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:
| Knowing what you w ant to achieve both professionally and personally. The personalstrength to persist in the face of defeat or even failure.
| A passion for life combined with a passion for a vocation, a profession or a course of action. You absolutely love what you do.
| 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.
| You earn and have earned other people’s trust.
| You wonder about everything and want/need to learn as much as you can about as much as you can.
| 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:
| 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.
| 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:
| You never lose sight of your goals or compromise your principles. You are simultaneously principled and pragmatic.
| You reflect the values and aspirations of yourfollowers. You accept leadership as a responsibility, not a privilege. You serve.
| 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:
| You take responsibility for your own behaviours. You don’t...
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