9. Traditional Leadership Qualities:
Adaptable to Situations
Alert to Social Environments
Ambitious and Achievement Orientated
Assertive
Cooperative
Decisive
Dependable
Energetic
Persistent
Self Confident
Tolerant of Stress
Willing to assume Responsibility
Dominant (Desire to Influence Others)
Source: Stewart Associates UK
12. My List of Leadership Qualities:
Always Lead from the Front
13. My List of Leadership Qualities:
Always Lead from the Front
Be Willing to Be UnPopular
14. My List of Leadership Qualities:
Always Lead from the Front
Be Willing to Be UnPopular
Carpe Diem (Seize The Day)
15. My List of Leadership Qualities:
Always Lead from the Front
Be Willing to Be UnPopular
Carpe Diem (Seize The Day)
Recognize when to Lead
16. My List of Leadership Qualities:
Always Lead from the Front
Be Willing to Be UnPopular
Carpe Diem (Seize The Day)
Recognize when to Lead
Recognize when to Follow
17. My List of Leadership Qualities:
Always Lead from the Front
Be Willing to Be UnPopular
Carpe Diem (Seize The Day)
Recognize when to Lead
Recognize when to Follow
Identify Weakness & Strengthen It
18. My List of Leadership Qualities:
Always Lead from the Front
Be Willing to Be UnPopular
Carpe Diem (Seize The Day)
Recognize when to Lead
Recognize when to Follow
Identify Weakness & Strengthen It
Keep an Open Mind
19. My List of Leadership Qualities:
Always Lead from the Front
Be Willing to Be UnPopular
Carpe Diem (Seize The Day)
Recognize when to Lead
Recognize when to Follow
Identify Weakness & Strengthen It
Keep an Open Mind
Present Solutions Not Problems
20. My List of Leadership Qualities:
Always Lead from the Front
Be Willing to Be UnPopular
Carpe Diem (Seize The Day)
Recognize when to Lead
Recognize when to Follow
Identify Weakness & Strengthen It
Keep an Open Mind
Present Solutions Not Problems
If You Don’t Know Don’t Speak
21. My List of Leadership Qualities:
Always Lead from the Front
Be Willing to Be UnPopular
Carpe Diem (Seize The Day)
Recognize when to Lead
Recognize when to Follow
Identify Weakness & Strengthen It
Keep an Open Mind
Present Solutions Not Problems
If You Don’t Know Don’t Speak
If You Know Care Enough to Speak
22. My List of Leadership Qualities:
Always Lead from the Front
Be Willing to Be UnPopular
Carpe Diem (Seize The Day)
Recognize when to Lead
Recognize when to Follow
Identify Weakness & Strengthen It
Keep an Open Mind
Present Solutions Not Problems
If You Don’t Know Don’t Speak
If You Know Care Enough to Speak
Learn Different Leadership Models
33. Live Leadership
Take Time to Recognize when You
Exemplify One, or More, of the
Leadership Qualities
Put Yourself In Situations that
Force You to be a Leader
34. Live Leadership
Take Time to Recognize when You
Exemplify One, or More, of the
Leadership Qualities
Put Yourself In Situations that
Force You to be a Leader
Be a Wise Person, Not a Smart
Person
35. Live Leadership
Take Time to Recognize when You
Exemplify One, or More, of the
Leadership Qualities
Put Yourself In Situations that
Force You to be a Leader
Be a Wise Person, Not a Smart
Person
Find Good & Bad Mentors
39. Business/Work, Political and
Military Leaders
Employees
Entrepreneurs, Founders, Co-Founders
Corporate Executives
Managers, Supervisors, and Team
Leaders
Soldiers, Sailors, and Airmen
Non-Commissioned Officers & Officers
Politicians i.e. Senators, Governors
40.
41. Leadership Character Model
The Leadership Character Model was developed by the
Turknett Leadership Group in 1995. They surmise that
character necessary for leadership can be visualized as
a scale, where integrity is the strong and solid base, and
respect and responsibility are balanced on either side.
42. Leadership Character Model
The Leadership Character Model was developed by the
Turknett Leadership Group in 1995. They surmise that
character necessary for leadership can be visualized as
a scale, where integrity is the strong and solid base, and
respect and responsibility are balanced on either side.
