries. It outlines the steps students should take, including starting with an overview using Encyclopedia Britannica online, identifying key ideas, words, and questions. It then describes how to find information using the library catalog and selecting appropriate websites and books. The document stresses searching using identified key words and understanding and writing answers without direct copying. It concludes with reminding students to properly cite their sources.
Michael Bublé is a Canadian singer born in Burnaby, British Columbia. His big break came at a party where he impressed the Prime Minister of Canada. His 2003 self-titled debut album was a worldwide success. He is now a multi-award winning international star, known for his sold-out concerts and engaging social media presence where he consistently interacts with fans.
Ya no más esclavos, sino hermanos. Este breve documento promueve la hermandad entre todas las personas y pide que se ponga fin a la esclavitud, viendo a cada ser humano como un hermano igual ante los demás.
A recent poll found that only 10% of employees look forward to going to work each day and most cite a lack of leadership as the reason, but the document asserts that all business leaders have the power to inspire and motivate their people. It encourages leaders to positively influence those in their professional lives by developing their leadership skills.
This document provides an overview of a presentation on ethical leadership for technical professionals. The presentation covers engaging employees, virtues of ethical leadership including clarity, creativity, competence, courage and service. It discusses specific skills like giving feedback using a fair process model. Stories are used to illustrate concepts like courage, listening, apologizing and using fair processes. Attendees are encouraged to share stories of virtues and pick one to improve going forward.
This slide deck covers a typical one day authentic leadership development day that we deliver at the Antwerp Management School. Topics like trust, politics, power, authenticity, shared leadership, transformational leadership , implicit leadership theories, cross cultural differences in leadership, etc are covered
This document outlines the objectives and structure of a leadership development program. The program aims to help participants understand leadership essentials, develop leadership tools and strategies, assess their leadership skills, build a support network, and create an action plan to enhance leadership in Vietnam. It consists of 6 days covering topics like vision, self-awareness, coaching, decision-making, influence and stakeholder management. Participants will apply their learning to a project and present their plan to strengthen Vietnam's leadership. The program uses techniques like assessments, group activities and peer coaching to equip participants with leadership skills and strategies.
The document discusses the importance and benefits of mindful leadership. It describes how mindful leaders are fully present and able to focus their attention on important details while also maintaining a big picture perspective. They connect with others and guide change skillfully through collaboration and open-mindedness. Mindful leadership allows one to lead with excellence by cultivating focus, clarity, creativity, and compassion.
422 managing people authentic leadershipsheilman70
Authentic leadership draws on positive psychological capacities and ethical values to promote self-awareness, transparency, and balanced decision-making. It requires leaders to understand themselves, accept feedback, and base actions on core beliefs. While authentic leadership seems ideal, it may not suit all contexts like the military. True authentic leaders stand alone at first but nurture followers as equals to build a sustainable movement focused on higher purpose over any single leader.
These are the times that we can also dig deep into our courage, reach out and
connect with others, find a common purpose and focus on what we CAN do.
Together we can harness our imagination, optimism and possibility thinking to
tackle problems with a growth mindset and in a way that everyone pulls together
and grows.
The document summarizes key lessons from teaching a course on business leadership. It discusses the importance of both leadership and followership. The students identified desirable traits for successful leaders and followers. For leaders, traits included being honest, a good communicator, and having vision. For followers, supporting the leader's decisions and making suggestions were among the most important traits. The document emphasizes that to be a good leader, one must recognize their strengths and improve on them, while also considering what their followers need from a leader.
This document provides an overview of a book on emerging trends in professional selling. The book contains 12 chapters from leading sales experts on topics like building high-performance sales teams, strategic networks, changing perceptions to improve sales, reframing the sales process, sales leadership vs. management, overcoming fear to improve results, and attracting and retaining top salespeople. It also includes a 6 DVD companion set with over 12 hours of video content featuring the authors discussing the chapter topics in more depth. The goal is to inform readers about the latest research, innovation and best practices in professional selling and sales management.
This document contains summaries of several articles on leadership. The first article discusses that no leader is perfect and the best leaders focus on their strengths and find others to make up for their limitations. It also outlines four steps in a leadership framework: sense making, relating, creating a vision, and inventing. The second article discusses how leaders can use difficult experiences or "crucibles" to reflect on their values and grow as leaders. The third discusses a study that found the most effective leaders have personal humility and professional will. It also notes that leadership can develop under the right circumstances.
