RHR Chapter 2 Deconstructing Leadership - Chair … S1 - Chapter 02... · 20TH CENTURY LEADERSHIP THEORIES ... Contingency 1960-80s Matches leader style to setting—linked ... 4

RHR

Chapter 2 Deconstructing Leadership

™

“The very essence of leadership is that you have to have vision. You can’t blow an uncertain trumpet.”

Theodore Hesburgh

As vital as leadership is to organizational direction and development, the fact is that most of us feel helpless in working to change it. This seminar explores the key tenets of leadership as it has evolved over time, the various models that have been linked to eras throughout history, and the implications leadership has for culture and culture has on leadership. Culture is an organizational phenomenon that permeates every aspect of institutional life. In some cases it reaches well beyond the organization itself into the surrounding community. This dynamic can further affect the impact culture has on you both personally and professionally.

In this seminar we seek to accomplish the following objectives: ♦ Explore the leadership models that evolved during the 20th century, examine key aspects of cultural phenomena that may have contributed to the models themselves. ♦ Assess the implications culture is having on leadership in the 21st century, and identify the emerging realities and evolving values that will likely impact the evolution of leadership moving forward. ♦ Weigh the impact culture has on organizations and organizations have on culture. ♦ List key issues and ideas that may contribute towards your professional/personal investment plan from the discussion.

2


™

OVERVIEW: DECONSTRUCTING LEADERSHIP

As a discipline, the notion that leadership was an area worthy of study took root in the early part of the 20th Century. As the decades have passed, each new generation has added it’s own unique perspective concerning what leadership is and perhaps should be. Cultural norms do much to inform and direct the evolution of leadership models.

Explore 20th Century Models

Deconstructing Leadership

Examine 21st Century

Imperatives

a Emerging Realities

a Evolving Values

Complete Leadership Style Survey

Review and Reflections

3


™

20TH CENTURY LEADERSHIP THEORIES

Theory Era Comments

Great Man Theory 19th Century Innate qualities that emerge as needed (Lincoln, Gandhi, Caesar)

Trait Leader-Centered

1940s- Innate qualities linked to skills like self confidence, determination, integrity, intelligence, sociability, etc.

Skills Leader-Centered

1950s- Shift away from innate qualities to learnable skills: technical, human, conceptual.

Style What Leaders Do!

1960-70s Two general kinds of behaviors: task and relationship—Leadership grid.

Situation 1970-80s Different situations demand different styles, leader must adapt.

Contingency 1960-80s Matches leader style to setting—linked to leader-follower relations, task, position.

Path-Goal 1970s How leaders motivate followers to achieve goal.

Exchange 1970s Leaders get things done through followers.

Transformational 1980s Inspire followers to do their best. Digital Leadership 2010- Engaging the remote workforce

Leadership Theories—Leadership theories continue to evolve. Leadership theory evolves from many different sources. As examples:

Organizational culture—Examine organizations and try to assess what works and doesn’t work, why some succeed and others fail—Jim Collins has mastered this form of research. His works like Good to Great and Great by Choice offer two examples of how looking at organizations can lead to observations about leaders and leadership that can influence our thinking.

Observe leaders themselves—Many theories have been tied to simply studying the behaviors of known individual leaders, then working to identify the observable behaviors, talents, and actions that seem to resonate well in an organizational setting. Clifton’s work on Strengths is a prime example.

Experiential—Often emanate from leaders who have enjoyed some success who then publish their formula for achieving success. To wit, Jack Welch, former CEO of GE—The 4 E’s of Leadership (Energy, Edge, Execute, Excite).

Study the theories themselves—Social scientists love to study existing theories and then capture the essence of each, proclaim pros and cons, and perhaps evolve a theory of their own based on the existing work of others. Peter Northhouse, Leadership Theory and Practice offers one such example.

4


™

THE BARRETT SEVEN STYLES OF LEADERSHIP CONSCIOUSNESS

www.valuescentre.com

Richard Barrett suggests that there are seven levels (styles) of leadership consciousness. They are not necessarily sequential, some levels may be appropriate given a particular situation—e.g., the building is burning down, being a crisis director may best fit the bill; long-term project like a 10 de-veloping a new master facility plan—perhaps you will excel as a manager/organizer; working to reframe the culture of your organization—serving as a facilitator or inspirer may fit best.

