This selection is of special interest to me because, as a student looking for a job, I am untrained in the aspects of Executive Presence. Everyone who has read one of Sylvia Ann Hewlett's books know that she is among the most renowned business thinkers and authors across a wide range of subjects. In her selection, she explains three pillars of executive presence: gravitas, communication, and appearance, but the focus of this selection is on gravitas, or presence. Whether it is morally correct or not, having a stronger EP is extremely advantageous in gaining employment. The amazing thing about EP is that it's a precondition for success whether you're a musician, a salesman/woman, or an investment broker. This book was written to help everyone
more easily gain executive presence, even though doing so can be “onerous and sometimes eats into your soul, this work and these struggles will allow you to flower and flourish” (12). Once you learn how to become a part of the whole, you then get to branch out and become an individual. Hewlett also says that becoming a leader and doing something amazing with your life hinges on what makes you different, not what makes you the same as everyone else. Hewlett affirms that you should be yourself. The methods described in this book aimed at increasing a person’s EC can simultaneously help a person to reveal more effectively who they genuinely are and suggest who they can become. Genuine qualities of character indicate gravitas, "that weightiness or heft that marks you as worth following into the fire. Gravitas is the very essence of FP. Without it, you simply won't be perceived as a leader, no matter what your title or level of authority, no matter how well you dress or speak” (16). Hewett also states that “gravitas, according to 62 percent of the leaders we surveyed, is what signals to the world that you're made of the right stuff and can be trusted with serious responsibility" (16). Some of the world’s most highly respected leaders (and, for that matter, the worlds most violent and evil leaders) possessed the key ability of being charismatic. I have always envisioned charm as an air freshener: its smell is delightful, but be sure you don’t taste it. Executive presence is impossible without gravitas, but that is simply one of the 3 "pillars." Hewlett notes that any normal person can “crack the EP code.” She says that readers should be careful about making changes to their personality for sake of executive presence, but there are positives and negatives to changing yourself. It is good to make positive changes, but you should always be yourself. I believe that executive presence is important in today’s job market. Marketing yourself as a professional is a great way to get your foot in the door and impress interviewers, supervisors, and coworkers. This book was especially helpful in explaining how one can improve their presence, thus increasing the likelihood for success in the competitive professional environment, and allowing people build the qualities to distinguish themselves as leaders in everyday life.
Denisco & Barker, (2016) discusses the foundation of leadership and the four conceptual pillars that comprise it. Understanding the leadership is a responsibility of an APN, the following final question was posed to Ms. Gordner. “Of the four pillars of leadership; professionalism, inspirational motivation, interpersonal relationships, and business skills, do you feel that one is more important than another, and why?” She responded,
In this paper, we have examined our company of choice, TM Berhad, utilizing each of these four frames as a “spectacle” to determine the leadership approach of its management, and then detailing the more prominent of the frames used.
Leadership is an important attribute in individuals such as managers, academic experts, and researchers. The topic of leadership continues to gain popularity and importance in almost all sectors. The way leaders in managerial positions communicate determines their effectiveness and success in achieving high levels of performance and success in their organizations. There are numerous books that provide an insight into effective leadership and communication. One of such books is by Atwater and Waldman (2012). This paper provides a summary, contextual analysis and critique of the book.
