The "accepting" leadership story
Leaders who use this lens didn't consider themselves as leaders until they realized others were following them. People came to them for answers, guidance, and support.
This group tends to supporting or serving the needs of others above themselves, often with a low-key attitude.
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The "performing" leadership story
Leaders who use this lens think their leadership rose out of the achievement of a particular position. They often feel protective and responsible for their teams.
They describe themselves as having paternalistic leadership styles, marked by the support, control, and guidan...
The "engaging" leadership story
Leaders who use this lens think their leadership started when they were compelled to address an urgent need. They took it upon themselves to change unsatisfactory practices: starting a new organization, volunteering to take on a challenge, liaising between groups in conflict.
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