Responsibility
Respect
Integrity
51. Integrity: honest, trustworthy and authentic
Respect Responsibility
Empathy Accountability
Emotional
Mastery
Own the Blame
Humility
52. Integrity: honest, trustworthy and authentic
Respect Responsibility
Empathy Accountability
Emotional Courage
Mastery
Own the Blame
Humility
53. Integrity: honest, trustworthy and authentic
Respect Responsibility
Empathy Accountability
Emotional Courage
Mastery
Self Confidence
Own the Blame
Humility
54. Integrity: honest, trustworthy and authentic
Respect Responsibility
Empathy Accountability
Emotional Courage
Mastery
Self Confidence
Own the Blame
Focus on the Whole
Humility
57. Social, Citizen, and Community
Leaders
Anyone who lives in the U.S.
Voters
Political Activists
Social Activists
Volunteers
Philanthropists
Teachers, Coaches, and Nurses
58.
59. Social Change Model
Leadership is viewed as a process rather than as a position.
• The model explicitly promotes the values of equity, social justice, self-
knowledge, personal empowerment, collaboration, citizenship, and
service.
• Service provides a powerful vehicle for developing leadership
capabilities in a collaborative environment. Learning happens by
quot;making meaningquot; of life experiences.
• The model has two primary goals:
1. To enhance learning and development; more specifically, to develop
greater:
- Self-knowledge: understanding of one’s talents, values, interests,
especially as these relate to the student’s capacity to provide
effective leadership.
- Leadership Competence: the capacity to mobilize oneself and
others to serve and work collaboratively.
2. To facilitate positive social change at the institution or in the
community. That is, to undertake actions which will help the
institution/community to function more effectively and humanely.
62. The Seven C’s
1. Consciousness of self and others through self reflection means being aware
of the values, emotions, attitudes, and beliefs that motivate one to take
action.
63. The Seven C’s
1. Consciousness of self and others through self reflection means being aware
of the values, emotions, attitudes, and beliefs that motivate one to take
action.
2. Congruency means thinking, feeling and behaving with consistency,
genuineness, authenticity, and honesty toward others.
64. The Seven C’s
1. Consciousness of self and others through self reflection means being aware
of the values, emotions, attitudes, and beliefs that motivate one to take
action.
2. Congruency means thinking, feeling and behaving with consistency,
genuineness, authenticity, and honesty toward others.
3. Commitment implies intensity and duration. It requires a significant
involvement and investment of one’s self in the activity and its intended
outcomes.
65. The Seven C’s
1. Consciousness of self and others through self reflection means being aware
of the values, emotions, attitudes, and beliefs that motivate one to take
action.
2. Congruency means thinking, feeling and behaving with consistency,
genuineness, authenticity, and honesty toward others.
3. Commitment implies intensity and duration. It requires a significant
involvement and investment of one’s self in the activity and its intended
outcomes.
4. Collaboration is the primary means of empowering others and self through
trust. Collaboration can occur when one has trust in the diversity of multiple
talents and perspectives of the group members and the power of that
diversity to generate creative solutions and actions.
66. The Seven C’s
1. Consciousness of self and others through self reflection means being aware
of the values, emotions, attitudes, and beliefs that motivate one to take
action.
2. Congruency means thinking, feeling and behaving with consistency,
genuineness, authenticity, and honesty toward others.
3. Commitment implies intensity and duration. It requires a significant
involvement and investment of one’s self in the activity and its intended
outcomes.
4. Collaboration is the primary means of empowering others and self through
trust. Collaboration can occur when one has trust in the diversity of multiple
talents and perspectives of the group members and the power of that
diversity to generate creative solutions and actions.
5. Common purpose is to work with shared aims and values. It implies the
ability to engage in collective analysis of the issues at hand and the tasks to
be undertaken.
67. The Seven C’s
1. Consciousness of self and others through self reflection means being aware
of the values, emotions, attitudes, and beliefs that motivate one to take
action.
2. Congruency means thinking, feeling and behaving with consistency,
genuineness, authenticity, and honesty toward others.
3. Commitment implies intensity and duration. It requires a significant
involvement and investment of one’s self in the activity and its intended
outcomes.
4. Collaboration is the primary means of empowering others and self through
trust. Collaboration can occur when one has trust in the diversity of multiple
talents and perspectives of the group members and the power of that
diversity to generate creative solutions and actions.
5. Common purpose is to work with shared aims and values. It implies the
ability to engage in collective analysis of the issues at hand and the tasks to
be undertaken.
6. Controversy with Civility recognizes two fundamental realities of any group
effort: that differences in viewpoint are inevitable and valuable, and that
such differences must be aired openly but with civility.
