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This chapter is from the book Untitled Document

Summary

To recap: People are multilayered, can and do experience discomfort when involved in self-examination, and may not view leadership as service to others. People create and live in their own realities. They cling to these realities because they fear their shadow selves and tend not to look for alternatives. But change is possible, with self-understanding and growth.

You can use the ideas and models in this book to make the challenges of self-understanding and growth easier and more effective. We found that being an effective leader is, more than anything else, a learned set of behaviors. For the benefit of present and future generations, let's proceed with that learning now.

Endnotes

  1. Yoshikawa 1981.
  2. Kim 2002.
  3. Eby et al. 1999; Rainey 1997; Petty, McGee, and Lavendar 1984; Tett and Meyer 1993 (to mention just a few).
  4. Doehrman 2000.
  5. Walker Information 2001.
  6. Labich 1995.
  7. Riley 1993.
  8. Walker Information 2001.
  9. Hudson Institute and Walker Information 1999.
  10. Nair 1994.
  11. Schmit and Allscheid 1995; Johnson 1996.
  12. Buckingham 2001.
  13. Patterson and Kim 1991.
  14. Vitullo-Martin and Moskin 1994.
  15. USA Today 2002.
  16. Husted 1995.
  17. Egan 1994.
  18. Johnson 1991; Abrams and Zweig 1991; Bly 1988.
  19. Rokeach 1979, 1986; Feather 1970, 1984; Bem 1979; Bem and Lenney 1976; Fletcher 1994.
  20. Sargent 1983; Kanter 1977; Korabik and Ayman 1989; Powell and Butterfield 1994; Murphy et al. 1995; Blanchard and Sargent 1984 (to mention a few).
  21. Fromm 1965; Kohlberg 1964, 1973; Weber 1990; Schein and Mueller 1992; Adler and Izreli 1989.
  22. Hofstede 1980; Powell 1990; Jensen, White, and Singh 1990.
  23. Goldsmith 1983; Keller et al. 1992; Nicholson 1998; Ornstein 1993; Prochaska et al. 1992; Tellegen et al. 1988.
  24. Fagan, Bromley, and Welch 1994.
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