This document discusses the relationship between spirituality and project management. It defines spirituality as having meaning, values, transcendence, connection, and personal development. Spirituality is described as being in tune with life and helping to align one's work with dimensions that are harmonious. The document then discusses how spirituality relates to the aims of projects in terms of righteousness, wealth, desire, and liberation. It argues that actions on projects should help move toward ultimate goals and building strong connections through trust, nurturing, and shared vision.
Authentic leadership is defined in many ways. The document discusses strategies for developing authentic leadership including reflecting on how you lead at home and work, which may differ, and opportunities to merge the two styles. It also reviews a suggested model of authentic leadership and the effects of authentic leadership, providing instructions for group activities to discuss definitions, models, and strategies for increasing authenticity based on a literature review.
Bagi Pengunjung Slideshare yang Membutuhkan PELATIHAN PENGEMBANGAN MANAJEMEN, PERUBAHAN MANAJEMEN atau MANAJEMEN SECARA UMUM ataupun MANAJEMEN SDM, DLL maka Anda dapat menghubungi Kami di : 0878-7063-5053 (Fast Response) dengan HARD-Hi SMART CONSULTING
Discovering Your Authentic Leadership by Dr. Yasmin DaviddsYasmin Davidds
1) Discovering your authentic leadership requires understanding your life story and using difficult experiences to find meaning and purpose.
2) Interviewing over 125 leaders, researchers found that authentic leaders developed from their life stories, not universal traits. They used challenges to inspire others.
3) Knowing your authentic self involves examining your experiences through feedback to understand blind spots and how others see you, in order to lead effectively.
What Is Missing Most In Leaders Today - Linked 2 LeadershipLinked 2 Leadership
The document summarizes responses from multiple individuals to the question "What is missing most in leaders today?". Some of the most common responses included a lack of humility, courage, vision, ethics, integrity and the ability to listen. Many respondents felt modern leaders were too focused on their own outcomes rather than having a shared purpose with their teams.
This document discusses military leadership and followership. It defines leadership as directing others' behavior to accomplish common objectives. Leadership requires understanding followers' motivations and communicating effectively. The three main leadership styles are authoritarian, participative, and delegative. Followership involves adhering to a leader and enabling good leadership. There are different types of followers from isolators to activists. Rules of followership include supporting leaders' decisions even if unpopular and fighting with leaders privately if necessary.
This document provides tips and resources for students doing research projects at the IICS libraries. It outlines the steps students should take, including starting with an overview using Encyclopedia Britannica online, identifying key ideas, words, and questions. It then describes how to find information using the library catalog and selecting appropriate websites and books. The document stresses searching using identified key words and understanding and writing answers without direct copying. It concludes with reminding students to properly cite their sources.
Michael Bublé is a Canadian singer born in Burnaby, British Columbia. His big break came at a party where he impressed the Prime Minister of Canada. His 2003 self-titled debut album was a worldwide success. He is now a multi-award winning international star, known for his sold-out concerts and engaging social media presence where he consistently interacts with fans.
Ya no más esclavos, sino hermanos. Este breve documento promueve la hermandad entre todas las personas y pide que se ponga fin a la esclavitud, viendo a cada ser humano como un hermano igual ante los demás.
Este documento discute os planos da MMX para expandir suas operações de mineração e exportação de minério de ferro no Brasil. A MMX planeja expandir sua produção em Serra Azul e Corumbá para mais de 50 milhões de toneladas por ano, alavancando sua infraestrutura integrada de mina, ferrovia e porto próprio. A MMX também celebrou contratos de longo prazo para vender grande parte de sua produção futura.
David Hausbeck has over 20 years of experience in sales, marketing, and business development. He has worked for several large industrial companies, managing territories and major accounts. He has a proven track record of exceeding sales goals and growing revenue. Hausbeck holds an MBA and bachelor's degree and has extensive expertise in industrial automation, controls, and related technologies.
