Leadership Qualifications in the LeBLANC Group
A Research Paper:
Leadership Qualifications in the LeBLANC Group
Word Count - 4616
Table of Contents
1. Introduction Pg. 3
1. LeBLANC Group Profile Pg. 3
1. The Problem Pg. 4
2. Purpose of the Paper Pg. 4
3. Developing the Academic foundation of Leadership Pg. 4
1. Leadership and Emotional Intelligence Pg. 4
2. Leadership that gets Results Pg. 6
3. Primal Leadership Pg. 7
4. The Quintessential Leader Pg. 9
5. Theoretical Leadership Model Pg. 10
6. Conclusion Pg. 12
7. Bibliography Pg. 14
Appendix 1 Pg. 16
1. Introduction
The definition of leadership according to John C. Maxwell in his bestseller, The 21 Irrefutable Laws of Leadership, is "leadership is influence - nothing more, nothing less".
The significant component to the above is that of the person’s ability to influence people to follow them. This “control “of these followers does not necessarily mean only for the positive because, if not used correctly, this level of influence can be used negatively. Examples of this are the numerous stories of life gurus influencing mass suicides or Adolf Hitler using his influence to carry out the atrocities of World War 2. On the contrary there are also those leaders that are seen to be great leaders of their time like Nelson Mandela or Ghandi. In both aforementioned cases these leaders knew what they were doing with their intentions or final outcomes envisioned as they wanted them to be. It is this ability that leaders have and their approach to how they are going to lead being determined by their own vision and creativity that will be discussed in this paper.
In the business world there are many leaders at differing levels. Leaders in marketing, production, logistics, implementation etc. but the problem
Leadership Qualifications in the LeBLANC Group
Word Count - 4616
Table of Contents
1. Introduction Pg. 3
1. LeBLANC Group Profile Pg. 3
1. The Problem Pg. 4
2. Purpose of the Paper Pg. 4
3. Developing the Academic foundation of Leadership Pg. 4
1. Leadership and Emotional Intelligence Pg. 4
2. Leadership that gets Results Pg. 6
3. Primal Leadership Pg. 7
4. The Quintessential Leader Pg. 9
5. Theoretical Leadership Model Pg. 10
6. Conclusion Pg. 12
7. Bibliography Pg. 14
Appendix 1 Pg. 16
1. Introduction
The definition of leadership according to John C. Maxwell in his bestseller, The 21 Irrefutable Laws of Leadership, is "leadership is influence - nothing more, nothing less".
The significant component to the above is that of the person’s ability to influence people to follow them. This “control “of these followers does not necessarily mean only for the positive because, if not used correctly, this level of influence can be used negatively. Examples of this are the numerous stories of life gurus influencing mass suicides or Adolf Hitler using his influence to carry out the atrocities of World War 2. On the contrary there are also those leaders that are seen to be great leaders of their time like Nelson Mandela or Ghandi. In both aforementioned cases these leaders knew what they were doing with their intentions or final outcomes envisioned as they wanted them to be. It is this ability that leaders have and their approach to how they are going to lead being determined by their own vision and creativity that will be discussed in this paper.
In the business world there are many leaders at differing levels. Leaders in marketing, production, logistics, implementation etc. but the problem
Bibliography: Azurin Regine. 2001. Primal Leadership – A Book Summary. Ezinearticles.com. http://ezinearticles.com/?Primal-Leadership---A-Book-Summary&id=40769. [Accessed 3rd Dec 2010] Bielaska-DuVernay Christina Childers Dennis Dr. 2010. A Detailed History of Leadership Models. Associated Content. http://www.associatedcontent.com/article/510899/a_detailed_history_of_leadership_models.html. [Accessed 1st Dec 2010] Crossey Colin Duckworth Connie. 2006. Connecting the Dots Between Innovation and Leadership. Wharton@Knowledge Fleming Julie A Maxwell C. John. The 21 Irrefutable Laws of Leadership, Thomas Nelson (1998) Knowledge@Wharton Goleman Daniel. 1998. What Makes a Leader. Best of HBR 1998. Harvard Business School Publishing Organization Goleman Daniel Goleman Daniel, Boyatzis Richard and McKee Annie. 2001. Primal leadership: The Hidden Driver of Great Performance. Harvard Business Review. Harvard Business School Publishing Organization Kloeber Leonard Momeni Nona. 2009. The Relation Between Managers’ Emotional Intelligence and the Organizational Climate They Create. Public Personnel Management. Snyder, Mark. (1974). Self-Monitoring of Expressive Behavior. Journal of Personality and Social Psychology, 30, 526-537. Urch Druskat Vanessa and Wolff Steven B. 2001. Building the Emotional Intelligence of Groups. Harvard Business Review. Harvard Business School Publishing Organization Appendix 1 – LeBLANC Group Management Organization Chart