In the Foundation Program the Academy emphasized the value of em-bracing a “transformational” leadership style most typified by the skill set associated with being a facilitator and influencer. In the Advance program the emphasis shifts your attention a bit. While still valuing the skills and abilities associated with the “transformational” leadership style, you are invited to think of leadership from a much broader perspective, one that requires you to embrace skills as an integrator/inspirer, mentor and part-ner, and that of wisdom and vision.

However, you can’t always pick and chose the desired style—and chang-ing your style from situation to situation isn’t realistic either. Evolving both you and your organizations to reach more sophisticated levels of leader-ship competency and consciousness is the goal.

Service

Making a Difference

Internal Cohesion

Transformation

Self-esteem

Relationship

Survival

Manager/Organiser

Relationship Manager

Crisis Director

Facilitator/Influencer

Wisdom/Visionary

Mentor/Partner

Integrator/Inspirer

5


™

20TH VS 21ST CENTURY LEADERSHIP

Two very different centuries.

20th CenturyThe 20th century gave rise to large vertically structured organizations that had many layers of bureaucracy. Rules and policies governed much of the activity that individual teams and departments were empowered to do. Complex reporting systems were set up to monitor, track, and account for progress. Individuals progressed through the organization vertically, often developing in-depth expertise in a specific area of institutional life. As the century advanced, organizations may have become more streamlined and adept at engaging on a global scale. But for the most part, the 20th century created organizations that enjoyed a degree of stability and growth that may be unmatched in the 21st century.

21st CenturyThough just barely underway, we’ve already witnessed the impact of constant change creating an organizational state that may border on chaos. We still have large organizations, but in many cases the larger entities are conglomerates built on collaborative relationships.It’s not unusual for a company to shop out individual functions to an organization outside the company itself. Competition needs to be viewed on a global scale. No longer can we look solely at the community around us to support and sustain our business model.

20TH CENTURY

Local, simple, hierarchy of relationships

_______________________

Consistent change_______________________

Stable environment_______________________

Boundless growth with little regard

for consequences

21ST CENTURY

Global, complex, Independent networks

_______________________

Accelerated rate of change_______________________

Chaos and uncertainty_______________________

Growth, boundaries and consequences

6


™

THE END OF LEADERSHIP “As a result of cultural evolution and technological revolution, the balance

of power between leaders and followers has shifted—with leaders becoming weaker and followers stronger.“

Barbara Kellerman, The End of Leadership

A recurring question in management is if management or leadership is nurtured or born by nature. Formulated in another way: is leadership an innate skill or is it something we can teach (a science), and given this question, how do we handle it in a skillful way? In The End of Leadership, Kellerman expresses a sense of unease at the growing gap between teaching and practicing leadership. She identifies a number of cultural indicators that suggest truth has changed, the dynamic between leaders and followers is different, and a new leadership paradigm needs to emerge.

For example:• Pay and benefits—An unrealistically high difference in salaries

between management and the average employee is one part of the problem. There is a growing disconnect between the ruler and the ruled. This delta is creating a growing gap between leader mandates and follower acceptance.

• Ethics—There is an apparent lack of character (moral, and courage) among many leaders. A number of well-known scandals, both in the US and internationally, can exemplify this moral morass.

• Information—We have had a revolution in information technology, which has increased possibilities for transparency and accountability. Today it is therefore possible to know more about leader action and non-action, insights, and tools which also have changed the power-relation between leaders and followers.

• Power—Today, followers are no longer as powerless as before, in relation to their “leaders”. A more mobile society, government benefits, an increasing tendency to accept if not embrace a career path that involves assignments in many organizations lessens the willingness to stay attached to any particular manager/leader.

7


™

SHIFTING SANDS

Power Leaders-FollowersMen-WomenYoung-MatureBottom upTechnology/Info

Less hero and hierarchy, more blended, down to earth, and shared.Often times leader least/last informed.

Social/Global Leader has less control over action, interconnected to value though less tangible results.

Greater social awareness of the implications of what we do and why it matters; disillusioned with leaders focused on short-term gains without consideration of long-term consequences.

Leadership Paradigm

Traditional power- authority-control giving way to more collaborative model.

Develop leaders who have a deeper understanding of themselves, their organizations, and their communities.

Given the shifting sands documented by Kellerman, the question remains: What next?

• Is leadership as we know it really dead?

• If so, what will take its place?

• If not, what emerges from the current state of affairs that will help guide us forward?

• Do you see/sense any of these issues are also related to the post-secondary education environment?

