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Origins of Leadership Ian Lewis Lifecollege.org
 

Origins of Leadership Ian Lewis Lifecollege.org

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Where, how and why great leadership happens. Its origins, requirements and possibilities. 2013 is a great year to review your leadership skills with 2013 integrity, knowledge and practice.

Where, how and why great leadership happens. Its origins, requirements and possibilities. 2013 is a great year to review your leadership skills with 2013 integrity, knowledge and practice.
Mentoring and support for amazing leadership results through practical experience in all situations at a price which will suit your budget. Contact: ian@lifecollege.org Creative Commons Copyright - permission to reproduce required.

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  • – we have the lists and the lists of skills and abilities, attributes and knowledge, we have the tee shirts, the mugs and the medals - but what changes the behaviours? What moves the energy of others? What is the authenticity others feel? What generates the trust OF others FOR others??? What drives, challenges and motivates? Do not forget - Great Leadership works – up, down and sideways!! Someone has to supply a place to stand! Later I shall endeavour to answer this!
  • This slide attempts to show the origins of behaviour and why we should change our educational and training aspirations from SKUA to AUKS! Only when these are present can we put the skills and knowledge, the understandings into place with the confidence it will find a place to stay.
  • And so with this we can look at what might be a hierarchy of values. Of the many things I note about this list is that it has leadership well down [3 rd level] and many traditional ‘attributes of leadership ‘ scattered throughout – and many would be fiercely argued in any case! [derived from our work with the UN last year where 88 countries across 5 continents were asked to contribute]
  • So what are the energies you find in / or for your leadership? – what drivers have you? Are there common ones? Are they internal? Are they external? Are they always consistent with your values? What happens if they are not?
  • MAO – & [the less certain] gene analysis. The former is a glandular secretion which, like most other bodily chemicals, has minimum and maximum or a ‘homeostasis’ – which we will seek to maintain. In this little beauty’s reportoire is the ability to raise and lower one’s contentedness with risk. … .so expect to be tempted – to drive faster on boring motorways, to challenge, to take new routes, to force adventure…so we have to ask “Is there any risk attached to Leadership?’ If yes, then we have a physiological pre-disposition. … or we may simply say for some, or perhaps sometimes….both have their calls on the origins or foundations of leadership. Now let us look at the Sociological Leader
  • I do not want to dwell on all these things…. they offer few riches in our search for the origins of the balanced leader, but they still exist as potential origins for leadership to manifest itself – and leadership can be at the same time flawed and powerful, of course. These are the situational leaderships – where circumstances make the running. We all know them – the hero, the insecure, the greatest, the ‘Type A’ personality – we may find them right, in the right circumstances. But I want to move on to the another very fertile area – Our work with the Campaign for Adventure!
  • Who have we here – Sir Christain Bonington, of course, Also Derek Wyatt, MP Julian Brazier TD MP Lembit Opik MP Co Chairs of the APPG on Adventure. They are supporting the recreation of a balanced attitude to risk and adventure in society. And we also have:
  • Who have we here – Digby Jones Director General of the CBI He is supporting the recreation of a balanced attitude to risk and adventure in society. And we also have:
  • Professor Samptkumar of the UNESCO project on youth leadership which has a special focus on values Libby Purves – educator, presenter, writer etc – Midweek on radio 4 Jonathan Ball – Architect Eden project & The Great Atlantic Way Visionaries, fighters, leaders….what else do we expect to find in their deepest selves – their origins?? Now I want to offer you 16 parameters of the true leader – ‘The Origins of Leadership’ You will note they stem from a fusion of what I have covered – Values, Society, physiology, and so on…but more than this, they stem from a meta analysis of Healthy Adventurers – those people who have not been afraid to do, to stand alone, to move others, to have visions and to be there upon their realisation. ….at the end. And so to the 16:
  • Leadership – the higher personality – true self leadership Whom comes to mind? Ghandi? Churchill? ? ? Remember – up/down/alongside/on your behalf – you must want their leadership if they are to lead…and so to a
  • definition of Leadership – Which originates, or has as its foundation the following 16 traits:

Origins of Leadership Ian Lewis Lifecollege.org Origins of Leadership Ian Lewis Lifecollege.org Presentation Transcript

