Informative Summary

Goffee, R. & Jones, G. (2000, September/October). Why should nyone be led by you! Harvard Business Review, "# ($), %2&"0.

'll le ders need ()s)on nd ener*y, but to be )nsp)r t)on l, le ders need four other +u l)t)es s ,ell- select)(ely sho,)n* ,e .nesses, rely)n* on )ntu)t)on, m n *)n* ,)th tou*h emp thy, nd re(e l)n* d)fferences. /he report )s )med to help e0ecut)(es nd bus)ness le ders underst nd the necess ry +u l)t)es one needs to become *re t )nsp)r t)on l le der.

Robert Goffee nd G reth Jones for the p st 10 ye rs h (e s.ed the +uest)on to m ny e0ecut)(es, 2Why ,ould nyone , nt to be led by you!3 /he)r rese rch )nto le dersh)p h s been on*o)n* for the l st 2$ ye rs. 4n the l st ye r lone there ,ere more th n 2,000 boo.s ,r)tten on le dersh)p, but they found th t )nsp)r t)on l le ders sh re the follo,)n* four +u l)t)es. 5)rst, e0ecut)(es ,ho sho, some of the)r o,n ,e .nesses est bl)sh trust bet,een co& ,or.ers, ,h)ch cre tes ,or.&fr)endly tmosphere. 6e ders ,ho ppe r to be fl ,less re

somet)mes d)ff)cult to ppro ch. When le ders sho, ,e .nesses, they seem more *enu)ne nd re l to the)r follo,ers. 's these ,e .nesses re sho,n, h rmony nd un)ty )s bu)lt bet,een the e0ecut)(e nd the follo,er. 7o,e(er, e0pos)n* these ,e .nesses must be done c refully. ' le der ne(er , nts to sho, ,e .ness th t could be detr)ment l to the)r profess)on. 6e ders

need to sho, competency )n the)r profess)on ,h)le lso sho,)n* s)mple fl ,s. Secondly, )nsp)r t)on l le ders re *ood s)tu t)on sensor ,h)ch me ns th t they c n

e s)ly .no, ,h t )s *o)n* on )n d)fferent c)rcumst nces ,)thout h ()n* to s.. /hey h (e n )nst)nct th t llo,s them to sense the)r surround)n*s nd underst nd feel)n*s th t ren8t l, ys (oc lly e0pressed. R y ( n Sch )., the ch )rm n of 7e)ne.en )n the e rly 1990:s, )s *ood

e0 mple of someone ,ho h s (ery ref)ned sensors. ; n Sch )., unl).e other e0ecut)(es, could re d 7e)ne.en e(en thou*h they ,eren:t l, ys )n d)rect cont ct. 7e de(eloped the b)l)ty to .no, ,h t 7e)ne.en , nted before be)n* told. Sens)n* )s *re t +u l)ty to h (e< ne(ertheless,

)t c n cre te problems. Somet)mes ,hen le ders sense someth)n*, )t could )nterfere ,)th the truth. Somet)mes )t )s necess ry to underst nd the s)tu t)on completely before =ump)n* to conclus)ons. /h)rd, )nsp)r t)on l le ders pr ct)ce tou*h emp thy. /ou*h emp thy me ns fulf)ll)n* peoples needs, nd not l, ys *)()n* them ,h t they des)re. > ny t)mes m n*ers re told to be soft on the cr)t)c)sm *)(en to employees, but tou*h emp thy )n(ol(es be)n* d)rect. Often )t )s necess ry to be tou*h on employees. /h t tou*hness sho,s them th t you c re bout the)r ,or.. 4t b l nces respect for the )nd)()du l, nd helps them ccompl)sh the)r ss)*nments. 'n or* n)? t)on l).e the > r)ne @orps, re un)+ue )n they , y they sho, tou*h emp thy. ' recru)t )s l, ys pushed to the l)m)ts ,)th 2*ro, or *o3 motto. 7o,e(er, )f the bus)ness )s *o)n*

