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Learning to Lead

N. Karl Haden, Ph.D.President, Academy for Academic Leadership

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My assumptions…My assumptions…

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Objectives

• Self-assess how well you are learning to lead

• Describe a model for lifelong learning as a leader

• Develop 3 to 4 goals for this conference and beyond

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Where Leadership Begins

“The unexamined life is not worth living.”

Socrates (470-399 BC), in Plato’s Apology

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Taking InventoryTaking Inventory

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• Development as a Process

• Experiences Develop

• Development Integrated with

Work

• Complexity of Development

• Responsibility for Development

Shifts in Perspective in Leadership Development

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Knowledge

AttitudesSkills

Competence

Necessary Conditions for Leadership

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Behaviors or Skills

Personal Charac-teristics

Leader

Context or

Situation

Comprehensive Model of Leadership

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What Develops as One Learns to Lead?

1)Self-Management Capabilities • Self-Awareness• Ability to Balance Conflicting Demands• Ability to Learn• Leadership Values

2)Social Capabilities •Ability to Build Effective Work Groups•Ability to Build and Maintain Relationships•Communication Skills•Ability to Develop Others Velsor, EV, McCauley CD. Our view of leadership

development. In Handbook of leadership development. Ed. McCauley CD, Van Velsor E. San Francisco: John Wiley & Sons, 2004.

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What Develops as One Learns to Lead?

3)Work Facilitation Capabilities• Management Skills • Ability to Think and Act Strategically• Ability to Think Creatively• Ability to Initiate and Implement Change

Velsor, EV, McCauley CD. Our view of leadership development. In Handbook of leadership development. Ed. McCauley CD, Van Velsor E. San Francisco: John Wiley & Sons, 2004.

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Leadership Development: Practical Wisdom

PracticeTheoryKnowing

Objective

Assent

Impersonal

Doing

Subjective

Appropriation

Personal

AAL Lifelong Leadership Development Model

Reflection Reflection

Reflection Reflection

Contexts: Personal, Organizational, Societal

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ValuesPurpose

Exploration:Directed

Self-directed

Feedback:Formal

Informal

Experience:Challenge

Trans-formation

Support:Mentors, Advisors

Peers

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Leaders have a purpose…

Leaders have a purpose…

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Leaders are committed to Leaders are committed to deeply held values…l held values…

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Experience

Leaders…

Challenge their own competencies

Challenge others

Take risks

Change things

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Explore

Leaders…

Love to learn

…continuously

…broadly

…actively

Explore

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SupportLeaders…

Have mentors

Engage a network of advisors

Pay it forward

Support

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FeedbackLeaders…

Ask: how am I doing?

Participate in formal assessment

Engage in dialogue

Feedback

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Reflect

No Reflection = No Learning

Without learning, there is no growth as a leader

Reflect

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Taking Inventory

Double-Loop Learning

AssumptionsWhy We Do What

We Do

Strategies and

TechniquesWhat We Do

ResultsWhat We Get

Single-Loop Learning

The most common style of learning is just problem

solving—improving the system as it exists

Double-Loop LearningMore than just fixing the problem, this style of learning questions the

underlying assumptions, values and beliefs behind what we do.

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Taking Inventory

AAL Lifelong Leadership Development Model

Reflection Reflection

Reflection Reflection

Contexts: Personal, Organizational, Societal

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ValuesPurpose

Exploration:Directed

Self-directed

Feedback:Formal

Informal

Experience:Challenge

Trans-formation

Support:Mentors, Advisors

Peers

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ASDA National Leadership Conference

ASDA & Organized DentistryCareer Planning & Business LeadershipAdvocacy, Politics & Professional IssuesChapter Leadership & Management

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Discussion

1. Take one area and describe how a change in this area could improve your leadership.

2. What opportunities do you have at this conference to learn in this area?

3. Identify several key goals—“take homes”—that link your leadership learning to this conference.

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“For believe me! - the secret for harvesting from existence the greatest fruitfulness and the greatest enjoyment is: to live dangerously! Build your cities on the slopes of Vesuvius! Send your ships into uncharted seas!”

Friedrich Nietzsche, 1882

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Copyright©2013, AAL, Atlanta, GA