Biography
Carlos Ghosn is a Brazilian-Lebanese-French, born in Porto Velho, Brazil, in 9 of March, 1954. (Wikipedia, 2016)
Carlos Ghosn is Chief Officer and President of Nissan Motor Corporation, and he is also CEO and Chairman of the Renault-Nissan Alliance, the Renault-Nissan Alliance is one of the world’s largest automotive groups. Before he became the CEO of Nissan, Nissan was nearly collapse. After Renault bought large numbers of Nissan shares, Ghosn began to manage Nissan. After that, he made it rise again.
Before he worked in Nissan, he has led many institutions. In
1990, he was the Chairman and chief executive officer for Michelin North America, his job was to presided over the restructuring of the company after its acquisition of
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The descriptors are grouped using factor analysis. As per this theory, there are five broad dimensions used to determine the human personality and psyche; openness to experience, extraversion, conscientiousness, neuroticism and agreeableness (Conger & Kanungo, 2015). The openness is a personality trait which includes art, emotion, unusual ideas and variety of experience (Wikipedia, 2016). People with openness are intellectuals, open to emotion and always willing to try new things. However, everyone has different evaluation about it. Another personality trait which is from big five personality framework is conscientiousness. It is the tendency to show self-discipline and aim to achieve beyond expectations (Conger & Kanungo, 2015). The high score of conscientiousness indicates that the individual believes in planning instead of spontaneous behavior. A third personality trait is extraversion which is the engagement with the external world. High level of extraversion indicates high that the individual is highly engaged and full of energy. A fourth personality trait is agreeableness which is the ability to get along with others. The high level of agreeableness indicates the level to which the individual can be considered helpful and adaptive by others (Gardner, Cogliser, Davis, & Dickens, 2011). The last trait is neuroticism which is the tendency to experience negative …show more content…
Retrieved from NissanNews: http://nissannews.com/en-US/nissan/usa/releases/carlos-ghosn
Conger, J. A., & Kanungo, R. N. (2015). Towards a behavioural theory of charismatic leadership in organisational settings. Academy of management review, 12(4), 637-647.
Gardner, W. L., Cogliser, C. C., Davis, K. M., & Dickens, M. P. (2011). Authentic Leadership: A review of the literature and research agenda. The Leadership Quarterly, 1120-1145.
Shin, S. J., & Zhou, J. (2013). Transformational leadership, conservation and creativity: Evidence from Korea. Academy of Management Journal, 46(6), 703-714.
Wikipedia. (2016). Retrieved from Wikipedia: https://en.wikipedia.org/wiki/Carlos_Ghosn
Wikipedia. (2016). Retrieved from Wikipedia:
Kouzes, J., & Posner, B., (2007). The leadership challenge, (4th ed.). San Francisco, CA: Jossey-
Authentic leaders are honest, ethical and practical. An authentic leader develops their own leadership style, but this leadership style should not be overly tough. An authentic leadership style is one that can adapt to different situations and circumstances (Magloff). Coach Saban has five core values that he preaches every chance he
This study was conducted by Sanjay Srivastava. The results came from people taking a test with questions. The five traits were founded by John A. Johnson he wrote descriptions of the five domains and thirty subdomains. These descriptions are based on an extensive reading of the scientific literature on personality measurement. The five include, extraversion, agreeableness, conscientiousness, neuroticism, and openness An extraversion person enjoys being with people are full of energy and often experience positive emotions. Agreeableness describes people with this value getting along with others are friendly generous helpful willing to compromise interests with others Conscientiousness is when we control regulate and direct our impulses Neuroticism is mental distress emotional suffering and inability to cope with the normal depends of life Openness on the results means dimensions of the cognitive style that distinguish imaginative creative people from down to earth
In an effort to understand the questionnaire, one must first understand the definition of an Authentic Leader. Genuine, trustworthy and reliable are a few words that are interchangeable with the term authentic. Authentic leaders exhibit qualities of confidence, transparency, and high moral standard and are usually very confident (Gardner, Avolio, Luthans, May and Walumbwa, 2005). A person that is considered to be authentic is one who taking account for their behavior and a person who is true to themselves and what they think. A quality of an authentic leader is that he/she exudes the level of authenticity through their actions that encourage others to want to behave the same way. The leader who acts in this manner believes that all individuals have something to contribute to a goal and
To become an authentic leader means to bring “people together around a shared purpose and empowers them to step up and lead authentically in order to create values for all stakeholders,” (xxxi). Bill George has identified the following five dimensions every authentic leader should encompass:
Yukl, G. (1999). An evaluation of conceptual weaknesses in transformational and charismatic leadership theories. The Leadership Quarterly, 10(2), 285-305.
