3 Minute Oral Presentation

April 10, 2001

Charles Farfan

Psychology 409, Dr. Leon James


Nice Guys Finish First (Page 188)

This passage talks about how superior leaders are more nicer, people-oriented and most liked compared to the average leader that go by the rules of the book and the power of their position.

Like the example of a military taskmaster stereotype, they are usually known to be domineering, self-centered, very tough-minded, who most of the time want people to be reminded of who is in charge and to show who is usually right at most times. A superior leader differentiates himself by being less controlling and authoritarian and more assertive and professional. There was a difference in their emotional style.

When an analysis of power was undergone in the U.S. Navy amongst leaders to see who could set a positive or negative emotional tone when commanding, it was in the end when it turned out that the best commands given were by the “nice guys”, who then received an annual award for their superior performance of standards.

I am in agreement with Goldman on this one because “going by the book” isn’t always right, nor does it always pay off in the end, such as this case.

When to Be Tough (Page 190-191)

We all know that being a leader can be tough at times, especially when decisions have to be made. It might even come down to having to use one’s power in their position to get people to act upon their word.

Being assertive is a common failure with leaders who are supervisors or even executives. While being a leader, tough decisions must be made. Many times it’s having to tell people what to do and holding them to their obligations. If you are a leader and it is your job, then it should be done in a clear and firm way so the person you are talking to would know what is expected of them. Saying no in a definitive and firm way is a sign of being an assertive leader.

Another common failure among many leaders is passivity; when someone is more worried about being liked rather than getting the job done right, therefore performing poor tolerance rather than confronting it. Those who are uncomfortable with confrontations and anger are usually hesitant to take an assertive attitude, even when it is necessary to do so. At times, although given helpful feedback, it is still important that confrontation be open and direct even when all attempts have been made when performance fails, rather than overlooking the situation.

It is mentioned that constant toughness is a sign of weakness, not a sign of strong leadership. I believe in what Goldman says because sometimes people have the tendency to act tough to feel that they are stronger or feel that they are more powerful than others, only because they have the authority to say or do certain things. Although they may not realize in actuality, they’re lacking something that is important, that is to become a strong leader, someone who can be an influence for people to look upon. That is also why it is important to gain self-control. So, always being tough will not make you a strong leader.

The Virtual Leader (Page 191-192)

A virtual leader makes a difference by taking the initiative and setting an example for others to follow which in turn may benefit the leader and those around. It may also mean to set an example for others to look upon you and to make an influence in their lives and to make a good change.

Anyone can implent new ideas and make changes, no matter what age you are or your job title. Everyone should always be open for suggestions and feedback because in some cases it might take someone else’s idea for you to realize you need to make a change.

 

Annotated Bibliograpgy Report 1 / Self-Witnessing Report 2 /