1. Leadership Imperative
Organizational development
initiatives:
Collaborative, integrated, holistic
perspective

2. Necessary components for
leadershipADVOCACY CREATIVITY
MENTORING NETWORKING

3. Creative networking
ADVOCATE
MENTOR
TEACHER

4. IDPEL
The essence of leadership extends beyond discipline borders

5. Mission
Framework:
Strength’s Focus Theory
Manage Weaknesses
Good VS Great
Learn about people
Maximize productivity
Effective decisions
Efficiency of time
Transformational leaders:
Chemical agents for
change
Relations driven
High expectations
Process oriented
Celebrations!

6. Artful Leadership
Enhance:
Creativity
Process
Quality
Ownership
Buy-In
Account-
ability
Roving
Leaders:
Sharing
possession
Equality
Of
Hierarchy:
Responsible
Embrace
Change:
Opportunity
Risk-taking
Transformat
ional
leaders:
Involved
Participate
Ethical
Value
System
Stewards:
Tackle pain
Community
Forgives

7. System’s Management
Interdependence
Mutual interest
Joint contributions
Joyfulness
Respect
Continual feedback
Risk-free arena
 Leaders:
 Demonstrate what
they want by their
actions taken and by
their daily in work,
and out or work,
 BEHAVIORS

8.  Lead by example
 Motivated by others
 Unselfish
 Focuses on human
capital initiatives
 Accepts vulnerability
of self and others
 Influential
 Call upon others
 Celebrates diversity
 Thrive in:
 Covenant relations
 Free-thinking
 Unusual ideas
Exemplary Leaders:

9. Leaders must embrace:
 Work conflict
 Problem-solving
 Outside challenges
 Call upon others to
express concepts, new
ideas, problematic issues
and solutions, and what
needs to occur to better
the arena
 Respect
 Beliefs proceed
policy and practice
 Adhere to contracts,
but value covenants
and relationships
 Encourage all to
reach their potential

10. Expressionism VS Domination
Leading through connection:
Vocation-a call to lead
Always been inside us
Purpose-filled
We excel in this work
It’s hard, but fulfilling
Compelled to restore our
diminishing society
Meaningfulness of work
Connect thought to
action,heart, and spirit
Motivate others
Promote contribution
We are all valued,
regardless of level
Slow down!
Conversation brings
togetherness
Cherish messiness

11. Value Inter-collectiveness:
Manageable
workplace
Value
details
Hear all
others
involved
Reconnect
with head,
body, heart,
and spirit
Embrace
one another
and their
views
Seek and
promote
peace
Service and
outreach for
community
Facilitate
feelings of
belonging

12. Leaders foster moral leadership
 Inspiration
 Compatibility
 Honesty
 Trust
 Takes the moral
choice whenever
faced with an ethical
decision
 Constant
improvement
 Guide on the side
 Charismatic
 Energetic
 Would do their work
for FREE!

13. Facilitator of Change:
Moral
Effective
Expedient
Principled
Dedicated
Respected
Command
Not
Demand
Charismatic
Yet
Know-
legible
Purposing
of an
Organiza-
tion
Clarity,
consensus,
Commit-
ment
Outrage for
a lack of
integrity
Empower-
ment from
belief
sharing

14. Facilitating Action in Leading
Creating
urgency,
ridding of
obstacles
Coalition
building,
short term
wins
Vision
driven
strategy, for
long term
Communica
tion, on-
going de-
velopment
Change
agents, with
no compla-
cency
Establish
directives
with others,
no problem
denials
Align
people with
their
strengths,
Motivate,
inspire in
both
ex/internal
arenas

15. Transformational Leader Traits
 Achievement based
 Innovative
 Confident
 Civic-minded
 Socio-cultural based
 Models the precise
behaviors wanted
 Risk-taker to
accommodate vision
necessary for the
workplace
 For self and others:
Transcends own
interests to achieve
higher-level goals

16. Internal Awareness:
 ORGANIZATIONAL CULTURE:
 Identification and appreciation
 Norms, shared values, and assumptions
 ORGANIZATIONAL CLIMATE:
 Acknowledging the enduring qualities
manifested by collective perceptions
among workers of organizational behavior

17. Open-systems Model View
Perceiving a
transformational process
All-encompassing
environment
Inputs: people, materials,
and finances
Outputs: products and
services
Driven by consumer
needs
Feedback and continuous
improvement
Actionable, outcomes-
based objectives
Follow-up and re-
evaluation of work

18. Workplace Leader Views:
 Organizational behavior is interrelated with
external forces.
 Organizations are dependent upon environmental
inputs, transforming them, and producing outputs.
 Power is evenly distributed among leaders and
followers.
 Organizational process thrives and members have
mutual influences where thoughts, feelings, and
actions are joined to produce cooperative efforts.

19. Reframing Leadership:
 Structural Leaders:
 Do their homework
 Re-think the relationship of organization
structure, strategy, and environment
 Focus upon implementation
 Experiment, evaluate, and adapt to change

20. Bloom’s Creating Sanctuary
 Promotes an
ecologically balanced
model
 Integrates resources
into a coherent whole
that informs practice
 Leaders are the
central switchboard
 A framework that
demonstrates
celebration of
diversity

21. Constructivist Leaders: For both
students and clients. Leadership
extends beyond walls of our title.
…safety, wholeness, life, caring, and
home is something each of us
actively creates or destroys…(Bloom,
1997).

22. “I hope our wisdom will grow
with our power, and teach us, that
the less we use our power the
greater it will be.”
Thomas Jefferson

23. The Teaching of Buddha
 “The Noble Path, that transcends the two
extreme and leads to Enlightenment and
wisdom and peace of mind, may be called
the Middle Way…”

24. IDPEL: Efforts by all, in heart,
mind, body, soul, and spirit.
 Interdisciplinary and interracial
 Transgendered, global, and humane