throu*h d)ff)cult)es, le ders need to be c reful bout ho, they sho, tou*h emp thy. 4n those t)mes, le ders need to be ,)ll)n* to step b c., nd loo. t the s)tu t)on from perspect)(e. /h)s c n be d)ff)cult, but ,hen d)fferent

le der de(elops th)s +u l)ty )t helps sho, the)r

follo,ers the)r true sel(es. 4t sho,s them th t you *enu)nely c re bout the)r ,or., nd th t you , nt them to succeed. /he f)n l +u l)ty le der must h (e )s the ,)ll)n*ness to be d)fferent. As)n* d)fferences )s

the most )mport nt +u l)ty of the four ment)oned. Sho,)n* some .)nd of d)fference helps people remember ,hom you re. 4t d)fferent) tes the e0ecut)(e from e(eryone else, nd the)r employees follo, them. 4t ser(es to help .eep d)st nce from those you ,or. ,)th. 6e ders l)ttle det ched. /hey use sep r teness

re l)?e th t follo,ers ,)ll push themsel(es )f they re

to mot)( te nd )nsp)re others. 7o,e(er, some le ders lose cont ct ,)th the)r follo,ers by o(er d)fferent) t)n* themsel(es. 6e ders need to be sep r ted, but they c n:t lose cont ct.

4n order for these four +u l)t)es to ,or., they must become p rt of the le der8s person l)ty. 4t c n be d)ff)cult to )mplement them bec use )t )sn8t l, ys n tur l. One )mport nt th)n* to remember )s th t there )s no s)n*le r)*ht , y to become le rn)n* these four +u l)t)es )s *re t le der< ho,e(er,

necess ry f)rst step. Once you be*)n to underst nd these

+u l)t)es, you c n st rt )mplement)n* them )n your l)fe )n your o,n person l , y. 'n )mport nt recommend t)on )s th t you must l, ys be yourself.

Executive Summary

Goffee, R., & Jones, G. (2000, September/October). Why should nyone be led by you! Harvard Business Review, 78 ($), %2&"0.

4t h s been found th t e0celled le ders h (e four ch r cter)st)cs- they select)(ely sho, the)r ,e .nesses, rely he ()ly on )ntu)t)on to * u*e the ppropr) te t)m)n* nd course of the)r ct)ons, m n *e employees ,)th tou*h emp thy, nd re(e l the)r d)fferences. 'll four ch r cter)st)cs must be present to m 0)m)?e le dersh)p success. W)th tr )n)n* )n these four +u l)t)es, the rel t)onsh)p bet,een m n *ement nd R&B could be )mpro(ed. > n *ement h s been unsuccessful )n h ()n* de dl)nes met from the R&B dep rtment. W)th )mpro(ed s.)lls, both dep rtments ,)ll le rn to ,or. more h rmon)ously to*ether nd ,)ll become more eff)c)ent. /he rt)cle, 2Why Should 'nyone Ce 6ed Cy Dou3, e0h)b)ts the success of )nd)()du ls ,)th the four ch r cter)st)cs ment)oned bo(e, sho,)n* ho, m n *ers c n become more )n tune ,)th the)r employees. 5)rst, )nsp)r t)on l le ders re(e l cert )n ,e .nesses, ,h)ch br)n*s them do,n to the s me le(el s the)r employees. 4t est bl)shes trust, coll bor t)(e sensor

tmosphere, nd sol)d r)ty< ,h)ch )mpro(es ,or.)n* eff)c)ency. Second, becom)n*

helps the le der to better connect nd reco*n)?e the needs of the)r follo,ers. Sensors de(elop n eff)c)ent ,or. tmosphere bec use they .no, ,h t needs to be done ,)thout be)n* told. /h)rd, tou*h emp thy )s the )de of *)()n* the follo,ers ,h t they need to be successful but not necess r)ly ,h t they , nt. 4t b l nces respect for the )nd)()du l s ,ell s the t s. t h nd. 5)n lly, the l st ch r cter)st)c d)scussed )s d re to be d)fferent. 4nsp)r t)on l le ders c p)t l)?e on d)fferences th t re un)+ue bout themsel(es. /h)s pro()des le der nd the follo,er. /he rt)cle po)nts out th t successful. soc) l d)st nce bet,een the

