Product details

By continuing to use our site you consent to the use of cookies as described in our privacy policy unless you have disabled them.
You can change your cookie settings at any time but parts of our site will not function correctly without them.
Chapter from: "Why Should Anyone Be Led by You? What It Takes to Be an Authentic Leader"
Published by: Harvard Business Publishing
Published in: 2007

Abstract

It is unlikely that as a leader you will be able to inspire, arouse, excite, or motivate people unless you can show them who you are, what you stand for, and what you can and cannot do. This chapter explores how leaders come to know and deploy their differences and illustrates the impact this has on their followers. This chapter is excerpted from ‘Why Should Anyone Be Led by You? What It Takes to Be an Authentic Leader'.

About

Abstract

It is unlikely that as a leader you will be able to inspire, arouse, excite, or motivate people unless you can show them who you are, what you stand for, and what you can and cannot do. This chapter explores how leaders come to know and deploy their differences and illustrates the impact this has on their followers. This chapter is excerpted from ‘Why Should Anyone Be Led by You? What It Takes to Be an Authentic Leader'.

Related