68. The Seven C’s
1. Consciousness of self and others through self reflection means being aware
of the values, emotions, attitudes, and beliefs that motivate one to take
action.
2. Congruency means thinking, feeling and behaving with consistency,
genuineness, authenticity, and honesty toward others.
3. Commitment implies intensity and duration. It requires a significant
involvement and investment of one’s self in the activity and its intended
outcomes.
4. Collaboration is the primary means of empowering others and self through
trust. Collaboration can occur when one has trust in the diversity of multiple
talents and perspectives of the group members and the power of that
diversity to generate creative solutions and actions.
5. Common purpose is to work with shared aims and values. It implies the
ability to engage in collective analysis of the issues at hand and the tasks to
be undertaken.
6. Controversy with Civility recognizes two fundamental realities of any group
effort: that differences in viewpoint are inevitable and valuable, and that
such differences must be aired openly but with civility.
7. Citizenship describes the process whereby the self is responsibly connected
to the environment and the community. It acknowledges the interdependence
of all involved in the leadership effort. Citizenship thus recognizes that
effective democracy involves individual responsibility as well as individual
rights.
73. The Whole Brain Model
The Whole Brain Model is a mental model developed by
Nedd Herrmann that describes the thinking
preferences. These are the ways of thinking that satisfy
us the most and seem natural for us. These ways of
thinking change, often as a result of emotional
experiences, life transitions, and other important
insights. Thinking patterns describe the patterns of what
we do and don’t prefer to pay attention to.
74. The Whole Brain Model
The Whole Brain Model is a mental model developed by
Nedd Herrmann that describes the thinking
preferences. These are the ways of thinking that satisfy
us the most and seem natural for us. These ways of
thinking change, often as a result of emotional
experiences, life transitions, and other important
insights. Thinking patterns describe the patterns of what
we do and don’t prefer to pay attention to.
There are Four Thinking Styles in the Whole Brain
Model:
75. The Whole Brain Model
The Whole Brain Model is a mental model developed by
Nedd Herrmann that describes the thinking
preferences. These are the ways of thinking that satisfy
us the most and seem natural for us. These ways of
thinking change, often as a result of emotional
experiences, life transitions, and other important
insights. Thinking patterns describe the patterns of what
we do and don’t prefer to pay attention to.
There are Four Thinking Styles in the Whole Brain
Model:
Logician: Analytical, Mathematical, Technical, and Problem
Solving.
76. The Whole Brain Model
The Whole Brain Model is a mental model developed by
Nedd Herrmann that describes the thinking
preferences. These are the ways of thinking that satisfy
us the most and seem natural for us. These ways of
thinking change, often as a result of emotional
experiences, life transitions, and other important
insights. Thinking patterns describe the patterns of what
we do and don’t prefer to pay attention to.
There are Four Thinking Styles in the Whole Brain
Model:
Logician: Analytical, Mathematical, Technical, and Problem
Solving.
Organizer: Controlled, Conservative, Planned, Organized, and
Administrative.
77. The Whole Brain Model
The Whole Brain Model is a mental model developed by
Nedd Herrmann that describes the thinking
preferences. These are the ways of thinking that satisfy
us the most and seem natural for us. These ways of
thinking change, often as a result of emotional
experiences, life transitions, and other important
insights. Thinking patterns describe the patterns of what
we do and don’t prefer to pay attention to.
There are Four Thinking Styles in the Whole Brain
Model:
Logician: Analytical, Mathematical, Technical, and Problem
Solving.
Organizer: Controlled, Conservative, Planned, Organized, and
Administrative.
Communicator: Interpersonal, Emotional, Musical, Spiritual, and
Talkative.
78. The Whole Brain Model
The Whole Brain Model is a mental model developed by
Nedd Herrmann that describes the thinking
preferences. These are the ways of thinking that satisfy
us the most and seem natural for us. These ways of
thinking change, often as a result of emotional
experiences, life transitions, and other important
insights. Thinking patterns describe the patterns of what
we do and don’t prefer to pay attention to.
There are Four Thinking Styles in the Whole Brain
Model:
Logician: Analytical, Mathematical, Technical, and Problem
Solving.
Organizer: Controlled, Conservative, Planned, Organized, and
Administrative.
Communicator: Interpersonal, Emotional, Musical, Spiritual, and
Talkative.
Visionary: Imaginative, Synthesizing, Artistic, Holistic, and
Conceptual.