QUESTIONS TO PONDER

8


™

LEADERS MAKE THE FUTURE “We are in a time of accelerating, disruptive change.

In the VUCA world—one characterized by volatility, uncertainty, complexity, and ambiguity—traditional skills won’t be enough . . .”

Bob Johansen, Leaders Make the Future A VUCA world is characterized by Volatility, Uncertainty, Complexity and Ambiguity. Johansen suggests in a VUCA world what we need is:

► Maker Instinct—the ability to exploit your inner drive and grow things as well as connect with others in the making.

► Clarity—the ability to see through messes and contradictions to a future others cannot yet see.

► Dilemma Flipping—the ability to turn dilemmas---which unlike problems, cannot be solved—into advantages and opportunities.

► Immersive Learning Ability—the ability to immerse yourself in unfamiliar environments to learn from them in a first person way.

► BIO-Empathy—the ability to see things from nature’s point of view, to understand, respect, and learn from its patterns.

► Constructive Depolarizing—the ability to calm tense situations where differences dominate and communication has broken down.

► Quiet Transparency—the ability to be open and authentic about what matters—without self-promoting.

► Rapid Prototyping—the ability to create quick, early versions of innovations with the expectation that later success will require early failures.

► Smart-Mob Organizing—the ability to create, engage with, and nurture purposeful business or social change networks through the intelligent use of electronic media and in-person communication.

► Commons Creating—the ability to seed, nurture, and grow shared assets that can benefit all players—and allow competition at a higher level.

9


™

TRANSFORMING YOUR LEADERSHIP CULTURE “The challenges...Leaders face today barely resemble those of just 30 years ago. We must either face up to the serious shift in our identities or continue to perish

professionally and organizationally at alarming rates .”John McGuire and Gary Rhodes, Transforming Your Leadership Culture (2009)

Culture—there is a logic to any persisting culture. A culture’s collection of beliefs and norms fits together in a meaningful way. It is bolstered by history and tradition. We know it. We excel in it. It feels good.

Three essential elements necessary to facilitate cultural change: ► Direction—Which way? ► Alignment—Pulling in the same direction? ► Commitment—Who are we leaving behind?

Remember—belief drives behavior.

“We can easily forgive a child who is afraid of the dark. The real tragedy of life is when men are afraid of the light.”

Plato

Create more headroom for change. ► Plan ahead. No one likes surprises. ► Focus on the issue, don’t get distracted. ► Build a team of mavens, connectors, and sales people. ► Communicate, communicate, communicate.

Of the 100 largest Fortune 500 companies in 1955,

only 16 are identifiable today.

10


™

MESSAGES SIGNALING THE WAY

► Expect the world to be even more Volatile, Uncertain, Complex Ambiguous

► Look for both danger and opportunity.

► Leaders must learn new skills.

► Leader development programs need to adapt.

11


™

EDUCATING MANAGERS FOR THE MODERN ERA

Market Forces People Issues CompetenciesScale and scope of service

Who’s on the bus? Social

Competition How might they be best employed?

Technical

Funding Requirements

What does it take to make them effective?

Leadership

Revenue Sources Internal/External Financial

Partnerships Local/Global Ethical

Market Forces—The interaction of supply and demand that shapes a market economy. What market forces impact post-secondary education?

► Service delivery?

► Service pricing?

► Service credibility?

► Service accountability?

► Other?

Major leadership challenges for the 21st century can be grouped into three categories: market forces, people issues,

and leadership competencies.

12


™

LEADERSHIP STYLES

• Many surveys tend to “type” leaders in one of 3-4 categories.

• The NEW Leadership, “Style” survey was created and benchmarked with over 1,000 firms employing over 250 employees.

• The survey consists of only 20 questions.

• Three major areas of analysis: • A “thriving mind-set” including a

clear sense of purpose, deep commitment to learning, and conveyed sense of optimism;

• A combination of social, self, and situational awareness;

• Essential leadership values such as a performance orientation, ethical integrity, ability to collaborate, and openness to change, among others.

To better understand how leaders lead and what contributes to effective leadership, Heidrick & Struggles, a global consulting firm based in Chi-cago, Illinois, created a psychometric survey to measure three interrelated facets of leadership that experience suggests are important differentiators. Specifically, researchers wanted to see to what degree leaders possessed 1) a “thriving mind-set”[1] (including a clear sense of purpose, deep com-mitment to learning, and conveyed sense of optimism); 2) a combination of social, self, and situational awareness; and 3) essential leadership values such as a performance orientation, ethical integrity, ability to col-laborate, and openness to change, among others.

