MGT164 UCSD Discovering Your Authentic Leadership Questions There are 6 topics in total, you only need to choose 2 of them. I have attached the requirement

MGT164 UCSD Discovering Your Authentic Leadership Questions There are 6 topics in total, you only need to choose 2 of them. I have attached the requirement PDF. I chose #1 and #6. Please use MLA format and cite correctly. For #1, you need to read two articles: “Discovering Your Authentic Leadership” (attached), “The Authenticity Paradox” (https://hbr.org/2015/01/the-authenticity-paradox). Please write 1.5 page double-spaced for this one.For #6, you need to read the article “Harnessing the science of Persuasion” . Please write 1.5 page of double-spaced essay (specific instructions in the PDF file). So, total, you will need to write 3 pages. MANAGING YOURSELF
Discovering Your Authentic Leadership
We all have the capacity to inspire and empower others. But we must ?rst be willing to
devote ourselves to our personal growth and development as leaders.
D
leadership scholars have conducted more than 1,000 studies in an attempt to determine the de?nitive styles, characteristics, or personality
traits of great leaders. None of these studies has produced
a clear pro?le of the ideal leader. Thank goodness. If scholars
had produced a cookie-cutter leadership style, individuals would
be forever trying to imitate it. They would make themselves
into personae, not people, and others would see through them
immediately.
No one can be authentic by trying to imitate someone else.
You can learn from others’ experiences, but there is no way you
can be successful when you are trying to be like them. People
trust you when you are genuine and authentic, not a replica of
someone else. Amgen CEO and president Kevin Sharer, who
gained priceless experience working as Jack Welch’s assistant in
Mick Wiggins
URING THE PAST 50 YEARS,
hbr.org | February 2007 | Harvard Business Review 129
YEL MAG CYAN BLACK
by Bill George, Peter Sims, Andrew N. McLean, and Diana Mayer
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Discovering Your Authentic Leadership
the 1980s, saw the downside of GE’s cult
of personality in those days. “Everyone
wanted to be like Jack,” he explains.
“Leadership has many voices. You need
to be who you are, not try to emulate
somebody else.”
Over the past ?ve years, people have
developed a deep distrust of leaders.
It is increasingly evident that we need
a new kind of business leader in the
twenty-?rst century. In 2003, Bill
George’s book, Authentic Leadership:
Rediscovering the Secrets to Creating
Lasting Value, challenged a new generation to lead authentically. Authentic
leaders demonstrate a passion for their
purpose, practice their values consistently, and lead with their hearts as well
as their heads. They establish long-term,
meaningful relationships and have the
self-discipline to get results. They know
who they are.
Article at a Glance
The largest in-depth study ever undertaken on how people can become and
remain authentic leaders shows that an
individual does not have to be born
with any universal characteristics or
traits of a leader.
The journey to authentic leadership
begins with understanding the story
of your life. Most authentic leaders
reported that their stories involved
overcoming dif?cult experiences and
using these events to give meaning to
their lives.
Authentic leaders work hard at understanding and developing themselves.
They use formal and informal support
networks to get honest feedback
and help ground themselves. They temper their need for public acclaim and
?nancial reward with strong intrinsic
motivations.
It may be possible to produce shortterm outcomes without being authentic, but authentic leadership drives
long-term results. The integrity of authentic leaders helps to sustain organizational results through good times
and bad.
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Many readers of Authentic Leadership, including several CEOs, indicated
that they had a tremendous desire to
become authentic leaders and wanted
to know how. As a result, our research
team set out to answer the question,
“How can people become and remain
authentic leaders?” We interviewed 125
leaders to learn how they developed
ries to understand who they were at
their core. In doing so, they discovered
the purpose of their leadership and
learned that being authentic made
them more effective.
These ?ndings are extremely encouraging: You do not have to be born with
speci?c characteristics or traits of a
leader. You do not have to wait for a tap
Analyzing 3,000 pages of transcripts, our team was
startled to see you do not have to be born with speci?c
characteristics or traits of a leader. Leadership emerges
from your life story.
their leadership abilities. These interviews constitute the largest in-depth
study of leadership development ever
undertaken. Our interviewees discussed
openly and honestly how they realized
their potential and candidly shared their
life stories, personal struggles, failures,
and triumphs.
