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Read all the questions carefully. Remember to answer the question that is asked. In all the questions, you must reference (not in formal manner) relevant readings, speakers, or class discussions to construct your answers. Remember, the key is to answer the questions asked and provide references to the course material.
1.What is Emotional Intelligence? Why is emotional intelligence important to a leader? Assess you own emotional intelligence. What insights have you gained regarding your own leadership capacities. Reference at least one of Goleman, Josh Joseph, Rabbi Sacks.
2, a.Reflect on the key issue that Lencioni is raising in “The Motive”.What does he say is the difference between a chief executive officer and a chief executing officer?
b.What is Adaptive leadership? How does one manifest it?
c.What does Amy Sacks mean by “dead ends”, “ripples”, and “Spirals”?
3. Discuss two definitions of leadership that we have encountered. Explain and reference them. What do you think of them?
4.Describe the roles that Integrity and Legitimacy play in Leadership (they are different from one another). You could reference West Wing, David Brooks, Henry Kressel, Professor Pava, Jonathan Sacks, Max Weber, and others.
5.Compare and contrast the roles of leader and manager. What are key differences? Can one be both? Can leaders be made or must they be born? Which role would you rather fill? Why? Cite sources.
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7 Key Differences Between Nonprofit and For-profit Organizations
https://online.norwich.edu/academic-programs/resources/7-key-differences-between-nonprofit-andprofit-organizations
Rabbi Sacks
rabbisacks.org
http://www.rabbisacks.org/seven-principles-of-jewish-leadership-written-for-the-adam-science-foundation-leadership-programme/
Seven Principles of Jewish Leadership
I was recently asked to write the foreword to a publication being produced by the Adam Science Foundation to mark
the twentieth anniversary of its leadership programme. Named after the late Adam Science, zichrono livracha, who
tragically died in 1991 aged just twenty-seven, the programme has had great success in developing the next
generation of lay and professional leadership within Anglo-Jewry. It has helped to produce leaders and leadership for
a new age with its old-new challenges.
The phrase “Jewish leadership” is ambiguous. It means leadership by Jews, but it also means leadership in a Jewish
way, according to Judaic principles and values. The first is common, the second rare. Throughout my life it has been
a privilege to witness both. So by way of saying thank you for the past and giving blessings for the future, I have set
out below seven of the many axioms of leadership done in a Jewish way.
Principle 1: Leadership begins with taking responsibility. Contrast the opening of Genesis with the opening of
Exodus. The opening chapters of Genesis are about failures of responsibility. Confronted by God with their sin, Adam
blames Eve, Eve blames the serpent. Cain says, “Am I my brother’s keeper?” Even Noah, “righteous, perfect in his
generations,” has no effect on his contemporaries.
By contrast, at the beginning of Exodus Moses takes responsibility. When he sees an Egyptian beating an Israelite, he
intervenes. When he sees two Israelites fighting, he intervenes. In Midian, when he sees shepherds abusing the
daughters of Yitro, he intervenes. Moses, an Israelite brought up as an Egyptian, could have avoided each of these
confrontations, yet he did not. He is the supreme case of one who says: when I see wrong, if no one else is prepared
to act, I will.
At the heart of Judaism are three beliefs about leadership: We are free. We are responsible. And together we can
change the world.
Principle 2: No one can lead alone. Seven times in Genesis 1, we hear the word tov, “good.” Only twice in the
whole Torah does the phrase lo tov, “not good,” appear. The first is when God says, “It is not good for man to be
alone.” The second is when Yitro sees his son-in-law Moses leading alone, and says, “What you are doing is not
good.” We cannot live alone. We cannot lead alone. Leadership is teamsmanship.
One corollary of this is that there is no one leadership style in Judaism. During the wilderness years there were three
leaders: Moses, Miriam and Aaron. Moses was close to God. Aaron was close to the people. Miriam led the women
and sustained her two brothers. The sages say it was in her merit that there was water to drink in the desert.
During the biblical era there were three different leadership roles: kings, priests and prophets. The king was a political
leader. The priest was a religious leader. The prophet was a visionary, a man or woman of ideals and ideas. So in
Judaism leadership is an emergent property of multiple roles and perspectives. No one person can lead the Jewish
people.
