5. The Journey to Authentic Leadership Age 30 60 90 Leadership Development Crucibles Preparing for leadership Leading Giving back Taken from Bill George, True North
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8. Top Characteristics of Admired Leaders Characteristic % Honest 88 Forward-looking 75 Inspiring 68 Competent 63 Source: Kouzes and Posner, The Leadership Challenge , 1995 study, survey pop: 20,000
9. TRUST : a function of two converging beliefs Affection Distrust Trust Respect Low High Aptitude High Benevolence Low Source: Peter Scholtes, The Leader's Handbook , 1998.
10. Trust and Leader Motivation Leader Value Leader Motivation Aptitude Task (technical skills) Benevolence Relationship (attention to others' needs)
11. Leadership Motivation task relationship In a new work situation: Task motivated: "First, I work toward sufficient control to ensure the task will be done; then I attend to relationship needs." Relationship motivated: "First, I work toward sufficient control to ensure good relationships; then I attend to task needs.
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14. Contingency Model of Leadership Effectiveness Level of situational control high moderate low Relative performance low high task relationship balanced Source: Fiedler and Chemers, Improving Leadership Effectiveness , 1984
15. Myths of Leadership Effectiveness and Motivation telling selling testing consulting co-creating Assumed effectiveness low high task relationship Assumed leadership motivation
"Perception of... by followers is the measure. Benevolence needs to extend to advocacy where the supervisor is a middle manager without sufficient power to meet the supervisee's needs.
Follower's "beliefs" are based on leader "values" assuming the leader's behaviors are consistent with, and a reflection of, his values. Notable exception: political spin doctors. Increasingly, leader orientation is thought to be in large part related to personality and formed in early childhood as a response to the demands of the childhood environment.
Leadership motivation is a variable that appears to be a reliable determinant of leadership effectiveness (but not the only one!) Exercise: Which motivation is more likely to predict leadership effectiveness? How many for task motivated? How many for relationship motivated? Which are you?
Stress is the flip side of relative performance.
DESIGN Those who aspire to lead out of a desire to control, to gain fame, or simply to be at the center of the action, will find little to attract them to the quiet design work of leadership. - Senge, "Leaders New Work," 10. Leadership is about culture formation. - Edgar Schein in Ibid. TEACHING The role of leader as teacher has nothing to do with authoritarian expertise, but has all to do with helping others (and oneself) to gain more insightful views of current reality. - Senge, "Leader's new work", 11. Many visionary strategists wind up as authoritarian leaders because they can "see" what needs to be done but cannot explain it or teach it. Managers who rise to the top with their expertise (decision-making and problem-solving skills) need to substitute mentoring, coaching, and helping others learn. It is essential for leadership to model the actions and orientation desired for the organization. STEWARDSHIP A matter of attitude; it begins with a desire to serve, out of which grows a desire to lead. - Senge, Leader's New Work, 12.
DESIGN Those who aspire to lead out of a desire to control, to gain fame, or simply to be at the center of the action, will find little to attract them to the quiet design work of leadership. - Senge, "Leaders New Work," 10. Leadership is about culture formation. - Edgar Schein in Ibid. TEACHING The role of leader as teacher has nothing to do with authoritarian expertise, but has all to do with helping others (and oneself) to gain more insightful views of current reality. - Senge, "Leader's new work", 11. Many visionary strategists wind up as authoritarian leaders because they can "see" what needs to be done but cannot explain it or teach it. Managers who rise to the top with their expertise (decision-making and problem-solving skills) need to substitute mentoring, coaching, and helping others learn. It is essential for leadership to model the actions and orientation desired for the organization. STEWARDSHIP A matter of attitude; it begins with a desire to serve, out of which grows a desire to lead. - Senge, Leader's New Work, 12.
DESIGN Those who aspire to lead out of a desire to control, to gain fame, or simply to be at the center of the action, will find little to attract them to the quiet design work of leadership. - Senge, "Leaders New Work," 10. Leadership is about culture formation. - Edgar Schein in Ibid. TEACHING The role of leader as teacher has nothing to do with authoritarian expertise, but has all to do with helping others (and oneself) to gain more insightful views of current reality. - Senge, "Leader's new work", 11. Many visionary strategists wind up as authoritarian leaders because they can "see" what needs to be done but cannot explain it or teach it. Managers who rise to the top with their expertise (decision-making and problem-solving skills) need to substitute mentoring, coaching, and helping others learn. It is essential for leadership to model the actions and orientation desired for the organization. STEWARDSHIP A matter of attitude; it begins with a desire to serve, out of which grows a desire to lead. - Senge, Leader's New Work, 12.
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