Week 6 Definition:

Last Week's Definition: Leadership is directing, supporting, inspiring, and organizing a group of people to accomplish a certain goal. In order to be effective, leaders should gain the trust of the group, provide members with compassion, build hope, and create stability from the center rather than the top of the hierarchy (Kyle, 1998). In addition, the most effective leaders have high levels of self-awareness, incorporate their personal vision with their leadership vision (Lee & King, 2001), are able to be effective observers by removing themselves from active participation in the organization (Heifetz & Linsky, 2002), and acknowledge and utilize their personal strengths as leaders (Rath & Conchie, 2008).

Goleman, D., Boyatziz, R., & McKee, A. (2002). "The leadership repertoire." Primal leadership: Learning to lead with emotional intelligence (pp. 53 - 69). Boston, MA: Harvard Business School Press.

Heifetz, R. A., & Linsky, M. (2002). "Get on the balcony." Leadership on the Line: Staying alive through the dangers of leading (pp. 51 - 74). Boston: Harvard Business School Press

Kyle, D. T. (1998). "The sovereign: The power of presence." The Four Powers of Leadership: Presence, intention, wisdom, compassion (pp. 159 - 191). Deerfield Beach, FL: Health Communications Inc.

Lee, R. J., & King, S. N. (2001). "Ground your leadership vision in a personal vision." Discovering the Leader in You: A guide to realizing your personal leadership potential (pp. 31 - 54). San Francisco: Jossey-Bass, Inc.

Rath, T., & Conchie, B. (2008). Strengths Based Leadership. New York, NY:Gallup Press.

This Week's Definition: Leadership is directing, supporting, inspiring, and organizing a group of people to accomplish a certain goal. In order to be effective, leaders should gain the trust of the group, provide members with compassion, build hope, and create stability from the center rather than the top of the hierarchy (Kyle, 1998). In addition, the most effective leaders have high levels of self-awareness, incorporate their personal vision with their leadership vision (Lee & King, 2001), are able to be effective observers by removing themselves from active participation in the organization (Heifetz & Linsky, 2002), and acknowledge and utilize their personal strengths as leaders (Rath & Conchie, 2008).

Goleman, D., Boyatziz, R., & McKee, A. (2002). "The leadership repertoire." Primal leadership: Learning to lead with emotional intelligence (pp. 53 - 69). Boston, MA: Harvard Business School Press.

Heifetz, R. A., & Linsky, M. (2002). "Get on the balcony." Leadership on the Line: Staying alive through the dangers of leading (pp. 51 - 74). Boston: Harvard Business School Press

Kyle, D. T. (1998). "The sovereign: The power of presence." The Four Powers of Leadership: Presence, intention, wisdom, compassion (pp. 159 - 191). Deerfield Beach, FL: Health Communications Inc.

Lee, R. J., & King, S. N. (2001). "Ground your leadership vision in a personal vision." Discovering the Leader in You: A guide to realizing your personal leadership potential (pp. 31 - 54). San Francisco: Jossey-Bass, Inc.

Rath, T., & Conchie, B. (2008). Strengths Based Leadership. New York, NY:Gallup Press.

My defintion for this week did not change at all. I felt as though the aricles this wee supported some of the points that I had already made. The articles that brought up a new idea, such as "servant leadership," seemed like a new spin on what has been previously read. "Servant leadership" had a lot to do with playing up your strengths and being people focused. The guidebook talked a lot about individual differences and making them harmonious, which is also and idea that was prevoiusly discussed. I liked the ideas in the article, "The sweet spot for achievement." I felt that the idea of balancing stress was a good thing. However, the effects of stress were discussed in the earlier article "The biology of leadership." I like my definitnion thus far and I feel that it is a good represenation of what I agree with out of what we have learned.