  • Origins of Leadership by Ian F. Lewis FRSA FIinstLM Presented to the SW Assn of MBAs All slides Creative Commons Copyright http://creativecommons.org/licenses/by-nc-nd/3.0/
  • In this session we want to answer the question “Why does A become a great leader, and not B?”
  • Are you a leader?
  • Why are you a leader?
  • We all know about ‘ Being a good leader’
  • BEHAVIOUR (Response to any situation) BELIEFS (Statements of personal conviction) VALUES (Prized principles of worth) OPINIONS (Personal judgments derived from interpretation of beliefs and values) ATTITUDES (Predispositions based on opinions and feelings) From whence cometh our behaviour? A working model of predispositions generating behaviour [Everard ‘Values’ 04]
  • Spiritual Self-transcendence, serenity, higher purpose, acceptance, wonder, gratitude, hope, humility, gentleness, wisdom, commitment, self-motivation Socio-political Peace, harmony, justice, equality, freedom, due process, tolerance, participation, co-operation, community, service, loyalty, citizenship, stewardship, sustainability Moral Responsibility, courage, self-discipline, reliability, truthfulness, honesty, fidelity, fairness, unselfishness, kindness, generosity Personal Capability Leadership, teamwork, decision-making, endeavour, challenge, dealing with the unknown, self-development Human Self-awareness, happiness, sense of humour, friendship, love, compassion, caring, respect for others, belonging Basic Survival, health, self-respect Foundation Freewill, self-responsibility, freedom to choose one’s own values A Hierarchy of Values [UNESCO, 04 Lewis]
  • That would be…. What energises your leadership?
  • The Physiological Leader 'MAO' [monoamine oxydase]. ‘ P3a2’ [the adventure gene]
  • The Sociological Leader Status Defence/Survival Competence Esteem
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  • “ a leader whom you would like to lead and be led by” THE HIGHER PERSONALITY
  • “ Exhibits an over riding trait of self development, progression, change and dynamic attitude to the world ‘adding to self, others and world’.” THE HIGHER PERSONALITY Towards a definition of leadership:
  • “ Exhibits an over riding trait of self development, progression, change and dynamic attitude to the world ‘adding to self, others and world’.” THE HIGHER PERSONALITY Towards a definition of leadership: NB. New and evolving areas may be restricted by current language usage – leadership cannot be static!
  • Realistic orientation - perceives reality accurately; Relatively - accurately judges reality; High degree of discrimination ability; Easy contact between inner and outer self; Unthreatened by dis-order/has little need for order; Safety - relatively unthreatened due to accurate perceptions; Still able to operate despite an existing & present threat or fear. 1. An accurate/independent perception of reality
  • Of self, others and world: A sense of equality: disinclined to shame, disgust and hostility; A non judgmental disposition; Predisposition to tolerance; Works with ambiguity; Values self. 2. Acceptance
  • Exhibits a zest and keenness for living - an energy which comes from within; Exists and is separate to, from, and despite, a situation Trusts in own feelings and intuition Discriminates - with situation and within experience; Separates experience from situation; Operates accurately within situations; Exhibits a sense of unity - Able to subdivide a situation Identifies, appreciates and fully experiences special moments, including spiritual; Experiences ‘peak experiences’ usually at time of happening. 3. Spontaneity
  • Is not preoccupied, especially not with self. 4. Opportunity/Problem - centred
  • Self sufficient, independent; Not dependent even with relationships; Accepts full responsibility for self and actions; Experiences a need for privacy; Copes with solitude Close interpersonal relationships, but independent of judgment; May seek solitude. 5. Detachment
  • Not over conforming; Not influenced by fads/fashion; Does not seek flattery; Relatively unaffected by criticism; Able to resist culture & acts independently thereof. 6. Sense of autonomy
  • Fresh and wholesome awareness; Recognises Not rigid. 7. Appreciation
  • Has experienced a mystical existence or experience; Existential capacity. 8. Spiritual Awareness
  • Feels compassion; Feels affection for fellow humans; Feels a sense of belonging to all; Exists as a ‘citizen of the world’ Broad empathy – knows and feels the situation of others 9. Identifies with humankind and nature
  • Good manager of relationships; Has “special relationships” with selected others; Knows and gives but does not seek love. 10. Relationships
  • Shows and understands acceptance; Celebrates diversity. 11. Sense of democracy
  • Experiences a ‘clear path to action’; Ends and means are separated; Shows initiative coupled with reflection; Solid commitment to ethics and values. 12. Clarity of actions
  • Philosophical spontaneous humour in line with values; Good sense of humour. 13. Humour
  • Creative, original and divergent thinker; Sense of curiosity, coupled with critical thinking. 14. Thinking
  • Resistant to blind conformity; Subject to individuality at all levels; Independent, very thoughtful responses. 15. Culturally independent
  • Strives to achieve a high level of functioning; Relatively greater energy levels due to this; Unique pattern of personal development - non conforming existence. Initiative and reflection, with spontaneity. 16. Self development
  • “ Exhibits an over riding trait of self development, progression, change and dynamic attitude to the world ‘adding to self, others and world’, and does so by listening to the inner being & World – often communicating other than through words.” [Handy, Capra, Hutton, etc., 2004] Future work….. THE HIGHER PERSONALITY Towards a definition of leadership:
  • Thank you! The Origins of Leadership: Origins of Leadership by Ian F. Lewis FRSA FIinstLM Presented to the SW Assn of MBAs All slides Creative Commons Copyright http://creativecommons.org/licenses/by-nc-nd/3.0/