A survey was conducted involving leaders at over 1,000 largely US-based firms, at companies with 250 or more employees. The respondents repre-sented a broad range of industries and functions. Importantly, the survey questions were designed to highlight the ambiguity and fluidity of the kinds of real-life situations that leaders face. Respondents are asked to rate themselves on a continuum between sets of opposing, yet equally “right,” choices. This global survey results in the Leadership Styles questionnaire that appears in this module.

13


™

Category CMR CLR ENR FCR HMR PLT PDR PVR

Responses

NO. X 5 =

SCORE

TOTAL SCORE for ALL AREAS and RESPONSES SHOULD = 100 List the Questions in each box (#1-20) in the table above separated by a comma that represents your responses in each column, then multiply the number of discrete responses in each block by 5 to get a total for you to record in the bottom row. For example.

Category CMR CLRResponses 1, 10, 15 5, 7, 16, 20NO. X 5 = 3 X 5 = 15 4 X 5 = 20

PLOT YOUR RESULTS

PLOT YOUR RESULTS

14


™

SUMMARY OF LEADERSHIP STYLES

Your go-to leadership style: Composer (CMR)• I operate best when I am engaged in problem-solving. (CMR)• I am comfortable operating independently when my creative juices can flow more

freely. (CMR)• In general, I feel I have the ability to blend creativity with logic to solve problems.

(CMR)• In general, I trust and rely on intuition when generating ideas. (CMR)• I am good at establishing clear boundaries for how and when to work with

colleagues. (CMR)• Often time collaboration can be challenging; slows my ability to achieve progress.

(CMR)• At times I have difficulty “letting go” and relying on colleagues to contribute. (CMR)• I find it challenging and time-consuming to get buy-in on projects I’m working on.

(CMR)• I frequently trust my gut when it comes to weighing the pros and cons of any given

situation. (CMR) • I feel I operate best when I have direct control over projects and timetables. (CMR) Your go-to leadership style: Collaborator (CLR)• I operate best when I can connect emotionally with those around me. (CLR)• Getting to really know others on my team provides meaning in my work and

facilitates success. (CLR) • I am perceived as humble and perceptive about others’ needs. (CLR)• I tend to take a team-first approach to leadership. (CLR)• I actively support and develop colleagues by placing them in positions where they

can excel. (CLR)• Sharing credit for team success comes naturally and easy for you. (CLR)• I am good at attracting talent and encouraging collaboration. (CLR)• Others perceive me as supportive, caring, and empathetic. (CLR)• People often have trouble discerning what I stand for. (CLR)• I most like to lead initiatives that resonate with my desire to be of service to others.

(CLR)

Your go-to leadership style: Energizer (ENR)• I know how to create and articulate a strategic vision and enjoy doing so. (ENR)• I draw and generate energy from people around me. (ENR)• I am good at building enthusiasm and inspiring strong efforts and performance in

others. (ENR)• My colleagues generally find me to be cooperative, positive, and team-focused.

(ENR)• I readily help others see the purpose and meaning in the task at hand. (ENR)• My determination may at times blur into relentlessness. (ENR)• My passion may cause me to be forceful in presenting my ideas through

conversations with my team. (ENR)• Others may perceive me to be dismissive of people who don’t think like me. (ENR)• I naturally have and exhibit a high level of energy in both my personal and

professional lives. (ENR)• I possess a future-focus on life in general and especially at work. (ENR)

15


™

SUMMARY OF LEADERSHIP STYLESYour go-to leadership style: Forecaster (FCR)• I am a “learning” leader; I love gathering data, expanding my knowledge and

deepening my expertise. (FCR)• I am happiest when I have time and space to study information and synthesize

observations. (FCR)• I am generally adept at harnessing skills to foresee events and trends that will

affect us. (FCR)• I tend to rely on intellectual ideas and arguments in making key decisions. (FCR)• Others see me as visionary and knowledgeable when working to advance ideas.

(FCR)• People perceive me as cautious in proceeding with an idea when the supporting

data is limited. (FCR)• I can find it challenging to engage stakeholders and get their buy-in. (FCR)• In certain circumstances I may have difficulty shifting gears, I am convinced my

solution is better. (FCR) • I have a real knack for anticipating trends. (FCR)• I am naturally cautious when it comes to make important decisions. (FCR) Your go-to leadership style: Harmonizer (HMR)• I have high standards for quality and generally expect them to be met. (HMR)• I prefer everyone use the same playbook to ensure reliable, efficient operations.