The people we talked with ranged in
age from 23 to 93, with no fewer than 15
per decade. They were chosen based on
their reputations for authenticity and
effectiveness as leaders, as well as our
personal knowledge of them. We also
solicited recommendations from other
leaders and academics. The resulting
group includes women and men from
a diverse array of racial, religious, and
socioeconomic backgrounds and nationalities. Half of them are CEOs, and
the other half comprises a range of
pro?t and nonpro?t leaders, midcareer
leaders, and young leaders just starting
on their journeys.
After interviewing these individuals,
we believe we understand why more
than 1,000 studies have not produced a
pro?le of an ideal leader. Analyzing
3,000 pages of transcripts, our team was
startled to see that these people did not
identify any universal characteristics,
traits, skills, or styles that led to their
success. Rather, their leadership emerged
from their life stories. Consciously and
subconsciously, they were constantly
testing themselves through real-world
experiences and reframing their life sto-
February 2007
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on the shoulder. You do not have to be
at the top of your organization. Instead,
you can discover your potential right
now. As one of our interviewees, Young
& Rubicam chairman and CEO Ann
Fudge, said, “All of us have the spark of
leadership in us, whether it is in business, in government, or as a nonpro?t
volunteer. The challenge is to understand ourselves well enough to discover
where we can use our leadership gifts to
serve others.”
Discovering your authentic leadership requires a commitment to developing yourself. Like musicians and athletes, you must devote yourself to a
lifetime of realizing your potential.
Most people Kroger CEO David Dillon
has seen become good leaders were selftaught. Dillon said,“The advice I give to
individuals in our company is not to expect the company to hand you a development plan. You need to take responsibility for developing yourself.”
In the following pages, we draw upon
lessons from our interviews to describe
how people become authentic leaders.
First and most important, they frame
their life stories in ways that allow them
to see themselves not as passive observers of their lives but rather as individuals who can develop self-awareness
from their experiences. Authentic leaders act on that awareness by practicing
their values and principles, sometimes
at substantial risk to themselves. They
are careful to balance their motivations
MANAGING YOURSELF
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Discovering Your Authentic Leadership
so that they are driven by these inner
values as much as by a desire for external rewards or recognition. Authentic
leaders also keep a strong support team
around them, ensuring that they live integrated, grounded lives.
Learning from Your Life Story
The journey to authentic leadership
begins with understanding the story
of your life. Your life story provides
the context for your experiences, and
through it, you can ?nd the inspiration
to make an impact in the world. As the
novelist John Barth once wrote, “The
story of your life is not your life. It is
your story.” In other words, it is your
personal narrative that matters, not the
mere facts of your life. Your life narrative is like a permanent recording playing in your head. Over and over, you
replay the events and personal interactions that are important to your life, attempting to make sense of them to ?nd
your place in the world.
While the life stories of authentic
leaders cover the full spectrum of experiences – including the positive impact
of parents, athletic coaches, teachers,
and mentors – many leaders reported
that their motivation came from a dif?-
Bill George, the former chairman and CEO of Medtronic, is a professor of management practice at Harvard Business School in Boston. Peter Sims established “Leadership Perspectives,”
a class on leadership development at the Stanford Graduate School of Business in California.
Andrew N. McLean is a research associate at Harvard Business School. Diana Mayer is a former Citigroup executive in New York. This article was adapted from True North: Discover Your
Authentic Leadership by Bill George with Peter Sims (Jossey-Bass, forthcoming in March 2007).
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cult experience in their lives. They described the transformative effects of
the loss of a job; personal illness; the
untimely death of a close friend or relative; and feelings of being excluded,
discriminated against, and rejected by
peers. Rather than seeing themselves
as victims, though, authentic leaders
used these formative experiences to
give meaning to their lives. They reframed these events to rise above their
challenges and to discover their passion
to lead.
Let’s focus now on one leader in particular, Novartis chairman and CEO
Daniel Vasella, whose life story was one
of the most dif?cult of all the people
we interviewed. He emerged from extreme challenges in his youth to reach
the pinnacle of the global pharmaceutical industry, a trajectory that illustrates
the trials many leaders have to go
through on their journeys to authentic
leadership.