A multitude of programs are advertised towards businesses with the promise that they will improve their employee 's EI, and in return, their employees will be able to work more efficiently and hold a more positive atmosphere in the work area in general. Surprisingly, many businesses buy these programs too. EI promises so many improvements on a person 's life. Many programs guarantee that a person 's life will improve by increasing their EI, from their love life to their home life to their work life, sometimes even claiming that people with higher EI will more likely receive a promotion. EI has a ring to it that sounds appealing towards both business owners and managers, and employees alike. It is easy to market grandeur ideals towards business practices as EI presents itself as a win-win situation, making it fairly popular among many businesses in
Kouzes, J., & Posner, B., (2007). The leadership challenge, (4th ed.). San Francisco, CA: Jossey-
They have profound convictions for for their leadership; Their behavior always reflect their core values and they view themselves as individuals that “lead with their hearts as well as their heads while also building enduring organizations” (George 2003). Leaders are encouraged to maintain the perception of authenticity but making sure that their words are consistent and reflect their action or intentions. They should not be so pompous and arrogant that they cannot relate to or find mutual and common ground with their staff. (Goffee & Jones 2005)
Stephen Denning is a gifted business communications guru that views things in ways others don’t and has the ability to explain them so that we all can understand. The Secret Language of Leadership is not just a book about how to become a better manager, it’s about how the use of language can inspire managers into becoming inspirational leaders that bring about a lasting transformation to any company or organization. Anyone with a vision, commitment, and set of basic skills can become a transformational leader. The key to a successful transformational leader is the commitment to communicate to the people they aspire to lead. Today’s employees need to be inspired to want to do, rather than be told what to do. They need to be led rather than micro-managed. Denning places a great deal of significance on conversation, which he defines as, “a two –way street, not a one-way alley”.
Leadership is a complex idea that is often is hard to define. Everyone seems to have different characteristics that they feel contribute to a good leader. Even though there is no straightforward definition of leadership, there are still certain personality traits, behaviors, skills, and motivators that people admire in a leader. The best example to show how leaders utilize these characteristics is to examine a prominent figure in pop culture, such as Beyoncé. Her life is transparent enough that we can analyze her leadership skills, and how they change in any given situation. Beyoncé’s impact as a leader will be analyzed in three different categories.
Daniel Goleman, Richard Boyatzis, Annie McKee (2005). Primal Leadership Realizing the Power of Emotional Intelligence. Boston: Harvard Business School Press.
Goleman, D., Boyatzis, R., McKee, A. (2002). Primal leadership: Realizing the power of emotional intelligence. Boston: Harvard Business School Publishing.
"Premier Leadership." FFA. Brand Identity Study, Strategic Marketing and Research Inc., 2005. Web. 26 Mar. 2012.
In the beginning, Ms. Geis would quietly sit quietly during entire managerial team meetings, but now she is more confident in her abilities, position, and will speak up. “Now I give my opinion or raise questions to ask. Sometimes, I may raise a concern that gives ...
According to Gorkman’s theory, these four components known as C.O.A.T. are key to leadership assessment which "should be a predominant theme in the corporate environment" (Gorkman, 2009). First, Communication is vital in shaping a message that can educate team members, help members to visualize goals or persuade them of the worth of such goals, increase understanding, and gain respect. “Words coupled with action create energy and momentum to achieve" (Gorkman, 2009). In accordance with the Transformational leadership style, communication is emphasized as the basis for achievement. A characteristic that is additionally emphasized is charisma. Specifically in my personal experience, oral presentations have not been my strong suit. By working to improve my confidence and charisma while implementing better communication in my personal life, I can better convey my goals and persuade others to understand and respect my vision. Second, Opportunity is the ability to use "broad knowledge and perspective to create competitive and breakthrough strategies and plans for future sustainability and success" (Gorkman, 2009). Transformational leaders
I am currently serving as Area Chairman of Management and Legal Studies in the College of Business of Loyola University New Orleans. In Addition, I hold the Henry J. Engler Jr., Distinguished Professorship in Management. As such, I have been heavily involved in educating business executive while conducting business researches. My research interest include Quantitative Analysis, Quality Management, Cross-cultural Management, Technology Management, Forecasting and Project Management. I have published numerous articles in leading professional journals worldwide. I also conduct Six Sigma Green Belt Executive Training regularly. I f...
Visibility is an important attribute in the servant leadership theory, because a leader’s visibility will help to influence his followers. Yukl and Tracey also contend (1992) that the “obvious way to exercise referent power is through role modeling.” (p. 199) Carl, unfortunately, became significantly weaker in this area as the organization landscape continued to change. Quite often no one would see Carl for days at a time, or even weeks in some instances. The answer was usually “I’ve been in management meetings” or “I’ve been in financial meetings,” but somehow this information was never relayed to our team. The lack of information, in addition to rare interactions with employees, cracked the foundation of the team. Many wondered what he could possibly be doing, or if he was working at all. This weakness was one which crushed much of the leadership trust and cohesiveness of the