O documento descreve o plano da MMX de expandir suas operações de mineração de minério de ferro no Brasil e no Chile para fornecer alternativas no transporte transoceânico de minério de ferro. A MMX possui ativos de alta qualidade nessas regiões e planeja expandir para mais de 40 milhões de toneladas por ano através de um sistema totalmente integrado de mina, ferrovia e porto próprio. O projeto de expansão da Unidade Serra Azul no Brasil visa atingir uma produção de 29 milhões de
The document describes a new business model and appliance called the iiiChef. The iiiChef is a portable counter-top cooking appliance with 8 functions that allows chefs to demo their skills for 400-500 patrons prior to opening a full restaurant. The document outlines plans to set up 6000 chefs with iiiChef kiosks in 400 major metro cities worldwide. Chefs would lease the iiiChef appliance and turnkey kiosk package for $350 per month to run their own small food business.
The document lists the names of several places and events in the Galician region of Spain, including Ribadeo, Antroido, Festa do Percebe de Rinlo, Xira Sta. Cruz, Os Cocos, and Festas da Patrona.
Corporate presentation follow up – november 2008mmxriweb
The document is a corporate presentation from MMX Mineração e Metálicos S.A. dated November 2008. It summarizes MMX's business plans for iron ore production and sales from its mining assets in Brazil. MMX plans to ramp up iron ore production capacity to 40 million metric tons per year by 2013 through expanding its mining and processing facilities. It also discusses plans to increase pig iron production and achieve self-sufficiency in charcoal supply by 2017 through an ongoing forestry program. The presentation provides production, capex, and sales forecasts through 2013 and discusses MMX's logistics infrastructure.
Occupational stress is the second biggest occupational health problem, affecting over 41 million employees in Europe and costing over 20 billion euros per year. Stress is the body's response to any demand placed on it, and can be caused by high job demands, lack of control, monotonous tasks, and other factors. Consequences of stress include increased risk of health issues like heart disease, accidents, and mental health problems. It also leads to organizational costs through increased absenteeism, turnover, and reduced productivity and morale. Effective management of stress involves identifying and reducing stressors through measures like job design, communication, and work-life balance programs, as well as helping individuals learn coping strategies.
What's Going On? Part 6 Displacing Rights & ResponsibilitiesSue-maree McEnearney
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise boosts blood flow, releases endorphins, and promotes changes in the brain which help regulate emotions and stress levels.
This document provides guidance on using Facebook for small business purposes. It outlines a six-step strategy sequence: 1) Determine your primary purpose for using Facebook such as brand awareness or customer service. 2) Design your Facebook page and review competitors' pages. 3) Create an editorial guide for content. 4) Promote your Facebook page both inside and outside of Facebook. 5) Monitor and engage with your followers by responding promptly and posting daily. 6) Convert followers to leads and customers with strategies like special events or coupons once you reach 500-1000 followers. The document advises checking competitors' posting schedules and content that generates interactions as a guide.
Conference: How Does Structure Affect Industrial Districts Innovation? Gabaldón-Estevan, D., Fernández de Lucio, I., Tortajada-Esparza, E.; Danish Research Unit for Industrial Dynamics Summer Conference. Copenhagen, (Denmark) 18-20 June 2007.
La formación como elemento clave en sistema distritual cerámico de CastellónDaniel Gabadón-Estevan
Conference: La formación como elemento clave en sistema distritual cerámico de Castellón. Gabaldón-Estevan, D., Molina-Morales, F.X. and Fernández-de-Lucio I. 50º Congreso de la Sociedad Española de Cerámica y Vidrio. Madrid, (Spain) 27-29 October 2010.
This document lists various online tools and resources for students including an aula virtual, Google Drive, personal web pages, an aggregator, a university website, readings, collaborative workspaces, marks, official documents, surveys, queries, publications, projects, CVs, websites, blogs, and videos.
Este documento describe el proceso de extracción de ontología a partir de documentos escritos en lenguaje natural. Explica que primero se identifican y agrupan los términos clave, luego se construye una taxonomía de estos términos y por último se buscan asociaciones entre ellos. También establece reglas para la escritura de documentos que faciliten este proceso, como usar consistentemente los mismos nombres para los mismos conceptos. Finalmente, realiza un caso de estudio aplicando estos métodos a un documento largo para verificar su
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The document discusses the characteristics of a good leader through analyzing different leadership styles and factors that contribute to successful leadership. It explains that leadership involves influencing others towards goals and adapting styles to different situations like team sports versus individual sports. Leaders can emerge through skills and expertise or be formally appointed. A key theory discussed is Fiedler's Contingency Theory about the effectiveness of leadership styles depending on the situation.