Principle 3: Leadership is about the future. It is vision-driven. Before Moses can lead he has to experience a
vision at the burning bush. There he is told his task: to lead the people from slavery to freedom. He has a destination:
the land flowing with milk and honey. He is given a double challenge: to persuade the Egyptians to let the Israelites
go, and to persuade the Israelites to take the risk of going. The latter turns out to be more difficult than the former.
Along the way, Moses performs signs and wonders. Yet his greatest leadership act occurs in the last month of his life.
He gathers the people together on the bank of the Jordan and delivers the speeches that constitute the book of
Deuteronomy. There he rises to the greatest heights of prophecy, his eyes turned to the furthest horizon of the future.
He tells the people of the challenges they will face in the Promised Land. He gives them laws. He sets forth his vision
of the good society. He institutes principles, such as the septennial national assembly at which the Torah was to be
recited, that will periodically recall Israel to its mission.
Before you can lead, you must have a vision of the future and be able to communicate it to others.
Principle 4: Leaders learn. They study more than others. They read more than others. Of the king, the Torah says
that he must write his own Sefer Torah which “must always be with him, and he shall read from it all the days of his
life” (Deut. 17: 19). Joshua, Moses’ successor, is commanded: “Keep this Book of the Law always on your lips;
meditate on it day and night” (Josh. 1: 8). Without constant study, leadership lacks direction and depth.
This is so even in secular leadership. Gladstone had a library of more than 30,000 books. He read more than 20,000
of them. Gladstone and Disraeli were both prolific writers. Winston Churchill wrote some 50 books and won the Nobel
Prize for Literature. Visit David Ben-Gurion’s house in Tel Aviv and you will see that it is essentially a library with
20,000 books. Study makes the difference between the statesman and the politician, between the transformative
leader and the manager.
Principle 5: Leadership means believing in the people you lead. The rabbis gave a remarkable interpretation of
the passage where Moses says about the Israelites, “They will not believe in me.” God said to Moses: “They are
believers the children of believers, but in the end you will not believe.” They also said that the sign God gave Moses
when his hand became leprous (Ex. 4:6) was a punishment for casting doubt on the Israelites. A leader must have
faith in the people he or she leads.
There is a profound principle at stake here. Judaism prefers the leadership of influence to the leadership of power.
Kings had power. Prophets had influence but no power at all. Power lifts the leader above the people. Influence lifts
the people above their former selves. Influence respects people; power controls people. Judaism, which has the
highest view of human dignity of any major religion, is therefore deeply sceptical about power and deeply serious
about influence. Hence one of Judaism’s greatest insights into leadership: the highest form of leadership is teaching.
Power begets followers. Teaching creates leaders.
Principle 6: Leadership involves a sense of timing and pace . When Moses asks God to choose his successor, he
says: “May the Lord, the God who gives breath to all living things, appoint someone over this community to go out
before them and come in before them, who will lead them out and bring them in” (Num. 27: 16-17). Why the apparent
repetition?
Moses is saying two things about leadership. A leader must lead from the front: he or she must “go out before them.”
But a leader must not be so far out in front that, when he turns around, he finds no one following. He must “lead them
out,” meaning, he must carry people with him. He must go at a pace that people can bear.
One of Moses’ deepest frustrations – we sense it throughout the biblical narrative – is the sheer time it takes for
people to change. In the end, it would take a new generation and a new leader to lead the people across the Jordan
and into the promised land. Hence the rabbis’ great saying: “It is not for you to complete the task but neither are you
free to desist from it.”
Leadership involves a delicate balance between impatience and patience. Go too fast and people resist and rebel.
Go too slow and they become complacent. Transformation takes time, often more than a single generation.
Principle 7: Leadership is stressful and emotionally demanding. Listen to Moses, the greatest leader the Jewish
people ever had: “Did I conceive all these people? Did I give them birth? Why do you tell me to carry them in my
arms, as a nurse carries an infant, to the land you promised on oath to their ancestors? …I cannot carry all these
people by myself; the burden is too heavy for me. If this is how you are going to treat me, please go ahead and kill me
—if I have found favour in your eyes—and do not let me face my own ruin” (Num. 11: 11-15).
You can find similar sentiments in the words of Elijah, Jeremiah and Jonah. All at some stage prayed to die rather
than carry on. Transformative leaders see the need for people to change. But people resist change and expect the
work to be done for them by the leader. When the leader hands the challenge back, the people then turn on him and
blame him for their troubles. So Moses is to blame for the hardships of the desert. Elijah is to blame for disturbing the
peace. Jeremiah is to blame for the Babylonians. No wonder that the most transformative leaders feel, at times,
burnout and despair.
