Download How Do They Do It? Examining the Skills of Famous Leaders

How Do They Do It? Examining the Skills of Famous Leaders
Objectives
 To examine the leadership skills of famous leaders
 To further explore different approaches to leadership
Introduction
In this chapter you learned different approaches to explaining leadership. We know that leaders
possess traits and skills that make them successful. They are effective communicators. They
are guided by a vision that is shared by others. They are skillful planners. They are champions
for their cause. They are successful at motivating people to voluntarily pursue goals. Leaders
can be villains or heroes, trailblazers and visionaries, revolutionaries or college students. The
purpose of this exercise is to examine the skills displayed by famous leaders and to determine
how you might use this knowledge to improve your leadership skills.
Instructions
Break into groups of five to six people. First, brainstorm a list of famous leaders—CEOs,
presidents, politicians, monarchs, etc., as long as the group knows something about their skills
as leaders. Next, the group needs to pick two leaders to compare and contrast. Try to pick
leaders that seem vastly different from one another—for example, Joan of Arc and Mother
Teresa. Once you have decided on the two leaders, use the following survey to profile them in
terms of their skills and traits. Use the panels and additional material in this chapter to help
guide your discussion. Answer the questions for discussion after completing the survey.
Profile Survey
Leader A Name:
Leader B Name:
______________________
_______________________
In terms of power:
This person uses/used
which sources of power?
Personalized power
Socialized power
Legitimate power
Reward power
Coercive power
Expert power
Referent power
____
____
____
____
____
____
____
Personalized power
Socialized power
Legitimate power
Reward power
Coercive power
Expert power
Referent power
____
____
____
____
____
____
____
In terms of influence:
What influence tactics
does/did this person use?
Consultation
Rational persuasion
Inspirational appeals
Ingratiating tactics
Coalition tactics
Pressure tactics
Upward appeals
Exchange tactics
____
____
____
____
____
____
____
____
Consultation
Rational persuasion
Inspirational appeals
Ingratiating tactics
Coalition tactics
Pressure tactics
Upward appeals
Exchange tactics
____
____
____
____
____
____
____
____
In terms of the trait
approach to leadership:
Which traits does/did
this person exhibit?
Honest
Competent
Forward-looking
Inspiring
___
____
____
____
Honest
Competent
Forward-looking
Inspiring
____
____
____
____
Intelligent
Self-awareness
Self-management
Social awareness
Relationship mgmt.
In terms of behavioral
approaches to leadership:
Which leadership behaviors
did/does this person exhibit?
____
____
____
____
____
Intelligent
Self-awareness
Self-management
Social awareness
Relationship mgmt.
____
____
____
____
____
Univ. of Michigan Model:
Job-centered
behavior
____
Employee-centered
behavior
____
Univ. of Michigan Model:
Job-centered
behavior
____
Employee-centered
behavior
____
Ohio State Model:
Initiating structure
Consideration
Ohio State Model:
Initiating structure
Consideration
____
____
Transactional leader
Charismatic leader
Servant leader
____
____
____
____
____
In terms of transactional
& charismatic leadership: Transactional leader ____
What general type of leader Charismatic leader ____
is/was this person?
Servant leader
____
Questions for Discussion
1. What criteria did your group use to determine which two leaders you would profile?
Describe.
2. In what ways are the leadership styles of these leaders similar? In what ways are they
different? Explain.
3. After completing this survey, were you surprised at the similarity or dissimilarity between
these leaders? Discuss.
4. Which one of these leaders would you want to work for? Explain your rationale.