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An employee can prepare for a leadership role by developing key skills like communication, emotional intelligence, motivation, teamwork, decision making, and problem solving. It is also important to deliver results through others, trust your team members, be authentic, seek to understand others, take action and responsibility, lead visibly, and treat all people with fairness and respect. Developing these abilities along with clarity of vision, strong performance, and good relationships can help an employee effectively transition into a leadership position.
The document discusses essential leadership qualities, with a focus on vision. It argues that vision is an essential quality for leadership, as leaders must be able to plan strategies and directions for their group. It provides an example of the author's father's leadership as an architect, noting how he was able to visualize projects and guide workers to achieve his vision. The document concludes that vision is an important characteristic for leadership, as leaders need to be able to plan ahead and visualize the direction an organization will take.
The document discusses the seven pillars of servant leadership. It begins by describing the first pillar - putting people first. A servant leader displays care and concern for others, and their primary choice is to serve. The second pillar is being a skilled communicator who demonstrates empathy, invites feedback, and communicates persuasively. The third pillar is having foresight - being visionary, creative, and exercising sound judgment. It describes foresight as an ethical responsibility for leaders to envision the right destination for the organization. The document emphasizes that servant leadership focuses on serving others and prioritizing their well-being over self-interest.
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Leadership is a complex concept that involves influencing others to achieve goals. Effective leadership requires skills like communication, vision, integrity, and motivation. Leaders must inspire trust and lead by example. Management provides structure and resources but does not necessarily require followership. While related, leadership and management are distinct, with leadership focusing more on human relationships and adaptation. True leadership cannot be reduced to formulas and requires an artful application of behaviors tailored to each situation.
Kobe Bryant was not always a natural leader. When he first started playing basketball for the Los Angeles Lakers, he was shy, immature, and uncomfortable in leadership roles. However, through experiences over his career including trials, errors, consequences, and holding himself and others accountable, he developed into a very successful leader and captain. While some natural abilities are required for leadership, Bryant's story demonstrates that great leaders can be made through skills development, experience, and personal growth over time.
The document discusses the author's journey to becoming a leader. As a child, the author helped other students with schoolwork and was seen as a mentor figure by teachers. This quarter, the author has learned that they too can be a leader, which only requires practicing leadership skills. The author identifies traits they want to develop as a leader, including being more extroverted and less agreeable. They recognize the need to make tough decisions and say no at times. The goal is to lead an ethically responsible team by demonstrating integrity, dependability and a positive attitude.
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This document discusses leadership traits and whether leaders are born with them or can develop them over time. It argues that traits like honesty, competence, initiative, inspiration, hard work, intelligence, and the ability to lead masses are important for leadership. Effective leaders possess the proper personality and can handle different situations, showing leadership traits. While some traits may be innate, leaders can also develop their ability to respond well to stress, failure, criticism and other challenges. Historical leaders like Martin Luther King Jr. and Abraham Lincoln exemplified traits of true leadership.
Effective leadership is crucial for both personal and professional development in today's competitive world. Leadership can be defined as influencing people to willingly strive toward group goals. It is a process of influencing either formal or informal groups to set and achieve goals. Personal leadership helps individuals determine their desires, strengths, and abilities to make their present better and shape their future. Good leadership is also important for businesses to implement decisions correctly and successfully achieve organizational goals. Leadership matters at the national level as presidents make important decisions that affect lives, countries, and the world.
Effective leadership is crucial for both personal and professional development in today's competitive world. Leadership can be defined as influencing people to willingly strive toward group goals. It is a process of influencing either formal or informal groups to set and achieve goals. Personal leadership helps individuals determine their desires, strengths, and abilities to make their present better and shape their future. Good leadership is also important for businesses to implement decisions correctly and successfully achieve organizational goals. Leadership matters at the national level as presidents make important decisions that affect lives, countries, and the world.
The document discusses two key thoughts on leadership from the author's experience. The first is that personality is an unimportant factor in effective leadership, as the author has seen leaders of varying personalities succeed or fail. More importantly, an effective leader must have the ability to comprehend the "big picture" - understanding the vision, strategy, organization, people, and external factors. A leader is responsible for shaping all aspects and guiding subordinates, and this skill of comprehending the complex interrelations is critical and not innate, but learned through exposure to other leaders.
