at a time when they were desperate for new leadership. On arrival he put his cards on the table and told the management and the players who he was, warts and all. He explained his values, what he stood for and what his expectations were. He listened to what people had to say valuing their point of view. Goleman (1996) states that having self-awareness allows you to empathise with others, which he did, with the players and the club management but realised he needed to exercise what Kouzes & Posner (2000) refer to as tough empathy, giving them what they needed opposed to what they wanted. He inspired a shared vision by encouraging the heart, motivating the players allowing them to take control of their destiny. Mant (1997) believes that allowing
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History has shown us that leadership is such an expansive topic that to define it may be a continuous variable. Sir John Kirwan had never consciously thought of himself as a leader but simply conducted himself as he thought he should through his rugby career and through his Depression Campaign. I believe his values are responsible for shaping his decision making and the path he has walked. As a teenager standing up for what he thought was right, challenging processes and culture. As a career rugby player adopting a reflective practice to develop his capability. Obtaining a reputation for being professional, having integrity and being a man of his word. He has been open and honest even when it could have been detrimental to his career or wellbeing. As a coach, he has developed talent, challenged processes and looked for continuous improvement. We know that his path hasn’t always been an easy one, but he has been staunch moving forward modelling the way, revealing weaknesses, being inspirational, enabling others and taking risks. Commissioner Bush (2014) addressing a development course said, “Our people crave fantastic leaders”. I believe that Sir John Kirwan has shown what it takes to be a fantastic leader by exemplifying the desirable traits of a leader which include having a moral compass, ethics and values and as a Commissioned Officer in New Zealand Police I would follow him in his pursuit for change and
History has shown us that leadership is such an expansive topic that to define it may be a continuous variable. Sir John Kirwan had never consciously thought of himself as a leader but simply conducted himself as he thought he should through his rugby career and through his Depression Campaign. I believe his values are responsible for shaping his decision making and the path he has walked. As a teenager standing up for what he thought was right, challenging processes and culture. As a career rugby player adopting a reflective practice to develop his capability. Obtaining a reputation for being professional, having integrity and being a man of his word. He has been open and honest even when it could have been detrimental to his career or wellbeing. As a coach, he has developed talent, challenged processes and looked for continuous improvement. We know that his path hasn’t always been an easy one, but he has been staunch moving forward modelling the way, revealing weaknesses, being inspirational, enabling others and taking risks. Commissioner Bush (2014) addressing a development course said, “Our people crave fantastic leaders”. I believe that Sir John Kirwan has shown what it takes to be a fantastic leader by exemplifying the desirable traits of a leader which include having a moral compass, ethics and values and as a Commissioned Officer in New Zealand Police I would follow him in his pursuit for change and