Topics: The Seven Habits of Highly Effective People, Leadership, Stephen Covey Pages: 5 (1588 words) Published: June 14, 2013
The Model Leader:
Leadership Skills and Attributes: A Descriptive Summary of popular theory 1. Warren Bennis, Professor of Business Administration, University ofSouthern California; author of “On Becoming a Leader”. (Bennis, W., 1994,On Becoming a Leader, New York: Addison Wesley). Bennis’ Basic Ingredients to Leadership:

Basic Ingredient| Interpretation|
Guiding Vision| Knowing what you w ant to achieve both professionally and personally. The personalstrength to persist in the face of defeat or even failure.| Passion| A passion for life combined with a passion for a vocation, a profession or a course of action. You absolutely love what you do.| Integrity| Derived from your self-knowledge, candour and maturity. You know your strengths and weaknesses, stick to your principles and havelearned from experience how to work with and learn from others.| Trust| You earn and have earned other people’s trust.|

Curiosity| You wonder about everything and want/need to learn as much as you can about as much as you can.| Daring| You are ready and willing to take risks, experiment and try new things.| | |

2. Burt Nanus, Professor Emeritus of Management at the University of Southern California’s School of Business Administration, former Director of Research at USC’s Leadership Institute and co-author with Warren Bennis of Leaders : The Strategies for Taking Charge. (Nanus, B., 1989, The Leader’s Edge : The Seven Keys to Leadership in a Turbulent World, New York : Contemporary Books). Nanus’ Seven Megaskills of Leadership:

Megaskill| Interpretation|
Farsightedness| Your eyes are firmly fixed on the horizon as you take steps toward it.| Mastery of Change| You can and do regulate the pace, direction and rhythm of change in the organization to enable it’s growth and evolution to match the external pace of events.| Organisation Design| An institution builder whose legacy is an organisation capable of success in realising the desired vision.| Anticipatory Learning| You are a life long learner who’s committed to promoting organisational learning.| Initiative| You demonstrate an ability to make things happen.| Master of Interdependence| You inspire others to share ideas and trust each other, you communicate well and frequently and seek collaborative solutions to problems.| High Standards| You are fair,honest, tolerant, dependable, caring, open, loyal and committed to the best traditions of the past.|

3. James O’Toole, former Vice President of the Aspen Institute and Director of the Leadership Institute at USC. (O’Toole, J., 1996, Leading Change : The Argument for Values-Based Leadership, New York : Ballantine). O’Toole’s Characteristics of Values-Based Leaders:

Characteristic| Interpretation|
Integrity| You never lose sight of your goals or compromise your principles. You are simultaneously principled and pragmatic.| Trust| You reflect the values and aspirations of yourfollowers. You accept leadership as a responsibility, not a privilege. You serve.| Listening| You always listen to the people you serve and yet are not a prisoner of public opinion. You encourage dissenting opinions among your advisors. You test ideas, exploring all sides of issues and air the full range of opinion.| Respect for followers| You are a leader of leaders. You are pragmatic to your core but believe passionately in what you say and do.|

4. Stephen Covey, author of the best selling The Seven Habits of Highly Successful People in which he introduced the philosophy of `people-centred leadership’ and more recently `principle-centred leadership’. (Covey, S.R., 1990, The Seven Habits of Highly Effective People : Powerful Lessons in personal Change, New York : Fireside. Covey, S.R., 1991, Principle-Centred Leadership, New York : Summit). Covey’s’ Characteristics of Values-Based Leaders:

Habit| Interpretation|
Be proactive| You take responsibility for your own behaviours. You don’t...
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