1. A Case Study of Leadership Skills

2. Complex process involving the act of assessing one’s environment and one’s leadership constraints (Van Wart, 2011) It is important for leaders to develop and maintain traits to respond to leadership challenges (Van Wart, 2011) 1. Self-Confidence 2. Energy 3. Flexibility 4. Integrity 5. Emotional Maturity Leaders need to recognize factors in a leadership scenario before applying a leadership method (Van Wart, 2011) 1. Modify his or her leadership style 2. Recognize leadership factors 3. Set goals 4. Evaluate their own performances and adjust style accordingly

3.  Reduce Crime  Clean up City  Reduce Government  Cut Taxes, Attract Jobs  Welfare Reform  Make the city livable  Mob controlled waste collection

4.  Outing “Squeegee "Men  Remove Triple X Theatres from Time Square  Drug dealers  Clean up Streets  Restore Parks  Jaywalkers  Cab Drivers

5.  Most commonly identified style  Leader gives direction and guidance  Assumes high leader control  Average or above expectations  Motivation based on rewards, punishment, and legitimacy of command  Bossy  Dictating  Threatening  Micromanagement

6. Ability to Lead  Mayoral career coming to an end  He had become less popular  Strained relationships with city government  Decreased support from residents  General lack of trust  No sense of shared interest Availability of Resources  Lack of funding for disasters  Dependent on federal funding  No solid plan for attack  Long-term economic impact  Equipment issues Emotional Availability  Consoling the city  Talking with families  Addressing the nation

7.  Communicated his priorities  Continued to push for some level of normalcy  Provided ongoing to support to families  Adopted the ability to work with all levels of government and private sector  Provided ongoing updates  Remained calm, collected  Informative  Honest

8.  Abrasive  Commanded Attention  Talked about the issues  Advocated reducing crime  He offered change in a way that appealed to New Yorkers  Agent of Change  Responded immediately  Communicated to New Yorkers  Became the voice of America  Self Confident  Resilient  Decisive  Assumed Responsibility  Comforted the city and nation

9. Idealized Influence (II)  Became a role model to his followers  They grew to respect and trust his capabilities  Admired his response Inspirational Motivation (IM)  Giuliani traded in his directive approach  Involved his staff in the process  Kept his staff busy  Communicated his expectations Intellectual Stimulation (IS)  Encouraged his followers to be creative  Worked together to create sense of normalcy.

10.  Worked with individuals that he had previously isolated  Brought together scores of community, city, state, and federal employees  Worked with governors office  Constantly involved his staff  Worked with colleagues to provide informative briefings  Continued to work across the board

11.  Shifted from a directive leader to a more collaborative leader  Situation required such a shift  Assessed his environment and made appropriate decisions  Came a long way from the “one man show”  Continued to work across political and personal boundaries to address the ongoing issues associated with the crisis  Became personable and caring

12. Bai, M. (2007, September 09). The crusader. New York Times Magazine, 46-56. Morris, R. (2007, November). Rudy awakening: As president, Giuliani would grab even more executive power than bush and cheney: His mayoralty tells the story. The Washington Monthly Pooley, E. & Ripley, A. (2001, December 31). Mayor of the world. Time Europe, 158(27), 46-62. VanWart, M. (2011). Dynamics of leadership in public service. (second ed.). Armonk, NY: M.E. Sharpe, Inc.