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1. OrganizatiOnal leadership
Leading with EI: A visit
with Chad Holliday
What does emotional intelligence look like? Who has it? Even more important,
can you succeed without it? We asked, and DuPont’s chairman was game to answer.
interview by Jack roddy
W
hat makes leaders effective in their and its “major domains” — which Roddy identifies as “self-
function? “The most recent research awareness, self-management, social awareness, and relation-
shows that emotional intelligence fac- ship management” (see sidebar on page 34 for a more detailed
tors, more than any others, account for description of these components). Holliday led DuPont Co. as
successful execution for leaders in major its CEO from 1998 until he retired from that position on Jan.
organizations,” states Jack Roddy. Over the course of his 1, 2009. As this article was going to press, it was announced
almost 30 years in running J.P. Roddy Consultants (www. that he will retire as chairman of DuPont at the end of 2009
jproddy.com), a firm that specializes in recruiting leadership after 10 years in that position. (His career with DuPont traces
candidates for the automotive, transportation, plastics, and back to a summer internship while in college; he was then
chemical industries, Roddy has been an avid analyzer of the hired in 1970 as an engineer in a company plastics factory in
dynamics of what he terms Tennessee.) Holliday’s current corporate directorships include
“human asset leadership.” Bank of America (a board he joined in September 2009) and
Earlier this year he visited Deere & Co., and he chairs the U.S. Council on Competitive-
with Charles O. “Chad” Hol- ness. Excerpts from Roddy and Holliday’s discussion follow.
liday Jr. to jointly explore EI — James Kristie
Jack Roddy: How would you evaluate observe yourself and your feelings and gain support
emotional intelligence skills as a factor in before making any decision. People learn to see
effective leadership? themselves from a third position before reacting,
and this gives them a much fuller responsiveness
Chad Holliday: Any good leader will after strong feelings have time to settle.
have a strong arsenal of people skills,
which is what emotional intelligence is How important is a leader’s ability to accurately as-
all about, right? Actually they can lack sess his or her own strengths and limitations?
Jack Roddy much of the technical skills yet be suc-
cessful as a leader with effective emo- It is extremely important. For myself, I use my
tional intelligence characteristics. heads of finance and human resources to give me
feedback on my performance, ideas, and whatever
Is emotional self-awareness important to leadership else they observe that needs further delineation. I
success — by that I mean reading one’s own emotions could never know what to do by myself. They pro-
and being aware of their impact on self and others? vide feedback for blind spots that keep me from
seeing more clearly in any given situation. Every
Yes. At DuPont we teach what we call “self-observa- leader needs this ongoing feedback.
tion.” If you have a strong reaction to a situation,
rather than react immediately, we teach the pro- What are your thoughts regarding “transparency” as
verbial count to 10 before you do anything. Then a leadership trait?
30 directors & boards
2. OrganizatiOnal leadership
With the pace of today’s world, no one can keep up
with all the data necessary for a complete objective
decision-making process. Therefore trustworthi-
ness is very important within a board or committee
to garner from others when presenting data related
to an eventual decision. Also, people are going to
feel much more comfortable with you as a leader if
they see you as honest and trustworthy with them.
The term “straight shooter” is often used to de-
scribe this trait.
How about the trait of adaptability for a leader? How
would you rate that trait? Put another way, a leader’s
comfort with spontaneity versus controlling every-
thing that might happen?
My style has always been to be spontaneous as a
way of managing in a meeting or other situation. I
find myself constantly asking, “Am I listening well?
What is this person saying that I need to hear?” I
believe being comfortable with spontaneity is im-
portant for a good leader. I remember once we
were considering an acquisition and we were far
along the way to going forward with a positive de-
cision. Then suddenly someone asked a new ques-
tion about certain factors. This opened up a whole
new way of looking at the acquisition such that we
said to ourselves, “What did we miss that caused
us to move this far without seeing another impor-
tant viewpoint?” Ultimately, we decided against the
acquisition, which was the right decision, yet we
almost missed the boat on that one due to singular I find myself constantly asking,
direction thinking. The fact we were open to new
questions helped us to make the right decision. ‘Am I listening well?’