(HMR)• I have a knack for finding the right people to get things done. (HMR)• I like to create an environment that facilitates coordination and execution. (HMR) • I am most effective at spotting problems and using my network of relationships to

help solve them. (HMR)• I naturally tend to focus heavily on internal operations. (HMR)• Creating a workable strategy can be difficult for me. (HMR)• Others view you as consistent and supportive, even if somewhat cautious when it

comes to change. (HMR)• I can struggle with large-scale transformations or significant shifts in the way

business is conducted. (HMR)• Typically I will avoid straying from a methodology I know to be successful. (HMR)

Your go-to leadership style: Pilot (PLT)• I enjoy the challenge of working in an environment that’s ambiguous, complex, and

characterized by significant change. (PLT)• I am capable of generating compelling strategies and translating them into action.

(PLT)• I am open to input from people I trust. (PLT)• I typically have clear opinions, relish challenges, and value collaborating with

others. (PLT)• I feel very comfortable and effective working in teams. (PLT)• I naturally like to push for changes to happen sooner rather than later. (PLT)• Others may perceive me as tough to satisfy. (PLT)• I have noticed that others find my intensity to be unsettling. (PLT) • I have strongly held views that help to shape the character and content of my

work. (PLT)• My natural inclination is to proactively and boldly lead projects and initiatives of my

own creation. (PLT)

16


™


Your go-to leadership style: Producer (PDR)• I have a strong temperament and work ethic. (PDR)• I tend to focus my energy and attention on the task at hand, and try to avoid the

noise around me. (PDR) • I greatly value consistency, hard work, paying one’s dues, and (perhaps above all)

tangible results. (PDR)• I really appreciate pragmatism, tradition, and efficiency in my organization and on

my team. (PDR)• I have a bias toward proven approaches to get things done, not a big fan of experi-

menting. (PDR)• I generally know what works and expect others to “get on with it.” (PDR)• Others may perceive me to be difficult to connect with emotionally. (PDR)• I feel I am realistic and well-grounded. (PDR)• Typically I don’t tend to draw much energy from my interactions with colleagues.

(PDR)• I prefer to operate in an environment that focuses on overall results more than day-

to-day progress. (PDR) Your go-to leadership style: Provider (PVR)• I like to lead from the front and to take care of people around you. (PVR)• I am very confident in my own abilities and methodology for getting things done.

(PVR)• I feel deeply loyal and committed to my colleagues. (PVR)• I am filled with a sense of conviction. (PVR)• I generally have confidence in my approach to getting things done. (PVR)• I am highly motivated to share my approach with those I am close to facilitate their

success. (PVR)• Others may find you intellectually distant when working on major tasks or projects.

(PVR)• Typically members of your team see you as deeply caring and thoughtful. (PVR)• My compassion and listening skills have the effect of making your colleagues feel

heard. (PVR)• I would rather focus on higher-level strategy and relationship building than on the

details of execution. (PVR)

17


™


It’s important to note that each style or combination of styles offers some-thing positive to your team and/or organization. No one style is the “right” one for all situations ands certainly not for each individual. Your style is connected to who your are, is influenced by your talents, strengths, beliefs and values as well as by the situation itself. It may be shaped and modi-fied by the culture in which you work and live.

CODE STYLE WORDS THAT HELP TO DESCRIBE

CMR Composer Independent, creative, problem solving, decisive, self-reliant

CLR Collaborator Empathetic, team-building, talent-spotting, coaching oriented

ENR Energizer Charismatic, inspiring, connects emotionally, provides meaning

FCR Forecaster Learning oriented, deeply knowledgeable, visionary, cautious in decision making

HMR HarmonizerReliable, quality-driven, execution focused, creates positive and stable environments, inspires loyalty

PLT Pilot Strategic, visionary, adroit at managing complexity, open to input, team oriented

PDR Producer Task focused, results oriented, linear thinker, loyal to tradition

PVR ProviderAction oriented, confident in their path or methodology, loyal to colleagues, driven to provide for others

18


™

SURVEY RESULTS COMPARISON

There is no specific data that reveals your leadership styles is connected to either gender or profession. However, the table provides some insights on comparisons based on survey results drawn from business (chief development officers) and post-secondary educators by both gender and profession.

