The PhD project of the research project was primarily emphasized on the impact and relationship between leadership and counterbalance. But the material complementary part of my leadership was to awaken sixteenth prominent leaders of their descriptions of leadership concepts, as well as their leaders, including transformers.
Sixteen prominent leaders / research participants each had a unique life trip to address adversity and then work to succeed and successful leaders. One common theme is that barriers or opposites in the initial life of participants, such as parents, poverty, discrimination, or even victim victims, were not the main or most important event in their lives. They grow each through experiences that accompanied increased responsibility in their work, or with significant career changes. Successful obstacles prevented them from growing in their adulthood. The encouragement, guidance and example of mentors played a significant part in their lives.
In deep research into a doctoral thesis in leadership and adversity, I have shown that the counselor, especially the leader of the supervisor, can teach people how to overcome the obstacles and adversity of life. Informed mentors or servants leaders mentors are a classic example of someone who uses transformational technology and skills in life.
The leader I interviewed about the importance of being an informed and caring supervisor can guide from his own experience with adversity. They are some who have been there and have managed to overcome the difficult problem or major adversity. In some cases, mentors can teach mentees what way to go on the basis of their experience by taking the wrong path and learning a better way. A supervisor may have experienced and overcome someone else, even scary, difficult with his journey or life that could encourage men to height.
Sixteen prominent leaders in my personal interview identified nine important qualities of leaders. Many of these leaders of exercises, including usually in relation to transformers, can be found at first from my research research:
1. Honesty or Integrity
2. Highly Qualified People
3. Initiative, assertiveness, drive, or determination
4. Great communication skills or willingness to speak, take positions or make decisions
] 5. Vision (Perspective)
6. Desire or Passion to Lead and Encourage
7. Positive Attitude and Self-esteem; charisma
8. Knowledge of business and / or group projects on behalf; ability
9. Ability to overcome adversity or obstacles
Sixteen prominent leaders I interviewed my doctoral studies in leadership and adversity specifically identified four important features that are not commonly found in academic leadership literature.
10. Being a slave leader, serving people, and especially being humble
11. Having both religious faith and strong family ties
12. Grant or acknowledge the worst adversity as an opportunity
13. Have a mentor or mentor in their development as leaders (Haller, 2008, pp. 116-117).
Some participants in my leadership studies acknowledge the cleansing nature of adversity, but it was not really "transformers" rather commentary on their experience of overcoming adversity, obstacles, abuse, discrimination, parent's death, or in one case the Nazi Holocaust.
Supervisor Attributes or Attributes and Transformers
I have found a personal leadership experience and doctoral research in the field of leadership, that the transformation government is particularly important in the "real application" leadership. In the early 1980s, the revival of scientists was to update academic literature with its findings, repackaging and remarks of leadership theory. Many leading schools emphasize leadership leadership performance in the context of transformation leaders.
Review of Recent Characteristics or Characteristics
My Personal Interviews and Their Answers to my "What is a summit meeting" and "What helps them become leaders" questions in the list of 13 leadership methods I'm just registered from leadership my research with sixteen prominent leaders. Many of my thirteen leadership exercises that were mentioned were often found in leadership literature. Finding, renaming and defining the attributes of theory and transformation or local leadership studies were led by such publications as Austin, Blanchard, Johnson, Kouzes, Posner, Peters, Waterman and Zigarmi. Some authors wrote about the characteristics of theory by adding the concept of "excellence" as the goal of success in leadership. Much of the leadership study focused on the important effect of being a transformation leader.
A large number of studies conducted during the first half of the twentieth century by scientists used children or high school / university students as individuals, including Bass & Stogdill. Much of research conducted in 1950's leadership training began to focus on business executives, CEOs, and recent college graduates in management programs in large companies.
In the latter part of the twentieth century, the theory that leaders were "born" had been rejected by several key scientists, including Bennis, Gardner and Kotter. Van Fleet and Yukl thought that certain symptoms helped leaders to succeed and that these symptoms contained initiative and disaster.
Kouzes and Posner demonstrated great research that seemed and recognized the characteristics of leaders necessary to "build or build" leaders. Kouzes and Posner specify nineteen characteristics or characteristics that are expected to be leaders; which they claimed were consistent for decades and over six continents.
The list of leadership roles list was in accordance with the list of own privileges. They started with "honest", which was chosen by 88% of respondents. The other three methods were: (a) prospective, (b) talented and (c) motivating and these terms were found in the list of 13 leadership roles in my doctoral research.
The comments and results of my research basically led the leadership of sixteenth prominent leaders emphasized the importance of transformation leaders from doctoral dissertation in leadership and adversity are in line with the bulk of literature leadership but a new new element of influence and influence to overcome adversity and especially the importance of transformation leaders.