We think you have liked this presentation. If you wish to download it, please recommend it to your friends in any social system. Share buttons are a little bit lower. Thank you!
Presentation is loading. Please wait.
Published byHana Gildersleeve
Modified about 1 year ago
Introduction to Leadership Concepts and Practice Peter G. Northouse © 2009 SAGE Chapter 2: Recognizing Your Traits
Why are some people leaders while others are not? What makes people become leaders? Do leaders have certain traits? © 2009 SAGE Discussion Questions
George Washington Harriet Tubman Eleanor Roosevelt Winston Churchill Mother Teresa Nelson Mandela Bill Gates Oprah Winfrey © 2009 SAGE Historical Leaders
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 George Washington ( )
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 Harriet Tubman ( )
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 Eleanor Roosevelt ( )
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 Winston Churchill ( )
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 Mother Teresa ( )
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 Nelson Mandela (1932- )
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 William Gates (1954- )
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 Oprah Winfrey (1954- )
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 What do they all have in common?
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 6 Traits for Effective Leadership
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 Intelligence
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 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 Confidence
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 © 2008 Sage Publications © 2009 SAGE Charisma
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 Determination
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 Sociability
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 Integrity
Traits are important 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 Conclusion
Leadership What is leadership? Leading people Influencing people Commanding people Guiding people.
Emotional Intelligence and Leadership Dick Harshberger Presenting 19th Public Procurement Forum October 28-31, 2007 Hampton Roads, Virginia Dick Harshberger.
O r g a n i z a t i o n a l b e h a v i o r e l e v e n t h e d i t i o n.
CREATIVITY FOR SUCCESS IN OUR TIMES. It is my joyful on this day with this sincerely words of mine that may in other way envisage and refocus a bearing.
LEADERSHIP 1 st Class. Learning Objectives Define Leadership and how managers develop leadership qualities Leadership approaches for contemporary.
Quality in the Workplace By Tracy L. Chenoweth. What is Quality? The ongoing process of building and sustaining relationships by assessing, anticipating,
How do you define a Leader?. LEADER Lifelong learners Encourages Growth Accelerates Learning Develops Relationships Extends Invitations Reveals Potential.
Some Thoughts on Leadership by Don C. Bramlett, PE, SMIEEE IEEE Region 4 Director Southeastern Michigan Section DTE Energy – Project Engineer.
THE 10 Cs OF EFFECTIVE VOLUNTEER SERVICE HQ JK IVC SESSION February 20, 2010 Zahir Janmohamed.
Learning Objectives 2.1 Describe the behaviors that differentiate a manager from a leader. 2.2 Identify the traits held by an effective leader. 2.3 Understand.
If we lived alone, we wouldnt need the virtues of fairness and compassion. If children could raise themselves, we wouldnt need the family virtues of commitment.
Learning Objectives 1.1 Describe the management process and why it is important. 1.2 Identify and differentiate between the levels of management in an.
Leadership McGraw-Hill/Irwin Contemporary Management, 5/e Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved. chapter fourteen.
The Manager as Leader Inspiring global commitment.
Character Education Ethical Choices National Organization Character Counts! Complied by: Joy Rousseau, 2003.
Chapter 7 Management and Leadership Ms. Baumgartner Business Essentials.
Today we will be orienting ourselves to some of the principles and qualities we look for and try to exhibit as Leaders in NA. Specifically, we will look.
Who am I as a Teacher? Final Project My Professional Identity as a Teacher: Beliefs about teaching, learning, literacy and assessment By Emily Mullins.
The Path To Leadership Presented by Rob Claudio, Deputy Division Chief Southern Workforce Services Division Orange County Region.
MENTORING Paul Choi, Goldman Sachs. OUR ROUTE MAP FOR TODAY Why Mentoring? What is Mentoring? The Mentoring Relationship Tools, Techniques, Best Practices.
Improving Schools through Building Meaningful Relationships: Administrators Modeling and Teaching Servant Leadership Matt Stephen, Ed.D.
Effective Strategies and Process Prepared for the Walmart Foundation, AIHEC, HACU, and NAFEO Student Success Collaborative Meeting at Sitting Bull College.
Career Development and Management for Women: Mentoring A cooperative RIAM-SNV Rwanda-RAUW project funded by Canadian Cooperation Dr Shirley Randell AM.
VISION in ACTION by Pat Acosta LEADERSHIP Within the Movement! By Pat Acosta BSW Survivor to Advocate.
CrossWorker Qualification Handbook LEONARDO DA VINCI PROGRAM.
Chapter 9 - Transformational Theory Leadership Chapter 9 – Transformational Leadership Northouse, 4 th edition.
Prepared and Presented By Sally Al-Gazzar September 2013.
Page 1 April 27, 2006 Board Engagement Session A2 Values/Vision/Experiences/Outcome Standards Oakland Unified School District Redesign.
Learning Objectives 9.1 Describe leading as a management function and explain how it differs from leadership. 9.2 Discuss the types of power a manager.
© 2016 SlidePlayer.com Inc. All rights reserved.