Definition #9

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Current Definition:
My definition of what makes a good leader has not changed since last week. This is because, as previously stated, a leader must at the very least be good at what they do otherwise they will not advance in their career. I do not agree with the Gladwell article about the Warren Harding error. Although I acknowledge that there may be subconscious tendencies to favor tall, handsome men over shorter men, women or people of color, if a person does not have what it takes to do well in their career they will not be hired. However, even if they were hired they would not last very long before being fired.

Gladwell, M. (2005). "The Warren Harding Error: Why we fall for tall, dark, and handsome men." Blink: The power of thinking without thinking (pp. 72 - 98). New York: Pushkin Enterprises.

Tatum, B. D. (1997). "Defining Racism: Can we talk?" Why are all the Black Kids Sitting Together in the Cafeteria? (pp. 3 - 17). New York: Basic Books.

Previous Definition:
My original definition of a leader was a person with strong leadership qualities has excellent communication skills, a strong work ethic and a desire to do better. A leader will surround themselves with a group of people who can work together efficiently and can make up for each other's missing abilities. A leader also needs a strong base of emotional and social intelligence in order to inspire those who work for them and it needs to be added that along with having emotional intelligence they need to fully disclose their dislike of change to their followers. A leader must have a clear goal and direction and must be able to make the difficult decisions no one else wants to since there is often times more than one correct answer to a problem.

Kidder, R. M. (2003). "Overview: The ethics of right vs. right." How Good People Make Tough Choices (pp. 13 - 29). New York: Simon & Schuster.

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.

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.

Goleman, D., & Boyatzis, R. (2008). "Social intelligence and the biology of leadership." Harvard Business Review, 86(9), 74-81. Retrieved from

Rath, T. and Conchie, B. (2009). Strengths-based Leadership: Great teams, leaders, and why people follow. Gallup Press: Washington, D.C.

Goleman, D., Boyatzis, R., & McKee, A. (2002). "Metamorphosis: Sustaining leadership change." Primal Leadership: Learning to lead with emotional intelligence (pp. 139 - 168). Boston: Harvard Business School Press.

Kegan, R., & Lahey, L. L. (2009). "We Never Had a Language for It" Immunity to Change: How to overcome it and unlock the potential in yourself and your organization (pp. 61 - 84). Boston: Harvard Business Press.

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This page contains a single entry by simps152 published on August 13, 2011 3:26 PM.

Definition #8 was the previous entry in this blog.

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