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Essay / Research Paper Abstract
A 3 page paper that describes personal experiences with a true and genuine leader. The writer first explains what a genuine leader is and explains these characteristics were observed in the hypothetical leader as were characteristics of servant, situational and transformational leadership. Bibliography lists 5 sources.
Page Count:
3 pages (~225 words per page)
File: MM12_PGgnld9.rtf
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Unformatted sample text from the term paper:
leaders that I have encountered demonstrate the traits on these lists. Swindell (2008) says that the first trait of the true leader is that the person leads themselves. They dont
just give out orders, they are an active part of the organization and are self-motivated (Swindell 2008). Secondly, a leader is never authoritarian because they have hired talented people and
they leave those people to do their work (Swindell 2008). True leaders are always open to new ideas and new ways to do things (Swindell 2008). They do not refuse
to consider new ways of doing things that may be different than what was done in the past. This is an especially important trait in todays quickly-changing world. Along this
same line of thought is that genuine leaders in todays marketplace seek diversity in their employees, manages and executives (Swindell 2008). The most effective leaders have a vision for
the company and they are capable of translating that vision to those around them (Swindell 2008). They are passionate about their vision and remind others about it frequently. Whatever the
vision is, they are committed to it. For instance, if the leader wants the company to offer exceptional customer service, they will do whatever is needed to achieve the goal.
The vision and commitment are not enough in the scheme of things, they have devised ways to measure progress towards the goal (Swindell 2008). This is followed by the leaders
ability to complete or finish the job. They dont get distracted away from the big picture and they dont forget what they are striving for (Swindell 2008). Genuine leaders appreciate
what others are doing (Swindell 2008). They recognize and acknowledge effort and achievements of others (Swindell 2008). They may do so through praise or more tangible rewards, such as bonuses
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