STYLE%

Chief Dev Officer

%Academy Sample

% AcademyGender

M/F

Collaborator 20 13 15/5

Composer 4 10 10/17

Energizer 7 17 19/16

Forecaster 34 11 9/14

Harmonizer 1 10 8/11

Pilot 22 16 18/13

Producer 7 9 10/8

Provider 5 14 11/16

Total 100 100 100/100

19


™

REVIEW YOUR RESULTS

Consider your individual behavioral styles and compare it to the descrip-tions related to what the Leadership Style Survey reveals to you. Are there any areas of overlap or disconnect; what about strengths—do you see any connection between your top five strengths and the survey? These insights may reveal something about your dominant leadership style.

Leadership Style Behavioral Style Might Be Signature Strengths Might Be

ComposerD, iD, (Pioneering: Action oriented, compulsive at times, optimistic and persuasive, drawn to new opportunities, etc.)

Achiever, Activator, Arranger, Command, Maximizer, Self-Assurance, Significance

Collaborator

S (Inclusive: diplomatic and accepting, patient, most comfortable in a stable environment, methodical, include others in meaningful dialogue, try to accommodate everyone.)

Communication, Connectedness, Consistency, Developer, Empathy, Harmony, Includer

Energizer

I (Energizing: spontaneous, outgoing, encouraging, strong need for variety, eager to connect, enthusiastic about new opportunities.)

Achiever, Arranger, Belief, Communication, Focus, Futuristic, Positivity, Relator, Woo

ForecasterC (Deliberative: systematic, cautious, analytical, desire to ensure accuracy, even tempered, conscientious and disciplined.)

Analytical, Discipline, Futuristic, Input, Intellection, Learner, Strategic,

HarmonizerS, SC, CS, iS, Si (Affirming and Inclusive: approachable, open and often enthusiastic, seek a stable environment, diplomatic, careful.)

Consistency, Developer, Discipline, Deliberative, Positivity, Restorative, Relator

Pilot

D, iD (Pioneering: adventurous, dynamic, persuasive, strongly held views, action-oriented, good at making connections, drawn to new opportunities, particularly those they conceive.

Adaptive, Competitive, Input, Maximizer, Relator, Self-Assurance, Strategic,

Producer

CD, DC (Resolute: challenging, determined and rational, set high standards, values expertise and systematic processes, little patience for people or practices that are roadblocks to success or progress.

Achiever, Consistency, Competitive, Discipline, Focus, Relator, Significance

Provider

S (Inclusive: diplomatic and accepting, patient, most comfortable in a stable environment, methodical, include others in meaningful dialogue, try to accommodate everyone.)

Belief, Command, Context, Self-Assurance, Intellection, Relator, Responsibility

20


™

GROUP DISCUSSION

• Partner-up and discuss YOUR results and observations.• Take 15 minutes to consider your respective styles. • Manage your time • Share equally• What about your style most seems to fit?• Is there any aspect of your style that doesn’t seem to fit?

► Summarize the results of your discussion to share. ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ ______________________________________________________________________________________________________________________

21


™

THREE ENDURING PRINCIPLES

What we expect from leadersEach of us may have different expectations about what we hope and expect leaders will provide for us. But in general there are three enduring principles that capture the essence of our expectations.

► We want to exist: Most of us depend on our connection to work to support and sustain our way of life. If the team, department, or organization we are connected to goes away, all the things we rely on to support life as we know it will be affected. As we commit our time and talent to the organization, we’d like to know that someone is at the helm protecting us from harm and too much uncertainty.

► Create a better future: Progress is an important aspect of organizational life. We’d like to think that where we are going will offer an even better future than might even be imagined today. As noted by Bob Johansen in Leaders Make the Future, organizations need someone to point the way. In a highly uncertain world, the more adept the leader, the more likely we’ll not only be prepared for the future, but may even be able to help shape our organizational destiny to best suit our competitive advantage.

► Change is constant, change is hard: Having a leader who can not only help direct and navigate our way forward, but assure us there is a safe place to be on the other side, is vital to our personal and professional well-being. While leaders are change agents and often times promote change as a way to keep the organizations alive and vibrant, the reality is that as individuals we seek stability. We need the comfort and assurances that embracing change will be better than holding on to the past.

Ensure we exist!

