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Introduction to Leadership Concepts and Practice Peter G. Northouse

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1 Introduction to Leadership Concepts and Practice Peter G. Northouse
Chapter 2: Recognizing Your Traits © 2009 SAGE

2 Discussion Questions Why are some people leaders while others are not?
What makes people become leaders? Do leaders have certain traits? © 2009 SAGE

3 Historical Leaders George Washington Harriet Tubman Eleanor Roosevelt
Winston Churchill Mother Teresa Nelson Mandela Bill Gates Oprah Winfrey © 2009 SAGE

4 George Washington Founding father and general in the Revolutionary War
( ) Founding father and general in the Revolutionary War Traits: Modest Moral Common man Did not thrive on power Provided stability & reason Even & predictable Was ‘great’ because he was ‘good’ © 2009 SAGE

5 Harriet Tubman ( ) Abolitionist & “conductor” of the Underground Railroad—freed over 300 slaves in 30 trips Traits Symbol of hope Single-minded purpose – devoid of fear Determined, focused, & strong Unpretentious Both spiritual & practical Clarity of purpose © 2009 SAGE

6 Eleanor Roosevelt First Lady & social justice advocate Traits:
( ) First Lady & social justice advocate Traits: Good listener Confronted conflicts in human terms Plain, honest, selfless, & courageous Positive attitude Deep sense of humanity Turned weaknesses into strengths Had an identity apart from her husband © 2009 SAGE

7 Winston Churchill Prime Minister of Great Britain Traits:
( ) Prime Minister of Great Britain Traits: Brilliant orator—masterful use of language, plain speaking Ambitious for others & the country Inspirational & hope-building A self-trained reader Suffered from depression—a loner © 2009 SAGE

8 Mother Teresa ( ) Humanitarian & Nobel Peace Prize Winner (1979) for her work with the poor in Calcutta Founded Missionaries of Charity in 1950 Traits: Simple Clear mission—focused on goals Determined & fearless Humble & spiritual Strong-willed Role model for others © 2009 SAGE

9 Nelson Mandela ( ) First black president of South Africa & 1993 Nobel Peace Prize Winner for his role in ending apartheid Traits: Self-reflective & deeply moral Vision unwavering—fairness & justice Steadfast, focused & disciplined Nonviolent & not vindictive Consensus builder Courageous, patient, humble & compassionate © 2009 SAGE

10 William Gates Founder of Microsoft & wealthiest person in the world
( ) Founder of Microsoft & wealthiest person in the world Created a foundation for education & global health Traits: Intelligent & visionary Task-oriented & diligent Focused & aggressive Simple, straightforward, unpretentious & altruistic © 2009 SAGE

11 Oprah Winfrey ( ) TV Show Host, Philanthropist, Actress, Producer, & Publisher Most powerful/influential woman Traits: Excellent communicator Intelligent, well-read, strong business sense Charismatic style Sincere & determined Self-disclosing Message of hope © 2009 SAGE

12 What do they all have in common?
Visionary Strong-willed Diligent Inspirational Purpose-driven Role models Symbols of hope From these exceptional leaders we can gain a better understanding of the traits that are important for effective leadership © 2009 SAGE

13 6 Traits for Effective Leadership
Studies on leadership identified many important leader traits What specific traits are needed to be a successful leader? Research points to six traits: Intelligence Confidence Charisma Determination Sociability Integrity © 2009 SAGE

14 Intelligence Intelligence includes having good language skills, perceptual skills & reasoning ability It is hard to change Intelligence Quotient (IQ) It is possible to – obtain knowledge learn about your job & environment use information to become better leaders © 2009 SAGE

15 Confidence Confidence is a trait that has to do with feeling positive about one’s self & one’s ability to succeed Confident people feel self-assured believe they can accomplish goals do not second-guess themselves—they move forward with clear visions they are positive about self & ability © 2009 SAGE

16 Confidence How do we build confidence?
Understanding what is required from us Have a mentor to show the way & provide constructive feedback Practice builds confidence & assures us that we can do what we need to do (e.g., Tiger Woods) © 2009 SAGE

17 Charisma Magnetic charm and appeal that gives leaders exceptional powers of influence Charisma is not a common personality trait To increase charisma: Be a strong role model for values Be competent in leadership to gain trust Articulate clear goals & strong values Communicate high expectations & show confidence in followers’ abilities Inspire others © 2009 SAGE © 2008 Sage Publications

18 Determination Focused & attentive to tasks
Know where to go & how to get there Includes initiative, persistence & drive Persevere in the face of obstacles Easiest for leaders to acquire Focus on task, clarify goals, articulate vision & encourage others to stay the course © 2009 SAGE

19 Sociability The capacity to establish pleasant social relationships
Friendly, outgoing, courteous & diplomatic Sensitive to others & cooperative Easier for some than others Increasing sociability requires that we try to get along with our co-workers be friendly, kind & thoughtful © 2009 SAGE

20 Integrity Honest & trustworthy with strong principles
Inspire confidence because it creates trust Loyal, dependable & not deceptive Undergirds all aspects of leadership To increase integrity – be honest & open Challenge: To strike a balance between being open while monitoring what is appropriate to disclose © 2009 SAGE

21 Conclusion Traits are important Leadership is a complex process
but only one dimension of a multidimensional process Leadership is a complex process no simple paths or guarantees to becoming an effective leader © 2009 SAGE 21


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