Analysis Of Warren G. Bennis And Robert J. Thomas

The reading this week covered chapters 3-4 of Resilient Leaders by Robert F. Dees. Dees (2013) summarized that character is formed by a three strand cord consisting of selflessness, integrity, and courage. Chapter three discussed the importance of integrity and courage in leadership. Dees (2013) provides definitions and comprehensive overviews of leadership integrity and courage. Chapter four discusses the importance of wisdom in leadership. Illustrations of leadership without wisdom were brought to light. Additionally, the chapter differentiates a leader from a wise leader along with the importance of growth in attaining wisdom, knowledge, in character and competence. Dees (2013) says that wisdom is the bridge

What matters the most is what you do day by day over the long haul, explains the author. If you continually invest in your leadership and let your ‘assets’ compound, the inevitable result is growth overtime. While some are born with greater natural gifts than others, the ability to lead is really a collection of skills, with nearly all of which can be learned and improved. You can be a good leader if you want to, since everyone has the potential to be one, you just have to understand that you can’t accomplish it overnight. Leadership is complicated and has many facets, and it takes a lot of ‘seasoning’ to actually an effective leader. Whether you do or don’t have the natural ability for leadership, the author states that in the development and progress process probably occurred in the following four phases: Phase 1 being ‘I don’t know what I don’t know’ here a person doesn’t realize how valuable leadership is and believes it’s for people up the corporate ladder thus passing up the opportunity to learn how to lead. Phase 2 is ‘I know what I don’t know’ here you begin to realize the importance of learning how to lead and the learning process begins’. Phase 3 is ‘I grow and know and it starts to show’, in this phase you realize you lack skills and begin daily discipline of personal growth in leadership. In phase 4 ‘I simply go because of what I know’ is when you’re knowledgeable and your ability to lead

Leaders must control their own emotions in order to guide others (Jackson and Daly, 2011). In fact, “many of the dangers to which leaders are exposed arise as a result of not recognizing and responding appropriately to constituents ' emotional needs” (Jackson and Daly, 2011, p. 22). When leaders activate their emotional competence, their ability to be resilient is strengthened. Resilient leaders are able to make a positive difference in the lives of others and do so consistently.

“At times of change or dealing with uncertainty or in a crisis-- that is when the best leader will shine” (Ellis, 2016). A leader who can work effectively in a complicated, unpredictable situation is a competent leader and he tirelessly works to improve his capabilities (Ledlow & Coppola, 2010). All great leaders are known for communicating effectively what they want to achieve. They are visionaries who have the ability to lead others toward a shared goal (Gibson & Weber, 2015).

Defining Crucibles help people look at life in a whole new perspective. They make people rethink what they want in life, what the want to get out of life, and who they ultimately want to be. The difference between ordinary people and Jerry Schemmel and Jim Valveno is that they both kept a positive attitude when tragedy stroke. They wanted to inspire people and that is the first step in becoming a leader. In my life, my biggest crucible would have to be one that I got before I was born: my twin.

A crucible can be summed up as a life-changing event a person has experienced, which created a new or a modified sense of identity. As a leader, there are a number of personality traits and styles of leadership, I must understand and sometimes translate. With this in mind, dealing with the above mentioned, produces crucible moments. Moments that can question your ability to lead. Unplanned events can emerge and force you to examine your moral ethics, challenge your decision-making and judgment. In mind, I can remember almost 4 years ago, a crucible event which shaped me as a leader. In this essay, I will outline how this event affected me and how it has developed me as an organizational leader.

Having served in various leadership positions throughout a ten year military career, I can point to my appointment as a company commander as my most significant crucible experience. Although the vast majority officers prepare for this role relatively early in their career, my assignment to the position occurred abruptly, unexpectedly, and certainly imposed some traumatic qualities within my life at the time. These characteristics seem to fit Bennis and Thomas’ description of a crucible event, of which made this experience somewhat easy to identify. However, upon further analysis, I often reflect upon this experience and

This Chapter is more specific about the importance of developing personal adaptive leadership practices. Learning to understand your internal and external personality and leadership traits will go a long way in terms of foster creativity, boldness and a clearer understanding of the insides and out of your own system.

According to the article Crucible of Leadership, “the crucible experience was a trial and test, a point of deep self-reflection that forced them to question who they were and what mattered to them.” One’s crucible story shapes their identity through traumatic

In discussion forum 9, leaders are challenged through situations of crisis and are given ways to confront those challenges which allows them to overcome setbacks and face adversity. In the book “Resilient Leaders”, written by Major General Robert Dees, he provides leaders with his personal experiences of the battlefront and home front and what he had to do in order to cope as well as overcome each situation he was placed in. Major General Dees discusses his foundational ideas on leadership in Chapters one and two. The three concepts that our group decided on are Selfless Service, Character and Risk Management.

In chapter three and four of Resilient Leaders, several concepts are discussed that describe other characteristics that are part of an effective leader. This paper discussed three concepts that include integrity, emotional courage, and wisdom.

Throughout this course, most of the subject matter focused on, or related to, the art and science of successful management and leadership. Robert Dees’ book ‘Resilient Leaders’ is about the qualities it takes to not only be a successful leader, but to bounce back when times are difficult. True leadership stands the tests that time throws its way. The takeaways and lessons learned are valuable in every aspect of life which involves working with others and managing hostile,

Boud and Walker (1991) believe that people need to be able to learn from their experience in order to accept positions of responsibility.

“It is unequivocally clear that leaders are not like other people” (Kirkpatrick and Locke, 1991, as cited in Northouse, P. G., 2016, p.22). I have always thought that I was not like other people; I see the world through a different lens. This difference, which sets me apart from my peers, has sometimes restrained my progress; however, after studying my differences and seeing them as strengths, I can now focus on these strengths that make me a unique, passionate, progressive leader. In reflecting on my leadership skills, I will analyze the results of the leadership questionnaires, as presented in Peter Northouse’s book, Leadership:Theory and practice (7th ed.), connect those result strengths with the

Many leaders fail in leadership because of unresolved issues in their past that have not been dealt with. These unresolved issues will resort in leadership flaws and failures and will bankrupt ones ministry. I found this too be true because I have personally left some past issues unresolved in my life and they have reared their ugly head in numerous areas of my live; especially in leadership. Much of what determines how a leader’s dark side will develop, stems from the family the person grew up in and his/her childhood years through adolescence. The book does an excellent job to show that unsettled issues can create a certain feeling subservience and uncertainty.