Group Exercise

How Do They Do It? Examining the Skills of Famous Leaders

Objectives

  • To examine the leadership skills of famous leaders.
  • To further explore different approaches to leadership.

Introduction

In this chapter you learned four different approaches to explaining leadership. We know that leaders possess traits and skills that make them successful. They are effective communicators. They are guided by a vision that is shared by others. They are skillful planners. They are champions for their cause. They are successful at motivating people to voluntarily pursue goals. Leaders can be villains or heroes, trailblazers and visionaries, revolutionaries or college students. The purpose of this exercise is to examine the skills displayed by famous leaders and to deter- mine how you might use this knowledge to improve your leadership skills.

Instructions

Break into groups of five to six people. First, brainstorm a list of famous leaders—CEOs, presidents, politicians, monarchs, or whoever, as long as the group knows something about their skills as leaders. Next, the group needs to pick two leaders to compare and contrast. Try to pick leaders that seem vastly different from one another—for example, Joan of Arc and Mother Teresa. Once you have decided on the two leaders, use the following survey to profile them in terms of their skills and traits. Use the panels and additional material in this chapter to help guide your discussion. Answer the questions for discussion after completing the survey.

Profile Survey Leader A Name Leader B Name:

In terms of power:Personalized power ___Personalized power ___

This person uses/used Socialized power ___Socialized power ___

which sources of power? Legitimate power ___Legitimate power ___

Reward power ___Reward power ___

Coercive power ___ Coercive power ___

Expert power ___ Expert power ___

Referent power ___Referent power ___

In terms of influence: Consultation ___Consultation ___

What influence tactics Rational persuasion ___Rational persuasion ___

does/did this person use? Inspirational appeals ___ Inspirational appeals___

Ingratiating tactics ___Ingratiating tactics ___

Coalition tactics ___Coalition tactics ___

Pressure tactics ___Pressure tactics ___

Upward appeals ___ Upward appeals ___

Exchange tactics ___Exchange tactics ___

In terms of the trait Honest ___Honest ___

approach to leadership: Competent ___Competent ___

Which traits does/did Forward-looking ___Forward-looking ___

this person exhibit? Inspiring ___Inspiring ___

Intelligent ___Intelligent ___

Self-awareness ___Self-awareness ___

Self-management ___Self-management ___

Social awareness ___Social awareness ___

Relationship ___ Relationship ___

management management

In terms of behavioral U of Michigan Model___U of Michigan Model___approaches to leadership: Job-centered behavior ___ Job-centered behavior ___

Which leadership behaviors Employee-centered ___Employee-centered ___

did/does this person exhibit?behaviorbehavior

OhioState Model ___OhioState Model ___

Initiating structure ___Initiating structure ___

Consideration ___Consideration ___

In terms of transactional Transactional leader ___Transactional leader ___

and charismatic leadership:Charismatic leader ___Charismatic leader ___

What general type of leader Servant leader ___Servant leader ___

is/was this person?

Questions for Discussion

  1. What criteria did your group use to determine which two leaders you would profile? Describe.
  2. In what ways are the leadership styles of these leaders similar? In what ways are they different? Explain.
  3. After completing this survey, wereyou surprised at the similarity or dissimilarity between these leaders? Discuss.
  4. Which one of these leaders would you want to work for? Explain your rationale.