Sunday 7 July 2013
The topic of leadership has been important since the dawn of time. History is filled with examples of great leaders such as Quiad-e-Azam, Nelson Mandela and Bill Gates. These leaders likely possessed some of the leadership traits discussed in this course.
You are required to go to the internet home page for leadership values (www.leader-values.com) and select the subheading “4E’s from the title bar of the website. This section provides an overview of leadership and suggests four essential traits/ behaviors that are exhibited by leaders: to envision, enable, empower and energize. After reading the material go back to the home page, and select the subheading “featured leaders” from the main title bar. Next choose one of the leaders, “Kofi Annan” or “Dorothy Emma Howell (later Rodham)” from the list of historical figures and read the description about his or her leadership style and answer following questions:
Was this leader successful in using the 4 E’s of leadership? Describe how he or she used the 4 E’s. (Marks 10)
Using any of the theories discussed in your course, how would you describe the leadership style of the chosen historical figure? (Marks 10)
Solution:
LeaderValues offers the proven 4E’s Leadership Framework – Envision, Enable, Empower and Energize. The advantages of this unique framework are twofold: First, it blends Leadership and Strategy by including both operational (task) andorganizational (people) aspect. Second, it can be modified to meet the exact needs of a specific Enterprise, and thus can be used either by individuals or teams.
Hitler was, first and foremost, determined to command personally. According to his so-called Leader Principle (Führerprinzip), ultimate authority rested with him and extended downward. At each level, the superior was to give the orders, the subordinates to follow them to the letter. In practice the command relationships were more subtle and complex, especially at the lower levels, but Hitler did have the final say on any subject in which he took a direct interest, including the details of military operations, that is, the actual direction of armies in the field.
Moreover, as time went on he took over positions that gave him ever more direct control. From leader (Führer) of the German state in 1934, he went on to become commander-in-chief of the armed forces in 1938, then commander-in-chief of the army in 1941. Hitler wanted to be the Feldherr, the generalissimo, exercising direct control of the armies himself, in much the same sense that Wellington commanded at Waterloo, albeit at a distance.
You are required to go to the internet home page for leadership values (www.leader-values.com) and select the subheading “4E’s from the title bar of the website. This section provides an overview of leadership and suggests four essential traits/ behaviors that are exhibited by leaders: to envision, enable, empower and energize. After reading the material go back to the home page, and select the subheading “featured leaders” from the main title bar. Next choose one of the leaders, “Kofi Annan” or “Dorothy Emma Howell (later Rodham)” from the list of historical figures and read the description about his or her leadership style and answer following questions:
Was this leader successful in using the 4 E’s of leadership? Describe how he or she used the 4 E’s. (Marks 10)
Using any of the theories discussed in your course, how would you describe the leadership style of the chosen historical figure? (Marks 10)
Solution:
LeaderValues offers the proven 4E’s Leadership Framework – Envision, Enable, Empower and Energize. The advantages of this unique framework are twofold: First, it blends Leadership and Strategy by including both operational (task) andorganizational (people) aspect. Second, it can be modified to meet the exact needs of a specific Enterprise, and thus can be used either by individuals or teams.
Hitler was, first and foremost, determined to command personally. According to his so-called Leader Principle (Führerprinzip), ultimate authority rested with him and extended downward. At each level, the superior was to give the orders, the subordinates to follow them to the letter. In practice the command relationships were more subtle and complex, especially at the lower levels, but Hitler did have the final say on any subject in which he took a direct interest, including the details of military operations, that is, the actual direction of armies in the field.
Moreover, as time went on he took over positions that gave him ever more direct control. From leader (Führer) of the German state in 1934, he went on to become commander-in-chief of the armed forces in 1938, then commander-in-chief of the army in 1941. Hitler wanted to be the Feldherr, the generalissimo, exercising direct control of the armies himself, in much the same sense that Wellington commanded at Waterloo, albeit at a distance.
