Final Definition

| No Comments

Current Definition: My current definition of a good leader has not changed between this week and last week. This is because although a leader may need to incorporate diverse voices in their organization, they have the last voice in the long run and they need to use their emotional/social intelligence to determine how to react to everyone's voice. I believe this issue was previously addressed so there is no reason to change my definition.

My final definition of a good leader is as follows: A strong leader has excellent communication skills, strong work ethic, clear direction and a desire to do better. They have a strong base of emotional and social intelligence to inspire those around them and must be able to make the difficult decisions no one else wants to. The will surround themselves with a group of people who work together efficiently and can make up for each other's missing abilities.

References:
Kezar, A. (2000). "Pluralistic Leadership: Incorporating Diverse Voices." The Journal of Higher Education, 71(6), Nov. - Dec., 2000, pp. 722-743.

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.

References:
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
http://search.ebscohost.com/login.aspx?direct=true&db=keh&AN=33983120&site=ehost-live

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.

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.

Leave a comment

About this Entry

This page contains a single entry by simps152 published on August 20, 2011 10:02 AM.

Definition #9 was the previous entry in this blog.

Find recent content on the main index or look in the archives to find all content.