Why then do they lead? Not because they believe in themselves. The greatest Jewish leaders doubted their ability to
lead. Moses said, “Who am I?” “They will not believe in me.” “I am not a man of words.” Isaiah said, “I am a man of
unclean lips. Jeremiah said, “I cannot speak for I am a child.” Jonah, faced with the challenge of leadership, ran
away.
Leaders lead because there is work to do, there are people in need, there is injustice to be fought, there is wrong to
be righted, there are problems to be solved and challenges ahead. Leaders hear this as a call to light a candle
instead of cursing the darkness. They lead because they know that to stand idly by and expect others to do the work
is the too-easy option. The responsible life is the best life there is, and is worth all the pain and frustration. To lead is
to serve – the highest accolade Moses ever received was to be called eved Hashem, “God’s servant,” and there is no
higher honour.
*
There are challenges ahead for British and world Jewry and for the people and state of Israel. The return of
antisemitism is one. The isolation of Israel is another. A third is the erosion of Jewish identity at the edges of affiliation
and commitment.
In truth these are all symptoms of the single overarching question of Jewish existence in the modern age. What is it
to live as a Jew in the public domain, in a world without walls? Jews know how to live with poverty. Do we know how
to live with affluence? Jews know how to survive persecution. Do we know how to handle freedom? We know how to
recognise enemies. Do we know how to make friends? Our destiny is in our hands, and if we seek a better world we
are going to have to do it ourselves.
Never in history has there been a better time to be a Jewish leader. For the first time in 4,000 years of history we
have independence and sovereignty in Israel, rights and equality throughout the Diaspora. In Britain we have a
higher percentage of children at Jewish schools than at any other stage of our 356-year history. Jews and the Jewish
voice are respected in the public domain. And although there are dangerous elements at the fringes of society, Britain
remains a fundamentally tolerant society.
There is a right way for future Jewish leadership to go, and a wrong way. The wrong way is to emphasize
antisemitism and the assaults on Israel, to exaggerate the tensions between the different streams in Jewish life, and
to bemoan the lack of Jewish leadership. The right way is to make friends within and beyond the Jewish community,
to emphasize the ethical and spiritual dimensions of Judaism, to find social action projects we can work on across
other divides, and to find ways of making Jews feel proud to be Jews.
(First published in The Jewish Chronicle and The Jerusalem Post)
© 2015 Rabbi Sacks. All rights reserved. The Office of Rabbi Sacks is kindly supported by The Covenant &
Conversation Trust.Site by Maven
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How the Leadership Gurus
De ne Leadership
By GEORGE AMBLER, JUNE 14, 2013
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What is your de nition of leadership? Only few people have a
solid answer to this question. Few have a clear de nition of
what leadership means for them personally.
The de nition of leadership has been a thorny issue for many
years with each author approaching the topic from a di erent
perspective. This is not to say that any of the de nitions are
right or wrong, rather each attempt exposes a di erent and
valuable facet on what leadership means and how it’s
expressed. Therefore it’s useful to explore the di erent
de nitions, perspective and viewpoints on leadership.
Leadership as In uence
These de nitions describe leadership as a process of
in uencing others. It’s the ability of the leader to build
relationships and in uence people’s behaviour as required to
execute the vision. The outcome of leadership is about
changing the behaviour of people. This perspective of
leadership is focused on inspiring and motivating others, with
an emphasising the relationship between leaders and
followers.
“Leadership is in uence – nothing more, nothing less.” –
John Maxwell, The 21 Irrefutable Laws of Leadership
“Leadership is the incremental in uence that a person
has beyond his or her formal authority” – Vecchio
“Leadership requires using power to in uence the
thoughts and actions of other people.” – Zalenik, A.,
Managers and Leaders: are they di erent?
“In uencing people – by providing purpose, direction,
and motivation – while operating to accomplish the
mission and improving the organization.” – US Army
Manual
“Leadership is the capacity to in uence others through
inspiration motivated by passion, generated by vision,
produced by a conviction, ignited by a purpose.” – Dr.