Empower us to create a better future

Enable us to cope with

change

22


REFLECTION

What are the major issues, ideas you made note of?________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Which of these issues relate most to your journey as a leader? ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

What specific issue or idea represents a possible area of interest for your personal professional investment plan (PIP)?________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Reflect on the discussion that we had in this seminar.

™

23


PERSONAL/PROFESSIONAL INVESTMENT PLAN (PIP)

a Time to completea Things to doa Why this matters to me_______________________________________________________________________________________________________________________________________________________________________________

a Journala Discussion with mentor/buddya Objective assessment_______________________________________________________________________________________________________________________________________________________________________________

Personal Object of My Desire

How Will I Know I’m Done? What Does Success Look/Feel Like?

a Time to completea Things to doa Why this matters to me_______________________________________________________________________________________________________________________________________________________________________________

a Journala Discussion with mentor/buddya Objective assessment_______________________________________________________________________________________________________________________________________________________________________________

Professional Object of My Desire

How Will I Know I’m Done? What Does Success Look/Feel Like?

™

Chapter Resources

Barrett, R. (2011). The New Leadership Paradigm. Raleigh, NC: Lulu.com Bennis, W. (2009). On Becoming a Leader. Philadelphia, PA: Basic Books, Perseus Book Group. Bolman, L., Gallos, J. (2011). Reframing Academic Leadership. San Francisco, CA: Jossey-Bass.Butler, J. (2013). Positive Academic Leadership: How to Stop Putting Out Fires and Start Making a Difference. San Francisco, CA: Jossey-Bass.Ferrell, F., Ferrell. (2008). Business Ethics: Ethical Decision Making and Cases. Mason, OH: South- Western Cengage Learning.Friedman, T. (2005). The World is Flat: A Brief History of the Twenty-first Century. New York City, NY: Frarrar, Straus, and Girouz Publishers.Harvard Business Review. On Leadership (1998). Harvard Business Review. Boston, MA: Harvard Business School Press.Heifetz, R. (1994). Leadership without Easy Answers. Cambridge, MA: Belknap Press, Harvard University Press. Henein, A., Morisette, F. (2007). Made in Canada Leadership: Wisdom from the Nation’s Best and Brightest on the Art and Practice of Leadership. San Francisco, CA: Jossey-Bass.Johansen, B. (2012). Leaders Make the Future: Ten New Leadership Skills for an Uncertain World (Bk Business, 2nd Ed.), San Francisco, CA: Berrett-Koehler.Kellerman, B. (2012). The End of Leadership. New York City, NY: HarperCollins.Kouzes, J., Posner, B. (2002). The Leadership Challenge (3rd Ed.). San Francisco, CA. Jossey- Bass.MacGregor Burns, J. (1978). Leadership. ( Harper Perennial Political Classics Ed.). New York City, NY: Harper & Row Publishers.Makower, J. (with Pike, C.). (2009). Strategies for a Green Economy: Opportunities and Challenges in the New World of Business. New York City, NY: McGraw Hill. McGuire, J., Rhodes, G. (2009). Transforming Your Leadership Culture. San Francisco, CA: Jossey- Bass.Northouse, P. (2004). Leadership Theory and Practice (3rd Ed.). Thousand Oaks, CA: Sage.Owen, J., (2005). How to Lead: What You Actually Need to Do to Manage, Lead and Succeed (1st Ed.). London, England: Pearson Education UK Publishers.Parks, S. D. (2005). Leadership Can Be Taught: A Bold Approach for a Complex World. Boston, MA: Harvard Business Review Press.Rost, J. (1993). Leadership for the Twenty-First Century. Westport, CT: Praeger. Yukl, G. (1989). Leadership in Organizations (4th Ed.). Englewood Cliffs, NJ: Prentice Hall. Zaffron, S., Logan, D. (2009). The Three Laws of Performance: Rewriting the Future of Your Organization and Your Life. San Francisco, CA: Jossey-Bass.Zimper, N., Percy, S., Burkhardt, M.J. (2002). A Time for Boldness: A Story of Institutional Change. Bolton, MA: Anker.

________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Chapter Notes

You gain strength, courage and confidence by every experience in which you really stop to look fear in the face. You must do the thing you think you cannot do.

Eleanor Roosevelt

Documents

RHR Chapter 2 Deconstructing Leadership - Chair … S1 - Chapter 02... · 20TH CENTURY LEADERSHIP THEORIES ... Contingency 1960-80s Matches leader style to setting—linked ... 4