Portal de Periódicos da CAPES

Getting personal on the topic of leadership

2006; Emerald Publishing Limited; Volume: 14; Issue: 4 Linguagem: Inglês

10.1108/09670730610666382

1758-7166

Rob Goffee, Gareth J. F. Jones,

Organizational Leadership and Management Strategies

Purpose This article describes how effective leaders become aware of what is different about them that makes them attractive to others, and learn to use these differences to their advantage in a leadership role. Design/methodology/approach Presents examples of the use of this technique, including Microsoft's Bill Gates, ICI's John Harvey‐Jones, Sony's Akio Morita, Kimberly‐Clark's Darwin E. Smith, and London mayor Ken Livingstone. Findings Shows that there is an almost endless list of differences that individuals might communicate, but the differences must be authentic to the individual as a leader, and must be significant, real and perceived. Practical implications Argues that, in all the examples, leaders are using personal differences that work for them appropriately in context. They convey the right message – and they are real. Ultimately, it is this sense of authentic self‐expression that makes them so convincing. Originality/value Demonstrates how John Harvey‐Jones built upon his entrepreneurial pizzazz, Bill Gates his technological “geekiness”, Darwin E. Smith his modesty, and Ken Livingstone's identification with Londoners.