Leadership Identity

Goldsmith, Marshall
August 2011
Leadership Excellence Essentials;Aug2011, Vol. 28 Issue 8, p8
The article discusses how to improve leadership identity. The four sources of identity are described, namely, remembered identity, reflected identity, programmed identity and created identity. Tips offered for leaders include avoiding to engage in arguments to prove how smart they are, measuring their mojo, which refers to a positive and powerful spirit, and rebuilding a damaged reputation. Leaders are also advised to evaluate the benefits and satisfaction they get from their daily activities.


Related Articles

  • Build Great Mojo. Goldsmith, Marshall // Leadership Excellence Essentials;Jun2010, Vol. 27 Issue 6, p11 

    The article deals with the four elements that could influence a person's willingness to become a good leader. It stresses the importance of knowing his or her identity as perceived by the person himself. Examining a person's achievement is also noted. It also stresses the importance of being...

  • Developing Leaders. Ross, Ryan // Leadership Excellence;Apr2013, Vol. 30 Issue 4, p8 

    The author discusses leadership development at organizations, providing recommendations for leader recruitment and arguing that effective leaders possess integrity, competence, judgment, and vision. According to the author, a leader's personality is a combination of their identity and...

  • Smart or Effective. Goldsmith, Marshall; Wheeler, Patricia // Leadership Excellence;Sep2010, Vol. 27 Issue 9, p20 

    The authors discuss the difference between being a smart and an effective leader. They note that a leader's answer when choosing which he or she would rather be, smart or effective, says a lot about how he or she values his or her reputation. Based on experience, choosing to be effective rather...

  • Comment on the Calvert paper. Ingberman, Daniel E. // Public Choice;Sep1987, Vol. 55 Issue 1/2, p121 

    Comments on a paper that analyzes the strategic problem of a political leader in building a reputation of being willing to punish the transgressions of followers even when it may be costly to do so. Description of an effective legislative leader based on the model developed in the paper; Way by...

  • Checking your organizational pulse. ELLIS, LEE // Smart Business Northern California;Nov2013, Vol. 6 Issue 12, p5 

    The article offers tips on how businesspeople in California can improve their business reputation and results. It explains the correlation between trust and unity among employees and employers. It states that leading a business means encountering challenges on a daily basis. It mentions the...

  • Great and Good. Immelt, Jeffrey R. // Leadership Excellence Essentials;May2005, Vol. 22 Issue 5, p17 

    This article describes the efforts of leaders to create a great and a good company. Great in the sense of tremendous results for investors and for customers, growth and profitability, and good in the sense of connection to the world, adding to the quality of the work force and customers, and the...

  • Balanced Leaders. Dixon, Diane L. // Leadership Excellence Essentials;May2005, Vol. 22 Issue 5, p19 

    This article describes the qualities, which should be inculcate in a leader. Leaders who try to control events, people, and life actually have less control and stability. Effective leaders can flow with what unfolds because they are centered and grounded in values and purpose. Now leaders need...

  • Toxic leadership isn't dead yet. ELLIS, LEE // Smart Business Florida;Summer2014, Vol. 6 Issue 2, p8 

    The article discusses the characteristics of dysfunctional leaders and solutions to ease their toxic leadership. Topics covered include toxic behavior of leaders such as denying when they are wrong, defending themselves through rationalizations and destroying the reputation of those who expose...

  • Lead Learning. Beer, Michael // Leadership Excellence;Jan2010, Vol. 27 Issue 1, p7 

    The article offers information on high commitment, high performance (HCHP) organizations. These are the organizations that achieve performance alignment, psychological alignment, and the capacity for learning and change. They embody the principles and results leaders aspire and develop...


Read the Article


Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics