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2. Nicole Fallon, Business News Daily Managing Editor. "What Makes a Great Leader? 7 Pros Share Their Views." Business News Daily. N.p., 15 Mar. 2016. Web. 18 Apr. 2017

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2. Nicole Fallon, Business News Daily Managing Editor. "What Makes a Great Leader? 7 Pros Share Their Views." Business News Daily. N.p., 15 Mar. 2016. Web. 18 Apr. 2017

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Keywords: definition, inspire, give, ambition

Summary: The most important thing leaders need to be able to do is train and inspire all their members to be potentially great leaders to instill a sense of purpose for each and every member. By giving his/her time, experience, and encouragement to everyone, the leader will then be able to uncover individual strengths. These strengths can be used to improve the company as a whole by establishing practical goals. Leaders can't distance themselves from their members. They need an in-depth understanding of all their members, a focus on end goals, and a commitment to set a positive tone in this workforce. Only then will they be able to set an example of exceptional teamwork.

Opinion: She makes a great point that leaders need to push their members to their full potential and that environment should be present even after they leave the organization. If everyone is working side-by-side, the organization will still prosper after another leader takes over. I also agree that an ambitious, positive attitude will release a contagious energy, so people will naturally react similarly.

Reliability: Nicole Fallon collected her ideas after years of study and experience. This type of article is reliable because it's opinion based on fact. You should not feel inclined to agree with everything she says. Instead, take it with a grain of salt.

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11. Greenberg, Melanie. "Five Essential Skills for Leadership in the 21st Century." Psychology Today. Sussex Publishers, 19 June 2012. Web. 18 Apr. 2017.

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11. Greenberg, Melanie. "Five Essential Skills for Leadership in the 21st Century." Psychology Today. Sussex Publishers, 19 June 2012. Web. 18 Apr. 2017.

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Keywords: uniqueness, effective, resilient, change

Summary: The modern world is always changing; it's becoming more and more interconnected and fast-moving with new technology and values. With such a world, there is a lot more competition; leaders must be willing to take risks and build new strategies to reflect the new world. The author adds that success does not make us invincible so it's important to understand that everyone has something to contribute.

Opinion: I'd like to add to the article by saying that in addition to embracing change, we should contribute to it. If we can change our mindset and focus on the end goal with set priorities and goals, we'll be able to positively impact others with our success. Like the idea of the crucible circumstances, we should all try our best to be resilient enough to treat failure as a temporary detour.

Reliability: As a psychologist, the author adds a unique perspective that allows her to be more credible. She relates the information to her own field to make more sense of the topic of leadership.

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6. Thomas, Robert J. Crucibles of leadership: how to learn from experience to become a great leader. Boston, MA: Harvard Business Press, 2008. Print

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6. Thomas, Robert J. Crucibles of leadership: how to learn from experience to become a great leader. Boston, MA: Harvard Business Press, 2008. Print

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Keyword: adversity, find meaning, learn, self-reflection

Summary: This source was quite different from the rest. Thomas uses a number of leaders in history as examples to help readers understand each individual idea. He believes that all great leaders learn from differences and overcome and learn from hard times. In addition, they have their own individual "voice," a strong set of values, and, most importantly, an "adaptive capacity." This idea expands on prevailing over hard times by claiming that such people have a type of hardiness that allows them to emerge from such circumstances without losing hope.

Opinion: As I look back at people we consider great leaders, this is an extremely important aspect to think about. Malala Yousafzai, Beyonce, Indra Nooyi, Elon Musk, etc. They all overcame some sort of adversity and emerged so much stronger than they were before. When others might only see the obstacle in front of them, leaders are able to use it to their advantage.

Reliability: In this case, I did not feel the need to fact-check Robert Thomas. He uses numerous examples of real people, but it is not necessary to check if his stories are accurate, because I am not using such examples. They are merely used to prove his points. The rest of the content is based on his own views, so there is no reason to call it unreliable. It was also shared and summarized under Harvard University, so his ideas are proven influential.

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1. Baron, Ayelet. "Are You a 21st Century Leader?" The Huffington Post. TheHuffingtonPost.com, 09 Sept. 2015. Web. 18 Apr. 2017

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1. Baron, Ayelet. "Are You a 21st Century Leader?" The Huffington Post. TheHuffingtonPost.com, 09 Sept. 2015. Web. 18 Apr. 2017

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Keywords: community, trust, relationship

Summary: The main idea of Baron's article is that bringing people together is the best way for leaders to solve solutions. She breaks down the article to essentially say leaders need to be a part of the team. Change is an everyday reality for the 21st century, so if they stay conscious and create a shared purpose with their members, there can be a foundation of trust. She also adds the idea that leaders do not have to be the smartest person in the room; if they create that shared purpose and choose their members wisely, they can co-create solutions.

Opinion: I like this article because Baron sticks with one idea and elaborates on it. Other sources try hard to try to include everything and, as a result, it's often too broad. It's hard to find resources that focus on the one idea. I agree that building a community within an organization is the most important aspect of a great leader. Without that foundation of trust and relationship commitment, it's a lot harder to get things done.

Reliability: The Huffington Post is known to post news with bias, but, in this case, I was looking for bias; I consider it reliable due to this. Baron shared her views well because they were clear and specific; as an opinion, it is quite useful. With this, it'll help greatly to expand on my views for my opinion editorial.

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13. Why We Have Too Few Women Leaders. Perf. Sheryl Sandberg. TEDTalks, Dec. 2010. Web. 15 Apr. 2017.

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13. Why We Have Too Few Women Leaders. Perf. Sheryl Sandberg. TEDTalks, Dec. 2010. Web. 15 Apr. 2017.

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Keywords: women, progress, workforce, gas pedal

Summary: Sandberg's main idea is that women need to keep their foot on the gas pedal. They shouldn't leave the workforce or deny promotions due to the idea of the traditional role of a woman. The first step for women to be influential in the workspace is to "sit at the table." Make yourself known. Share family responsibilities with your spouse; don't fall for the expectation to do the work on your own.

Opinion: It seems to me that it's harder for women to be leaders, because of two main reasons. First, they're often still expected to fulfill the more traditional female role, so they have to sacrifice their work for family when they come to that key age. Second, we dont have enough confidence in ourselves due to the way we're taught at a young age. This is obviously changing, but it is too slow of a trend and the number of female CEOs in Fortune 100 companies recently just decreased.

Reliability: Her data is a bit too old, but I used it as an idea and I presented the information in my notes with updated numbers and statistics. Sheryl Sandberg co-leads Facebook, so she is credible to cite when talking about leadership.

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8. How Great Leaders Inspire Action. Perf. Simon Sinek. TEDTalks, Sept. 2009. Web. 15 Apr. 2017

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8. How Great Leaders Inspire Action. Perf. Simon Sinek. TEDTalks, Sept. 2009. Web. 15 Apr. 2017

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Keywords: inside out, purpose and belief, the golden circle

Summary: "The Golden Circle" illustrates the idea that leaders must first have a belief, then a cause, and then create a purpose afterwards. The inside is "why," the middle is "how," and the outside is "what." People must believe in what you believe if they are going to be willing to follow you; this is why the belief comes first. If you only hire people because they can do a job, they won't work nearly as hard as the people who work because of the belief system. We should ask ourselves "why" if we want to inspire, because then we'll be driven by a true belief.

Opinion: I agree with him in some aspects, but I do not think the idea of "The Golden Circle" works in all cases. When settings immediate goals, there is not always a need for a "why." Sometimes things just need to get done. This proposition of "leading with your heart" is essential, because I believe people will be loyal in return.

Reliability: Simon Sinek is a leadership expert that is well-known in the community. He has written many books, attended interviews, and he has spoken for many audiences. He proves that his proposals make sense by continually elaborating and presenting on those elaborations.

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10. What It Takes To Be A Great Leader. Perf. Roselinde Torres. TEDTalks, Oct. 2013. Web. 15 Apr. 2017.

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10. What It Takes To Be A Great Leader. Perf. Roselinde Torres. TEDTalks, Oct. 2013. Web. 15 Apr. 2017.

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Keywords: gaps, leadership development programs, false positive,

Summary: She explores why there are major leadership gaps when so much money is going into Leadership Development Programs in many companies. The world is increasingly becoming more and more digitally enabled with faster speeds of information flow and innovation, so relying on traditional development practices will most likely stunt the leader's talent growth; this will give them a false positive. She continually follows the quote: "Great leaders are not head down; they see around corners, shaping their future, not just reacting to it." In the constantly changing world, leaders need to be able to adapt without simply reacting.

Opinion: The data was shocking as 50% of 4000 companies cited significant talent gaps for critical leadership roles; it is essential that companies have effective leadership development programs if they're going to spend so much money on them. I support the addition of "false positive" as many leaders come into the position thinking they are more prepared than they really are. Proper training and experience are key.

Reliability: The speaker is a senior partner and managing director as BCG, so she speaks from experience. She has held senior positions at previous companies as well, and she has had publications on BusinessWeek and The Economist. This shows that she has extensive knowledge on the subject.

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9. Dare to Disagree. Perf. Margaret Heffernan. TEDTalks, Aug. 2012. Web. 2017.

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9. Dare to Disagree. Perf. Margaret Heffernan. TEDTalks, Aug. 2012. Web. 2017.

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Keywords: disconfirmation, constructive criticism, willfully blind

Summary: Her main idea is that leaders should actively seek disconfirmation, because they won't know if they're truly right until others are not able to prove them wrong. Leaders should seek followers with differences such as backgrounds, disciplines, ways of thinking , and experience. They should also be prepared to change their mind due to all the different opinions. She also mentions that far too many people in organizations had issues they were afraid to raise, so we have to see conflict as thinking and encourage conflict.

Opinion: I like the idea that we have to be bold enough to break the silence, so we can enable ourselves and the people around us to do our very best thinking. I have seen it far too often as well where followers are simply echo chambers. It is essential for followers to be comfortable, but I was hoping she would explain how to fix the issue.

Reliability: Heffernan has been CEO for 5 businesses, so she can talk from executive experiences. She has also written a book, Willful blindness, to further prove she is qualified to write on the leadership subject.

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5. Why Good Leaders Make You Feel Safe. Perf. Simon Sinek. TEDTalks, Mar. 2014. Web. 15 Apr. 2017.

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5. Why Good Leaders Make You Feel Safe. Perf. Simon Sinek. TEDTalks, Mar. 2014. Web. 15 Apr. 2017.

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Keywords: cooperation, parent, furlough program, eat last

Summary: Simon Sinek's two main sayings in this talk are "Because they would have done it for me," "Being a great leader is like being a parent," and "Leaders eat last." He talks about this deep trust that leaders and followers must have for one another, because they must combine their strengths to seize the opportunities given to them. Like a parent, leaders should give their followers equal opportunity, education, and discipline when necessary. He gives the Next Jump and Barry Wehmiller examples for the lifetime employment and furlough program ideas.

Opinion: I disagree that leaders should be like parents. I think they should be more like teachers. There should be the opportunity to try and fail, but only so many opportunities should be given; teachers have to fail their student at a certain point, but parents can't exactly fire their children.

Reliability: Simon Sinek has written numerous books, given motivational speaks, and done personal research. He is a reliable source, because he is an expert in leadership concepts.

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7. Maxwell, John C. The 5 levels of leadership: proven steps to maximise your potential. New York: Center Street, 2013. Print.

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7. Maxwell, John C. The 5 levels of leadership: proven steps to maximise your potential. New York: Center Street, 2013. Print.

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Keywords: pinnacle, relationships, bosses versus leaders

Summary: John Maxwell develops 5 main levels of leadership and calls the last and final level "The Pinnacle Leader." First, aspiring leaders should do what's necessary, express value for each member, and share a clear, communicated vision. When those three aspects are perfected, they should aim to reproduce leaders by empowering their followers in development programs. Lastly and finally, they create a legacy and extend their influence outside of their organization by lifting as much leaders as possible and tackling all challenges within reach.

Opinion: I believe that what Maxwell says is just a foundation. I would personally add a 6th level called "The Team Member." Maxwell makes it seem like the leader in his scenario is all-knowing, but the leader should be both a teacher and a learner. I think the most essential part of his 5 step plan is the fourth "People Development" step, because leaders need to be able to invest in followers, so the organization can continue to grow and they can take their knowledge and skill to other organizations.

Reliability: It's current, because it was published in 4 years ago. Maxwell is a motivational speaker and he has published other novels on leadership, so he is a reliable source for the specific topic.

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12. Collins, Jim. Good to Great. N.p.: Harper Business, 2001. Print.

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12. Collins, Jim. Good to Great. N.p.: Harper Business, 2001. Print.

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Keywords: disciplined, confront, level 5

Summary: There are three main ideas of the book: disciplined people, thought, and action. There must first be a priority to hire the right people; such people are ambitious for the sake of the company and not themselves. To have disciplined thought, leaders have to confront challenges head-on while staying practical by understanding what the organization can and can't do. To have disciplined action, there needs to be a willingness to turn away opportunities that aren't best for the organizations.

Opinion: Discipline allows us to affectively control our own lives, so I'm surprised it wasn't mentioned in the other sources. We can't easily lead others without first disciplining ourselves. When we have discipline, the organization itself will be better organized and strategies will be more efficient.

Reliability: The book is reliable and credible because the ideas came from conceptual views from an extensive study of companies. It is merely a summary and conclusion of the main ideas they found from the study.

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4. Lencioni, Patrick. The five dysfunctions of a team: Team assessment. San Francisco, CA: Jossey-Bass, 2012. Print

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4. Lencioni, Patrick. The five dysfunctions of a team: Team assessment. San Francisco, CA: Jossey-Bass, 2012. Print

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Keywords: absence of trust, fear of conflict, lack of commitment, avoidance of accountability, inattention to results

Summary: In his famous book, Patrick Lencioni creates 5 dysfunctions of a team that build on one another; five is the result of the first four being enforced. The trickle-down effect starts with absence of trust; if leaders genuinely and openly express their feelings and ideals, people will follow with less hesitation. If followers are too scared to share their opinions with the group, bad ideas will be enforced and potential important contributions may never be made. Leaders need to be there to make sure people are comfortable in the environment. They need to be able to guide the team in the right direction and encourage engagement. In addition, they should serve as a role model to proper behavior in conflict and offer order and discipline when the team fails to work together.

Opinion: My biggest take away from the reading is that leaders must be willing to be vulnerable within their group. There is a saying that you shouldn't let people see you sweat, but we should be honest about our faults. We're all human. From that seemingly simple lack of trust, the team will fall apart and results will not be made. We've all been in teams where final decisions make members unhappy, so I think it's important for leaders to understand how to get everyone to commit with eagerness even when the final decision wasn't their initial; the article should have elaborated on how to motivate members to commit to their decision. From what I understand, it's all about making your confidence in the decision obvious, and truly listening to every member's ideas before shutting them down.

Reliability: The book is a collection of evidence that should be apparent to most, so there is no need to check for reliability. The concepts are not hard to understand, and it is not new information. The idea is that it brings all this knowledge together, so people can follow easily and know what is most important.

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15. Maxwell, John C. The 21 irrefutable laws of leadership: follow them and people will follow you. Nashville, Tenn.: Thomas Nelson, n.d. Print.

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15. Maxwell, John C. The 21 irrefutable laws of leadership: follow them and people will follow you. Nashville, Tenn.: Thomas Nelson, n.d. Print.

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Keywords: law of the lid,

Summary: The organization can only go as far as the leader will take it. If you have influence, people will naturally follow you. Leadership requires a lifelong commitment to stay disciplined and constantly develop themselves. Leaders should also have the ability to take appropriate action quickly and effectively; this includes reading situations, trends, resources, people, etc. Give power and resources to others so they can also reach their potential.

Opinion: The laws could be better categorized, because a lot of them are quite similar. My favorite idea after reading the book is that "anyone can steer the ship, but it takes a leader to chart the course." Leaders need to have a vision for a journey before undertaking that journey. If they dont know the things, strategies, and people they need, I dont see the outcome being very successful. This ties into the overall idea of my sources that leaders should model behavior. They should have a mental picture to help see what lies ahead.

Reliability: John Maxwell is one of the most famous leadership experts, so I trust that he has given me well-informed content. With the laws, it's best to pick and choose which I could expand on, which I disagree with, and which I agree completely with.

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3. Leadership and self-deception: self-study course. San Francisco, Calif.?: Arbinger inst., 2002. Print.

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3. Leadership and self-deception: self-study course. San Francisco, Calif.?: Arbinger inst., 2002. Print.

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Keywords: in the box, self-deception, commitment, trust

Summary: Self deception is the inability to see that one has a problem. The article uses a box as a metaphor to understand that if people practice self-deception, they see other people as objects; in other words, they stay stuck in the box. If people practice self deception for too long, they fall into self betrayal; acts are conflicting with what they actually believe they should do for another person. The biggest impact of being in the box is inflating others faults and minimizing their own; they are self-focused. Such people can't be effective leaders, because they eventually lack commitment, trust, and motivation.

Opinion: This seems like such a basic concept, but it is so crucial to understand in-depth. Leaders can't guide others if they can't see others as people with needs and wants as legitimate as their own. A big part of leadership training is teaching self-awareness. We have to be able to understand we have a problem, so our life does not become distorted like those with self-deception.

Reliability: The Arbinger Institute has more than 45 years on research in the psychology of human behavior and motivation as well as more than 35 years working with various organization for research. I trust that they provide reliable information due to their various other work as well. Even so, the information is mostly based on advice, so people can use the information as they choose to do so.

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14. Covey, Stephen R. The 7 Habits of Highly Effective People. Provo, UT: Franklin Covey, 1998. Print.

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14. Covey, Stephen R. The 7 Habits of Highly Effective People. Provo, UT: Franklin Covey, 1998. Print.

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Keywords: proactive, win-win, synergize,

Summary: The big idea of the book is to imagine yourself at your own funeral standing over your own casket. What would you say about yourself? Then, align what you want to be able to say with the things you're doing in life. You can start by being proactive; focus on what you can control, because if you focus on other things they will end up negatively affecting the things you have control over. Next, think about the destination first, so you'll be able to have a clear and concise vision. Have an abundance mentality; there is plenty for everyone. Lastly, seek first to understand then to be understood; become an empathetic listener as one with an intent to understand emotionally and intellectually.

Opinion: The seven habits serve as a great foundation. There is more to the seven habits, but most qualities build off of the seven. Personally, I believe that the time management is most important. There is a lot of things to do in the day, so you have to be able to prioritize; there's no way to get everything you want and need to get done. I agree that we should all focus on takes that are important but not urgent, such as relationships and health.

Reliability: This is not new information; it is common sense for most. It is both credible and reliable, because it ties in a lot of big ideas to make it simpler to understand. The author is also a leadership expert.

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        What Makes a Great Leader in the 21st Century? 

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        What Makes a Great Leader in the 21st Century? 