Myles Munroe, The Spirit of Leadership
“Leadership is the art of in uencing others to their
maximum performance to accomplish any task,
objective or project.” – William Alan Cohen, The Art of a
Leader
“Leadership is an in uence relationship among leaders
and followers who intend real changes that re ect their
mutual purposes.” – Joseph Rost, Leadership in the 21st
Century
“Leadership is the process of in uencing the activities of
an individual or a group in e orts toward goal
achievement in a given situation.” – Hersey, P.,
Blanchard, K., Dewey, E.J., Management of
Organizational Behavior
Leadership as Change
These de nitions describe leadership primarily as a process
of change supported by social in uence and persuasion.
Change is central to e ective leadership. The greater the
change the greater the need for leadership. More change
demands more leadership. Therefore leadership requires
leaders develop vision and future direction, to in uence
people to move towards the vision to achieve a shared goal.
“Leadership is the ability to step outside the culture to
start evolutionary change processes that are more
adaptive.” – Edgar Schein
“Leadership de nes what the future should look like,
aligns people with that vision, and inspires them to make
it happen despite the obstacles.” – John Kotter, Leading
Change
“Leadership is a process whereby an individual
in uences a group of individuals to achieve a common
goal.” – Northouse, P. G., Leadership: Theory and
Practice
“Leadership is the art of mobilizing others to want to
struggle for shared aspirations.” – Kouzes, J.M. and
Posner, B.Z., The Leadership Challenge
“Leadership is the capacity to translate vision into
reality.” – Warren G. Bennis
“Leadership is the process of persuasion or example by
which an individual (or leadership team) induces a group
to pursue objectives held by the leader or shared by the
leader and his or her followers” – John W. Gardner, On
Leadership
“Leadership is the capacity of individuals to spark the
capacity of a human community – people living and
working together – to bring forth new realities.” – Peter
Senge
Leadership as Service
Then there the de nitions of leadership as being about
service to others usually referred to as “servant leadership”.
This perspective of leadership speaks to the motives and
intentions of the leader, proposing that e ective leaders act
from the desire to be of service to others.
“Leadership is about service to others and a
commitment to developing more servants as leaders. It
involves co-creation of a commitment to a mission.” –
Robert Greenleaf
“The rst responsibility of a leader is to de ne reality.
The last is to say thank you. In between the two, the
leader must become a servant and a debtor. That sums
up the progress of an artful leader.” – Max DePree
“All of the great leaders have had one characteristic in
common: it was the willingness to confront
unequivocally the major anxiety of their people in their
time. This, and not much else, is the essence of
leadership.” – John Kenneth Galbraith
Leadership as Character
There are de nitions leadership that refer to the importance
of the leader’s character for e ective leadership. These
recognise the important of integrity, trust and the character
of the leader. This is the recognition that without character
and integrity, people will not trust the leader and without
trust leaders cannot in uence others to follow them on a
journey of change.
“Leadership is a combination of strategy and character. If
you must be without one, be without the strategy.” –
General H. Norman Schwarzkopf
“Leadership: The capacity and will to rally people to a
common purpose together with the character that
inspires con dence and trust” – Field Marshal
Montgomery
“Leadership is not a person or a position. It is a complex
moral relationship between people, based on trust,
obligation, commitment, emotion, and a shared vision of
the good.” – Joanne Ciulla
Leadership as Development
There a a number of de nitions of leadership that focus on
the responsibility of the leader to grow and develop others
into leaders. They highlight the importance of knowing and
expressing who you are as a leader. These de nitions
recognise the need for the personal development of the
leader and their constituents so they are able to e ectively
deal with the challenges of change brought about by a
challenging vision.
“The function of leadership is to produce more leaders,
not more followers.” – Ralph Nadar
“Before you are a leader, success is all about growing
yourself. When you become a leader, success is all about
growing others.” – Jack Welch
“If your actions inspire others to dream more, learn
more, do more and become more, you are a leader.” —
John Quincy Adams, American 6th US President (182529)
“Leadership is a function of knowing yourself, having a
vision that is well communicated, building trust among
colleagues, and taking e ective action to realize your
own leadership potential.” – Warren Bennis
The above de nitions provide an overview of some of the
most widely reference de nitions of leadership.
What’s Your Personal De nition of
Leadership?
As you would have noticed from the collection of leadership
de nitions above that there is no one single de nition of
leadership. There are as many de nitions of leadership as
there are leaders. This is a good thing. It recognises that
leadership is deeply personal and a topic to be wrestled with
by each of us as we prepare to lead. Leaders are unique and
each leader needs a personal de nition of leadership that
guides and inspires them. Unless we understand what we
mean by leadership it becomes di cult to select, develop and
grow leaders.