Vasella was born in 1953 to a modest
family in Fribourg, Switzerland. His
early years were ?lled with medical
problems that stoked his passion to become a physician. His ?rst recollections
were of a hospital where he was admitted at age four when he suffered from
food poisoning. Falling ill with asthma
at age ?ve, he was sent alone to the
mountains of eastern Switzerland for
two summers. He found the four-month
separations from his parents especially
dif?cult because his caretaker had an
alcohol problem and was unresponsive
to his needs.
At age eight, Vasella had tuberculosis, followed by meningitis, and was sent
to a sanatorium for a year. Lonely and
homesick, he suffered a great deal that
year, as his parents rarely visited him.
He still remembers the pain and fear
when the nurses held him down during
the lumbar punctures so that he would
not move. One day, a new physician arrived and took time to explain each step
of the procedure. Vasella asked the
doctor if he could hold a nurse’s hand
rather than being held down. “The
amazing thing is that this time the
procedure didn’t hurt,” Vasella recalls.
“Afterward, the doctor asked me, ‘How
was that?’ I reached up and gave him a
big hug. These human gestures of forgiveness, caring, and compassion made
a deep impression on me and on the
kind of person I wanted to become.”
Throughout his early years, Vasella’s
life continued to be unsettled. When he
was ten, his 18-year-old sister passed
away after suffering from cancer for
two years. Three years later, his father
died in surgery. To support the family,
his mother went to work in a distant
town and came home only once every
three weeks. Left to himself, he and his
friends held beer parties and got into
advanced rapidly through the Sandoz
marketing organization.
When Sandoz merged with CibaGeigy in 1996, Vasella was named CEO
of the combined companies, now called
Novartis, despite his young age and
limited experience. Once in the CEO’s
role, Vasella blossomed as a leader. He
envisioned the opportunity to build a
great global health care company that
could help people through lifesaving
new drugs, such as Gleevec, which has
proved to be highly effective for patients with chronic myeloid leukemia.
Drawing on the physician role models
of his youth, he built an entirely new
frequent ?ghts. This lasted for three
years until he met his ?rst girlfriend,
whose affection changed his life.
At 20, Vasella entered medical
school, later graduating with honors.
During medical school, he sought out
psychotherapy so he could come to
terms with his early experiences and
not feel like a victim. Through analysis,
he reframed his life story and realized
that he wanted to help a wider range of
people than he could as an individual
practitioner. Upon completion of his
residency, he applied to become chief
physician at the University of Zurich;
however, the search committee considered him too young for the position.
Disappointed but not surprised,
Vasella decided to use his abilities to increase his impact on medicine. At that
time, he had a growing fascination with
?nance and business. He talked with the
head of the pharmaceutical division of
Sandoz, who offered him the opportunity to join the company’s U.S. af?liate.
In his ?ve years in the United States,
Vasella ?ourished in the stimulating
environment, ?rst as a sales representative and later as a product manager, and
Novartis culture centered on compassion, competence, and competition.
These moves established Novartis as a
giant in the industry and Vasella as
a compassionate leader.
Vasella’s experience is just one of
dozens provided by authentic leaders
who traced their inspiration directly
from their life stories. Asked what empowered them to lead, these leaders
consistently replied that they found
their strength through transformative
experiences. Those experiences enabled
them to understand the deeper purpose
of their leadership.
Knowing Your Authentic Self
When the 75 members of Stanford
Graduate School of Business’s Advisory
Council were asked to recommend the
most important capability for leaders to
develop, their answer was nearly unanimous: self-awareness. Yet many leaders, especially those early in their careers, are trying so hard to establish
themselves in the world that they leave
little time for self-exploration. They
strive to achieve success in tangible
YEL MAG CYAN BLACK
When the 75 members of Stanford Graduate School of
Business’s Advisory Council were asked to recommend the
most important capability for leaders to develop, their
answer was nearly unanimous: self-awareness.
MANAGING YOURSELF
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Discovering Your Authentic Leadership
ways that are recognized in the external
world – money, fame, power, status, or a
rising stock price. Often their drive enables them to be professionally successful for a while, but they are unable to
sustain that success. As they age, they
may ?nd something is missing in their
lives and realize they are holding back
from being the person they want to be.
Knowing their authentic selves requires
the courage and honesty to open up
and examine their experiences. As they
do so, leaders become more humane
and willing to be vulnerable.