— Chad Holliday
I would like to discuss your attitude towards “empa-
thy” as a leadership quality. Is it important for an
effective leader? A story comes to mind from my own career. I was
10 years or so into my career and was running a
This trait is where people feel that you really care portion of a plant when the plant manager walked
about them and their needs. You must be able into my office one day and said, “Tell me about
to relate to them, especially in terms of being in your organization.” I immediately reached into my
harmony with what they are doing. Everything is drawer and pulled out an organizational chart. He
somewhat “viewpoint dependent,” such that I must said, “I don’t mean that. I mean the real organiza-
understand the terms they use and use those terms tion. Who are the people that really are the opinion
with them. Facts are facts, yet a leader’s job is to leaders? How do you really get stuff done around
see how someone else is looking differently at the here?” That was a very meaningful experience to
same facts from their viewpoint. Eventually you me. When you talk to the leaders who are really
can come to a position whereby you are being most savvy, they will know who the opinion leaders are.
persuasive with them for the right reasons that they They will know who you have to win over to make
can relate to. it work. The best leaders will know who you have
to go through to make your ideas work.
How important is organizational awareness for a
leader — reading the currents, decision networks, Is inspirational leadership important? If so, how does
and the politics at the organizational level? it play out within the organization?
Fourth quarter 2009 31
3. OrganizatiOnal leadership
Sometimes there will be situations that are just track of everything that is going on even while
right for an inspiring moment or speech, yet some being quiet.
good leaders are just not right for that. If you try
to be inspirational and it doesn’t work, it can be As chairman of the board, do you look for certain
a real disaster. I have known some great leaders leadership characteristics when selecting new direc-
who couldn’t make an inspiring speech or have a tors?
clever concept if their life depended on it, but yet
they are so rock solid and respected so much that I always want more diversity on my board. Not
they didn’t need to be inspirational. They had such just ethnic diversity, but functional diversity in the
high integrity and such commitment and support directors’ backgrounds and experience. It is im-
of their people that they didn’t need anything else. portant for us to value different points of view. As
You may notice in your search work that some- leaders we must appreciate a director’s viewpoint,
times a candidate can be great in an interview and especially when it doesn’t match ours. I also want
yet he/she is not nearly the right candidate for the independent thinkers, as opposed to people who
job. Sometimes it is a compensatory trait to make have a need to fit in and please others.
up for a shortcoming in substance. We have the
example of some TV infomer- One last factor in leadership: Do you see the develop-
cials that are smooth as silk in ment of others as a responsibility of a leader? That is,
‘The best board the “selling” for what are infe- how important do you view mentoring subordinates
rior products. in developing their abilities as leaders?
directors are often
How important is “tone” set by I see mentoring as vastly critical. At DuPont what I
the most quiet the leader to the organization? see as most effective is in those unique times when
we get to mentor another because something hap-
members.’ Tone is extremely important to pened to create an opportunity. Like a three-min-
the organization’s disposition. ute comment that was just in the right context. We
However, if the leader’s tone must seize those times to give people feedback just
does not (in some way) match the current tone of when they need it, or getting it just when I need
the employees then dissonance sets in and empathy it. This is much more effective than creating some
is lost. The effective leader must always know the formal (every six weeks, for instance) meeting to
overall tone the people are holding to at that mo- mentor someone or be mentored by someone.
ment. If the firm recently announced a 15% layoff I remember a time when this guy who was prob-
effective immediately, the tone of the workforce is ably 30 years older than me kind of put his arm
going to be one of sadness and anxiety. The leader around me as we walked down the plant floor and
needs to be aware of that tone and be with people said, “Now this is what you really need to be doing
in their feelings. here. …” I’ll never forget that because I knew it was
sincere. I respected him greatly. I could do some
How important is organizational awareness? things better than him, but he could do a whole lot
more things better than me. This talk he gave me
Early in my career when I was a plant manager, I was an area that I knew he was good at, so in that
would walk the floor for the first two hours each moment I knew this was valuable.
day and greet all the workers and chat with each of
them about what was on their minds. This practice Thank goodness you had the wherewithal to see the
helped me greatly in staying attuned to their con- value in that moment.
cerns and questions about their work. Further, it
helped me build a lasting relationship with them. Yes, but it had to be the right setting. He could
This gave me an overall awareness that allowed me have said the same thing in another setting and it
to stay in harmony with their thinking and their might not have stuck with me. I find that it’s very
motivations. important to seize those opportunities when there
is something like that going on whereby a teach-
How does leadership show up in board meetings? ing/learning opportunity is ripe for the plucking.
