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Presentation1 LEADERSHIP

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Presentation1 LEADERSHIP

  1. 1. Discovering Your Authentic Leadership Bill George, Peter Sims, Andrew N. McLean, and Diana Mayer
  2. 2. Group Members  Nayyera Anbreen  Faiza Asghar  Asmara Rani  Maria Abdullah  Iffat Saleem
  3. 3. Introduction  Bill George, the former chairman and CEO of Medtronic, is a professor of management practice at Harvard Business School in Boston.  Peter Sims established “Leadership Perspectives,” a class on leadership development at the Stanford Graduate School of Business in California.  Andrew N. McLean is a research associate at Harvard Business School.  Diana Mayer is a former Citigroup executive in New York.
  4. 4. Introduction  Bill George (Cambridge, MA) has spent over 30 years in executive leadership positions at Litton, Honeywell, and Medtronic. As CEO of Medtronic, he built the company into the world’s leading medical technology company as its market capitalization increased from $1.1 billion to $60 billion. Since 2004, he has been a professor at the Harvard Business School. His 2004 book Authentic Leadership (0- 7879-7528-1) was a BusinessWeek bestseller.  Peter Sims (San Francisco, CA) established “Leadership Perspectives,” a course on leadership development at the Stanford Graduate School of Business and cofounded the London office of Summit Partners, a leading investment firm.
  5. 5. Introduction  This article was adapted from True North: Discover Your Authentic Leadership by Bill George with Peter Sims.  The ongoing problems in business leadership over the past five years have led the authors to answer question and the need for a new kind of leader in the 21st century: the authentic leader.  True North offers an opportunity for anyone to transform their leadership path and become the authentic leader they were born to be.
  6. 6. Main Body Author Bill George and his colleagues, conducted the largest leadership development study ever undertaken. They interviewed 125 business leaders from different racial, religious, national, and socioeconomic backgrounds to understand how leaders become, and remain, authentic. Their interviews showed that you do not have to be born with any particular characteristics or traits to lead.
  7. 7. Summary of the article Plan centered on five key areas:  Knowing your authentic self  Defining your values and leadership principles  Understanding your motivations  Building your support team  Staying grounded by integrating all aspects of your life
  8. 8. Shared experiences Of:  Personal, original, and illuminating stories from Warren Bennis, Sir Adrian Cadbury, George Shultz (former U.S. secretary of state), Charles Schwab, John Whitehead (Cochairman, Goldman Sachs), Anne Mulcahy (CEO, Xerox), Howard Schultz (CEO, Starbucks), Dan Vasella (CEO, Novartis), John Brennan (Chairman, Vanguard), Carol Tome (CFO, Home Depot), Donna Dubinsky (CEO/cofounder, Palm), Alan Horn (President, Warner Brothers), Ann Moore (CEO, Time, Inc.) and many others illustrate the transitions that shape the type of leaders who will thrive in the 21st century.
  9. 9.  Authors share the wisdom of 125 outstanding leaders and describe how you can develop as an authentic leader. True North presents a concrete and comprehensive program for leadership success and shows how to create your own Personal Leadership Development .  The article shows how anyone who follows their internal compass can become an authentic leader.
  10. 10. Main body  Strengths of the article :
  11. 11. Main body  Weaknesses of the article:
  12. 12. Conclusion  you do not have to be born with any particular characteristics or traits to lead.  You also do not have to be at the top of your organization. Anyone can learn to be an authentic leader.  The journey begins with leaders understanding their life stories. Authentic leaders frame their stories in ways that allow them to see themselves not as passive observers but as individuals who learn from their experiences. These leaders make time to examine their experiences and to reflect on them, and in doing so they grow as individuals and as leaders.
  13. 13. Conclusion  Authentic leaders also work hard at developing self- awareness through persistent and often courageous self- exploration. Denial can be the greatest hurdle that leaders face in becoming self-aware, but authentic leaders ask for, and listen to, honest feedback.  They also use formal and informal support networks to help them stay grounded and lead integrated lives.  Achieving business results over a sustained period of time is the ultimate mark of authentic leadership. It may be possible to drive short-term outcomes without being authentic, but authentic leadership is the only way to create long-term results.
  14. 14. Relationship with the course It is closely related with the course outline as objectives are alligned with course objectives of :  To give a concrete and comprehensive program for leadership success and shows how to create your own Personal Leadership Development plan.  Learn how to transform your leadership path and become the authentic leader you were born to be.

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