As leadership is personal and unique to the individual, having
your own personal de nition provides an anchor for your
role as leader. Your de nition of leadership a ects how you
think about your role, how you act, your relationship with
others and ultimately your results.
If you don’t as yet have a personal de nition of leadership
take some time over the next week to develop one that’s your
own. I would suggest the following process to create your
own personal de nition of leadership:
1. Review the de nitions listed previously as a source of
inspiration. Highlight those that resonate with you
personally.
2. Start a conversation with your peers and others on how
they de ne leadership. Use these conversations to
stimulate and challenge your own thinking.
3. Work on and revise your personal de nition as you go.
4. Your personal de nition should create awareness for
you concerning to your role as leader.and help
you answer the question, “How do I know when I’m
leading?”.
Lastly, please leave a comment below, sharing your de nition
of leadership.
TAGGED WITH: CHANGE, INFLUENCE, LEADERSHIP DEVELOPMENT
Comments
Jamie Notter says
June 14, 2013 at 13:12
I use Peter Senge’s de nition (modi ed a bit): leadership is
the system’s capacity to shape its future. To me, it is
fundamentally NOT an individual thing. It’s a system thing. Of
course we as individuals need to develop in ways that
increase that capacity, so all the issues of vision and trust and
service are relevant, but if we want our organization to have
leadership, I think we need to look beyond just the individuals
who inspire us.
Reply
Danielle Aaronson says
June 14, 2013 at 19:40
At Luck Companies we de ne a Values Based Leader as one
who lives, works, and leads in alignment with their personal
core values, principles, and beliefs to in turn ignite the
extraordinary potential in those around them.
I love this de nition because it talks about personal
responsibility in keeping oneself straight & beautiful and also
talks about the responsibility to make the world a better
place.
Danielle E. Aaronson
@deaaronson
http://www.valuesbasedleader.com
Reply
Ruth says
February 11, 2015 at 14:11
This is so insightful. It has helped me in being able to de ne
leadership in a broader perspective. I have a question
though. How can one approach this statement: De ning
leadership in the contemporary world is a challenge. Which
areas of leadership does one need to touch on?
Thanks
Reply
Paul Ambenne says
July 24, 2016 at 22:17
For me leadership is about in uence but character and
integrity is key to building trust in people you in uence
Below is my own de nition of Leadership:
“Leadership is the ability to motivate and in uence people by
your example in character, humility and integrity, and
inspiring them through passion and conviction towards the
achievement of a shared vision”- Paul Ambenne, 2016
Reply
Kindness says
December 17, 2016 at 02:52
Leadership is a process by which an individual is able to
motivate others to follow his lead to achieve a common
objective
Reply
Dexter SCOTT Christian says
August 29, 2017 at 01:58
I believe leadership is showing and doing. Showing those you
aspire to lead through action. Showing them that you are as
passionate about the goals set forth in the vision.
Demonstrating a determination to see all who are involved
succeed in their are of responsibility. That is what
demonstrates character and integrity.
Reply
Ayodele Olaiya peter says
December 5, 2017 at 14:07
To me. Leadership is a process of coordinating, directing and
managing a system, through a constitutional conduct of the
system to create e ective function of the system and to bring
e ciency to the system.
Leader is a body of person’s saddle with the responsibilities
to lead, direct and coordinate a group of people to achieve
the group obligation
Reply
Vili H. Shohe says
June 6, 2018 at 13:17
According to my understanding, “Leadership is not just to
impose rules or manipulate the followers but it is the quality
to guide the known and the unknown in a better manner”.
Reply
Samuel Omotunwase says
June 20, 2018 at 03:37
For me I see leadership as a process of in uencing others to
achieve the vision of the leader now seen as a common goal.
To therefore, be a true leader, such a person should be able
to have a vision, device strategies of achieving the vision,
motivate people to follow the vision, stimulate actions
towards achieving the goals and in the process develop
leadership potentials of others.
Reply
Stephanie Daniels says
July 16, 2018 at 17:18
I believe leadership to be about self-awareness of oneself as
well as the world around you. And believing in something that
is worth ‘ ghting for,’ otherwise what is the purpose of
leading others into something that you do not believe in
yourself? #MBA@SU
Reply
Stefany says
July 17, 2018 at 09:41
Leadership is having an original vision for the future and
inspiring others to work together to help achieve that vision
#MBA@SU
Reply
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