And The Intersection
Bridget Gaussa
Robert Morris University
Abstract
In the book, Be-Know-Do by Hesselbein and Shinseki it is said, “Character is made up of two intersecting parts: values and attributes”. (Hesselbein & Shinseki, 2004) The purpose of this paper is to determine if the statement about character by Hesselbein and Shinseki is true. What contributes to character, values and attributes will be discussed in this paper.
The Contribution of Values and Attributes to Character and The Intersection
In the book, Be-Know-Do by Hesselbein and Shinseki it is said, “Character is made up of two intersecting parts: values and attributes”. (Hesselbein & Shinseki, …show more content…
Our values reflect the core of our identity, and are the lens through which we execute our goals”. (Hesselbein & Shinseki, 2004) Our values are affected and often defined by the culture that we are raised in. “Values are the principles and standards accepted by the members; attitudes encompass the actions, feelings, and thoughts that result from those values. Cultural values often stem from deep-seated beliefs about the individual’s position in relation to his or her diety, the family, and the social hierarchy’. (Griffin & Pustay, 2013) Values, such as duty, loyalty, respect, selfless service, honor, integrity and personal courage are an important part of a leader’s character, since values greatly impact one’s behavior. (Hesselbein & Shinseki, …show more content…
Mental attributes can be learned and changed. Cultural awareness for example, can be learned with education and experiencing new cultures through travel. Self-confidence is also an attribute that can be learned or developed as one reaches goals that they have set for themselves. Physical attributes are more than just a person’s looks and may be more difficult to change for some than mental attributes. “Stamina and energy come from health and physical fitness. Health is being sound in both body and mind. Physical fitness is the ability to function effectively in physical work, training, and other activities and still have enough energy left over to handle any emergencies that may arise”. (Hesselbein & Shinseki, 2004) Emotional attributes consist of self control, balance, and stability. “Maintaining self control inspires calm confidence in subordinates and encourages feedback from others. Effective leaders are stable, level headed under pressure and fatigue, and calm in the face of danger. True leaders display the emotions that they want their people to display; they don’t give in to temptation to do what feels good for them”. (Hellenbein & Shinseki. 2004) They truly lead by