When I received an award from the chemical in-
The best board directors are often the most quiet dustry this year, a piece of advice I shared was to
members. Yet, when they do speak up they are approach every situation in a way that everyone in
concise, practical, and what they have to say makes the world is better than me at something. My objec-
great sense. They are great listeners and they keep tive is not to show everyone how smart I am but to
32 directors & boards
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5. OrganizatiOnal leadership
learn something from every individual
The essence of EI I encounter.
Emotional intelligence (EI) is the unique strated that emotional intelligence is a far As a closing question on corporate leader-
repertoire of emotional skills that a person more accurate predictor of success than ship, given the contracting of our economy
uses to navigate the everyday challenges an individual’s IQ. Even more significant is do you see a paradigm shift in values de-
of life. In his book, Emotional Intelligence: its accurate prediction of factors related to veloping, especially in our U.S. culture,
Why It Can Matter More Than IQ, Daniel leadership potential and success. around consumption —automobile con-
Goleman defines EI as “the capacity for Here is a summary of the domains of EI. sumption, housing consumption, etc.?
recognizing our own feelings and those Using the management of self and others,
of others, for motivating ourselves and for Chad Holliday, as reflected in his comments I think it has to shift. We are just not
managing emotions well in ourselves and in the accompanying article, is sensitive to going to have the wealth as a country.
in our relationships.” Goleman’s book not EI’s importance to a leader’s character and Let’s look at an example. If I’ve got just
only increased the popularity of EI among exemplified how emotional competencies as talented and trained a person in India
business leaders, but also turned EI into have factored in his career at DuPont. or China, how come an American makes
a household term. Research has demon- — Jack Roddy three times as much doing the same job?
When you can move that knowledge
from around the world, it doesn’t make
EI’s domains are twofold sense.
So we are going to have to somehow
PErsonal ComPETEnCE — soCIal ComPETEnCE — adjust. I do a lot of work with green-
These capabilities determine how These capabilities determine how house gases. The Chinese, Japanese, and
we manage ourselves: we manage relationships: Koreans are living in 20% of the square
feet that an American is. When we say
• Self-Awareness • Social Awareness that we need more greenhouse gas allow-
✓Empathy: Sensing others’ emotions, ances, they say, “Well, how come? Why
✓ Emotional self-awareness: Reading do you need a bigger house than me?” As
one’s own emotions and recognizing understanding their perspective, and
taking active interest in their concerns.
we come out of this economy, our cars
their impact; using “gut sense” to
are going to be smaller and more effi-
guide decisions. ✓ organizational awareness: Reading cient, not just for a short period of time
✓ accurate self-assessment: Knowing the currents, decision networks, and but forever. Our houses are going to be
one’s strengths and limits. politics at the organizational level. smaller but also more efficient. It doesn’t
✓ service: Recognizing and meeting mean they have to be less desirable, but
✓ self-confidence: A sound sense of definitely smaller.
one’s self worth and capabilities. follower, client, and customer needs.
As to your question, is our leadership
at that point in its thinking and values? It
• Relationship Management is too early to call right now. Maybe 5%
• Self-Management
✓ Inspirational leadership: Guiding and to 10% so far are there. Will the mass of
✓ Emotional self-control: Keeping motivating with a compelling vision. the population move in that direction?
disruptive emotions and impulses I believe it’s not a sure thing yet. The
under control. ✓ Influence: Wielding a range of tactics greenhouse gas story is complex. What
for persuasion. is going to happen with climate change
✓ Transparency: Displaying honesty
and integrity; trustworthiness. ✓ Developing others: Bolstering others’ if we don’t do something? Our culture
abilities through feedback and is such that if there is no pain to me then
✓ adaptability: Flexibility in adapting guidance. go fix climate change if you want to, but
to changing situations or overcoming if I have to do something different, like
obstacles.
✓Change catalyst: Initiating, managing, pay $5 a gallon for gas, well, that’s a dif-
and leading in a new direction.
ferent story. With our political context
✓ achievement: The drive to improve ✓Conflict management: Resolving being what it is, politicians wouldn’t
performance to meet inner standards disagreements. get behind the idea because the vot-
of excellence. ers won’t back them. There is a bill in
✓ Building bonds: Cultivating and
✓ Initiative: Readiness to act and seize maintaining a web of relationships.
Congress so we will know something
opportunities. about mass attitudes soon enough. ■
✓ Teamwork and collaboration:
✓ optimism: Seeing the upside in events. Cooperation and team building. The author can be contacted at jack@
jproddy.com.
34 directors & boards