Personality is massive part of an individual’s identity. Our personalities dictate our patterns of thinking, feeling, and acting. An individual’s personality exposes them to predispositions and habits that influence their actions and lives. Early on, personality assessments consisted of physical features ranging from head shape and facial characteristics to body type. In today’s world, personality assessments are mainly based around traits. Traits are simply descriptions of one’s habitual patterns of behavior, thought and emotion. The most popular personality assessment is the Five-Factor Model, also known as The Big Five. This model allows us to describe people based on the five main traits/dimensions. These traits are extraversion, agreeableness, conscientiousness, neuroticism, and openness to experience. Each of these five traits measures a different aspect of one’s personality. Extraversion is based on one’s level of engagement with the world,
The authentic leaders are aware of their weaknesses and strengths, are aware of their environment and are very resilient and confident. The main focus of authentic leadership is that a leader must be well-aware of his personal weaknesses and strengths and develop them accordingly. It is essential that an authentic leader must have self-awareness and must expand to develop his strengths and work to improve his weaknesses (Avolio, 2005). Components of Authentic Leadership Components Description Authenticity Disclose information about himself properly Self-awareness Is self-aware of his emotions, morals and values Unbias attitude Process information in a balanced manner Being true to self and highly motivated Guided by personal values and beliefs
The five-factor model includes five broad domains or dimensions of personality that are used to describe human personality. The five factors are openness, conscientiousness, extraversion, agreeableness, and neuroticism. While these five traits should be sufficient on their own to describe all facets of a personality, there also should be no correlation between the main factors. The Five Factor Model is now perhaps the most widely use trait theory of personality and has achieved the closest thing to a consensus in personality research. The advantage of this theory is that there have been multiple research studies conducted on this theory. Results suggest that this theory is effective in describing and determining personality. However, this theory is very categorical and does not allow for much flexibility. It also looks at the person personality at that time and now how it developed.
Chief Executive Dan Akerson was introduced as CEO of General Motors after the governmental bail outs 2009, he inherited the same problems as his predecessors a staff of employees who could not make decisions and was still in an old school frame of mind. He urged them to be leaders and fix problems rather wait to be told what to do (Welch, 2011).
Avolio, B. J., & Yammarino, F. J. (Eds.). (2013). Transformational and Charismatic Leadership:: the Road Ahead. Emerald Group Publishing.
“The Five Factor Model provides a compelling framework for building personality measures that seek to represent the domain of individual terms broadly and systematically” (Briggs, 1989 as cited in McAdams. DP, 1992, p. 332). The FFM consists of five factors (The ‘Big Five’). They are Openness, Conscientiousness, Extraversion, Agreeableness, and Neuroticism. When measured individuals can range from extremes on each of these traits.
These scales are commonly alternatively represented by the OCEAN acronym Openness to experience, Conscientiousness, Extraversion/Introversion, Agreeableness and Neuroticism. The Big Five structure captures, at a broad level of abstraction, commonalities among most of the existing systems of personality description, and provides an integrative descriptive model for personality research. (Oliver& Sanjay 1999)
The Five-Factor Model of Personality is a system used in order to describe an individual’s personality traits. By requiring said individual to answer a series of questions, this test is able to decipher the traits that are most likely evident within their life. The Five-Factor Model of Personality test gives the test subject a series of situational options. Using the subject’s responses, psychologist match the answers to the personality in which best relates. A highly accurate description of ones’ personality can be easily configured by using the Five-Factor Model of Personality by testing either high or low in the following areas; openness to experience, extraversion, conscientiousness, agreeableness, and neuroticism.
Dubrin, A. J. (2007). Charismatic and transformational leadership. In Leadership: Research findings, practice, and skills (5th ed., pp. 83-98). Boston, NY: Houghton Mifflin Company.