But, if truth be told, most of the executives who attended the seminar during its first thirty-five years or so weren't really interested in priming themselves to fight communism. Instead, they cared more about becoming effective business leaders, that is, about learning how to create “the good organization.” And when Mikhail Gorbachev started dismantling the Soviet Empire in the late 1980s, the Institute was finally forced to abandon the long, outmoded pretense that the seminar was about communism vs. capitalism. But if that struggle wasn’t the subject of the seminar what, in fact, was it about?
Transcendent leadership, grounded in servant leadership, offers a pathway to increased trust necessary for global sustainability. Transcendent leadership offers a more inclusive and consensual decision making process for the economic, social, and environmental sectors, moving beyond a singular focus on the bottom line of profits to a multiple focus on the triple bottom lines of profits, people, and planet.
1. Define transactional, transformational and servant leadership (for servant leadership please refer to upload file). Include the person who is credited with originally defining the style of servant leadership, Robert Greenleaf -again, refer to upload file.
2. Power and authority are 2 ways to get compliance from followers in leadership. Briefly describe each including similarities and differences.
3. There are 10 characteristics to Servant Leadership. Choose one and explain it. Use an example from real life.
4. The book “Power of Principles” by William J. Byron lists 10 characteristics. Write about Love-driven leadership from Chapter 12. Use an example from real life.
5. Respond to the following situation as a leader. Include the leadership style(s) and methods you would use and why…President Obama has been elected partially because of his very charismatic leadership style, campaigning on the slogan “Change you can believe in”. He is now faced w/huge leadership challenges including continued response to our nations financial crisis, declining approval ratings and fulfilling campaign promises dealing with health care, not to mention the BP oil crisis in the Gulf. If you were Mr. Obama would you stick with the transformational and charismatic leadership style or make some changes? Why and how?
But when you are going to write a term paper you will have to limit yourself to some Leadership is an extensive topic and you will have to explore something
At first glance, one is tempted to say that Values-Based Leadership has little or nothing in common with the first five forms listed above. But that conclusion needs to be hedged: (#3) paternalistic and (#4) situational leaders might well appeal to values as a way of attracting followers. And distinguishing Values-Based Leadership from the subsequent five forms is even more problematic: for example, that most manifestly values-based of all leaders, Mohandas Gandhi, (#6), appealed to the selfinterest of his followers, (#7) advanced ideas ("saraj" or, self-rule), (#8) was a moral agent and enabler of his followers, (#9) shared leadership (with Jawaharlal Nehru and Mohammed Ali Jinnah, among others), and (#10) created the conditions under which his followers could achieve their goal of independence.
Abstract: This article attempts to define valuesbased leadership, provide examples of leaders who practice (or practiced) it, and explain how it is uniquely different from other theories of leadership. While the definition of valuesbased leadership proved to be elusive, in the end, it appears that valuesbased leaders help followers accomplish what they hold dear.
In the summer of 1989, high in the Colorado Rockies, I stumbled upon the concept of Values-Based Leadership. Demonstrably, the practice had existed for centuries — actually millennia — before then, but I am not sure it had ever been clearly identified as such. But whether or not others before me had identified or named Values-Based Leadership, my little discovery was a personal revelation, and the beginning of an avocation. Since then, I have advocated the practice, written about it, and taught it in numerous classrooms and at some six dozen seminars for business executives. But, oddly, I have yet to pin-point an accurate definition of the practice, nor have I found definitions put forward by others to be completely on target. Thus, the launch of this new journal is an appropriate (and long overdue) occasion and opportunity for me to attempt to do so, but first…
The Aspen Institute's Executive Seminar was launched in the summer of 1951 during the early stages of the Cold War. The first participants were leaders from twenty large American corporations who came to Aspen, Colorado to spend a month ostensibly learning about the philosophical bases of capitalism and democracy in a program outlined by Henry Luce, founder of Time-Life, and Robert Hutchins, thenpresident of the University of Chicago. The stated purpose of the seminar was to prep the nation's business leaders for the upcoming struggle against global communism. Luce and Hutchins believed that American business leaders were “the great unwashed” illiterate in the origins of their own system and, hence, destined to lose the upcoming battle for the world’s minds in competition with better-schooled Marxist ideologues.
Write 3-4 paragraphs with one reference to answer #1 and clearly identify number 1. Please see attached for the volunteer experience 1. Now that you have participated in your servant leadership opportunity, discuss how the experience affected your understanding of how through serving others one actually leads. Support your ideas with specific examples from your volunteer experience. . Write 3-4 paragraphs with 1-2 references to answer #2 and clearly identify number 2. You can Google the video. Watch the video “Servant Leadership – Joe Schmitt.” Discuss why this is a good example of leadership through acts of service in terms of the way the actions of the leader demonstrate integrity and personal character building while also establishing followership and pushing others to grow professionally through emulating his actions. Discuss how this example embraces both Greenleaf’s principles of servant leadership and the call to service evident in Christianity.
Global sustainability – social, economic, and environmental—is best served by an emergent leadership metaphor that serves the triple bottom lines of profits, people, planet of the 21st century global corporation: transcendent leadership. Introduced as a global imperative at the 2007 World Economic Forum meeting in Davos, Switzerland (Useem, 2007, pp. 1-2), transcendent leadership had been the subject of earlier research by Seattle University professor John Jacob Zucker Gardiner (Leadership Review, spring 2006, pp. 62-76).
Robert K. Greenleaf’s metaphor of servant leader had inspired the transcendent leadership model (1977). Greenleaf noted that “to be a lone chief atop a pyramid is abnormal and corrupting. None of us is perfect by ourselves, and all need the correcting influence of close colleagues” (p. 63). Regarding board leadership, Greenleaf added: “the mere presence of trustees in the absence of the performance which their place and title implies, does not generate trust – enough trust to give our society the stability it needs” (pp.10-11).