le der needs ll four ch r cter)st)cs to be

/he ppl)c t)on of these four +u l)t)es ,ould be

*re t dd)t)on to the corpor t)on. 4t ,)ll

)mpro(e mor l, s ,ell s product)on. Robert Goffee nd G reth Jones h (e obser(ed these ch r cter)st)cs for o(er 2$ ye rs, nd o(er th)s t)me they h (e found them successful. ' tr )n)n* conference )s scheduled on Becember 11&1E )n our re . Goffee nd Jones ,)ll be the spe .ers. /he conference ,)ll cost F2$0 per )nd)()du l to ttend. 4 recommend th t ,e send our G m n *ers to th)s conference. 4f R&B c n p)c. up product)on nd meet the scheduled de dl)ne of the 7B pro=ect, )t ,)ll s (e the corpor t)on ppro0)m tely F1$00.

Evaluative Summary

Goffee, R., & Jones, G. (2000, September/October). Why should nyone be led by you! Harvard Business Review, 78 ($), %2&"0. true )nsp)r t)on l le der, person sensor,

Why should nyone be led by you! /o become

needs to )ncorpor te the follo,)n* four +u l)t)es- re(e l your ,e .ness, become

pr ct)ce tou*h emp thy, nd d re to be d)fferent. /hrou*h 2$ ye rs of e0tens)(e rese rch these +u l)t)es h (e been pro(en to )nsp)re people. 5)rst s c dem)cs, then s consult nts, no, s e0ecut)(es they )mplement the)r f)nd)n*s )n the)r o,n bus)ness. G)(en throu*h the)r e0 mples ,e c n see ho, e ch of the +u l)t)es ,or.s to*ether )n mold)n* n )nsp)r t)on l le der, ,h)ch )s needed )n the ,or.pl ce. 'll spects of bus)ness re+u)re n effect)(e le der. Cy us)n*

prec)se nd s)mple l n*u *e, th)s dyn m)c rt)cle del)(ers the b s)c +u l)t)es of le d)n* others. 7o,e(er, n d=ustment of l r*e +uot t)ons nd ch rts ,)th)n the rt)cle ,ould better m 0)m)?e )ts re d b)l)ty nd effect)(eness.

Informative Abstract

Goffee, R., & Jones, G. (2000, September/October). Why should nyone be led by you! Harvard Business Review, 78 ($), %2&"0.

6e ders need four +u l)t)es to be successful. 5)rst, they need to sho, ,e .nesses th t help est bl)sh trust. Second, le ders re *ood s)tu t)on l sensors, ,h)ch me ns they c n sense ,h t )s *o)n* on round them. /h)rd, le ders pr ct)ce tou*h emp thy by *)()n* follo,ers ,h t they need )nste d of ,h t they , nt. 5)n lly, le ders need to be ,)ll)n* to be d)fferent. /hese four +u l)t)es need to become p rt of the le ders person l)ty.

Descriptive Abstract Goffee, R., & Jones, G. (2000, September/October). Why should nyone be led by you! Harvard Business Review, 78 ($), %2&"0. true )nsp)r t)on l le der, person sensor,

Why should nyone be led by you! /o become

needs to )ncorpor te the follo,)n* four +u l)t)es- re(e l your ,e .ness, become

pr ct)ce tou*h emp thy, nd d re to be d)fferent. Cy )ncorpor t)n* these four +u l)t)es )nto your person l)ty, you ,)ll become le der ,ho )nsp)res your follo,ers.