Of all the leaders we interviewed,
David Pottruck, former CEO of Charles
Schwab, had one of the most persistent journeys to self-awareness. An allleague football player in high school,
Pottruck became MVP of his college
team at the University of Pennsylvania.
After completing his MBA at Wharton
and a stint with Citigroup, he joined
Charles Schwab as head of marketing,
moving from New York to San Francisco.
An extremely hard worker, Pottruck
could not understand why his new colleagues resented the long hours he put
in and his aggressiveness in pushing for
results.“I thought my accomplishments
would speak for themselves,”he said.“It
never occurred to me that my level of
energy would intimidate and offend
other people, because in my mind I was
trying to help the company.”
Pottruck was shocked when his boss
told him,“Dave, your colleagues do not
trust you.” As he recalled, “That feedback was like a dagger to my heart. I was
in denial, as I didn’t see myself as others
saw me. I became a lightning rod for friction, but I had no idea how self-serving
I looked to other people. Still, somewhere in my inner core the feedback
YOUR DEVELOPMENT AS AN AUTHENTIC LEADER
As you read this article, think about the basis for your leadership development
and the path you need to follow to become an authentic leader. Then ask yourself these questions:
1. Which people and experiences in your early life had the greatest impact
on you?
2. What tools do you use to become self-aware? What is your authentic self?
What are the moments when you say to yourself, this is the real me?
3. What are your most deeply held values? Where did they come from? Have
your values changed signi?cantly since your childhood? How do your values
inform your actions?
4. What motivates you extrinsically? What are your intrinsic motivations? How
do you balance extrinsic and intrinsic motivation in your life?
5. What kind of support team do you have? How can your support team make
you a more authentic leader? How should you diversify your team to broaden
your perspective?
6. Is your life integrated? Are you able to be the same person in all aspects of your
life – personal, work, family, and community? If not, what is holding you back?
7. What does being authentic mean in your life? Are you more effective as a
leader when you behave authentically? Have you ever paid a price for your authenticity as a leader? Was it worth it?
8. What steps can you take today, tomorrow, and over the next year to develop your authentic leadership?
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resonated as true.” Pottruck realized
that he could not succeed unless he
identi?ed and overcame his blind spots.
Denial can be the greatest hurdle
that leaders face in becoming selfaware. They all have egos that need to
be stroked, insecurities that need to be
smoothed, fears that need to be allayed.
Authentic leaders realize that they have
to be willing to listen to feedback–especially the kind they don’t want to hear.
It was only after his second divorce that
Pottruck ?nally was able to acknowledge that he still had large blind spots:
“After my second marriage fell apart,
I thought I had a wife-selection problem.” Then he worked with a counselor
who delivered some hard truths: “The
good news is you do not have a wifeselection problem; the bad news is you
have a husband-behavior problem.”
Pottruck then made a determined effort to change. As he described it,“I was
like a guy who has had three heart attacks and ?nally realizes he has to quit
smoking and lose some weight.”
These days Pottruck is happily remarried and listens carefully when his
wife offers constructive feedback. He acknowledges that he falls back on his old
habits at times, particularly in high stress
situations, but now he has developed
ways of coping with stress. “I have had
enough success in life to have that foundation of self-respect, so I can take the
criticism and not deny it. I have ?nally
learned to tolerate my failures and disappointments and not beat myself up.”
Practicing Your Values and
Principles
The values that form the basis for authentic leadership are derived from
your beliefs and convictions, but you
will not know what your true values are
until they are tested under pressure. It is
relatively easy to list your values and to
live by them when things are going
well. When your success, your career, or
even your life hangs in the balance,
you learn what is most important, what
you are prepared to sacri?ce, and what
trade-offs you are willing to make.
Denial can be the greatest
hurdle that leaders face in
becoming self-aware.
might be translated into a leadership
principle such as “create a work environment where people are respected
for their contributions, provided job
security, and allowed to ful?ll their
potential.”
Consider Jon Huntsman, the founder
and chairman of Huntsman Corporation. His moral values were deeply challenged when he worked for the Nixon
administration in 1972, shortly before
Watergate. After a brief stint in the U.S.
Department of Health, Education, and
Welfare (HEW), he took a job under
H.R. Haldeman, President Nixon’s powerful chief of staff. Huntsman said he
found…
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