Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.
the intangible and necessary something<br />leadership:<br />
opening exercise: know your context<br />Think about your favorite boss.  Write down three traits you most admired in that...
leadership is not management<br />
leadership and management<br />Management != Leadership<br />Not all leaders are managers<br />Not all managers are leader...
exercise step 2: know your context better<br />The person you admired in step 1:  Based on the traits you wrote down, were...
why leadership matters<br />so what?<br />
facets of library leadership<br />coherent approach to personnel<br />strategic vision<br />change management<br />decisio...
exercise step 3: know yourself in the group<br />this will be kept private.<br />find the yellow sheet in your packet<br /...
approaches to leadership<br />where do you land?<br />
you can…<br />lead from the middle or the top<br />lead by words<br />lead by doing<br />lead by supporting others<br />le...
who are you as a leader?<br />Lots of formal theories of leadership. <br />Not really relevant:  You need to know yourself...
exercise step 4: know yourself as a leader<br />this will be kept private.<br />find the blue sheet in your packet<br />tr...
leadership <br />trust<br />
Trust: it doesn’t matter how good you are if no one follows your lead.<br />respect for institutional history<br />compass...
radical transparency<br />
how transparent is too transparent?<br />what are you hiding, and do you know why?<br />if you know why, is it a good reas...
discussion and questions<br />
Upcoming SlideShare
Loading in …5
×

Leadership: The Intangible And Necessary Something

1,076 views

Published on

The Tough Stuff preconfer

Published in: Business, Education
  • Be the first to comment

  • Be the first to like this

Leadership: The Intangible And Necessary Something

  1. 1. the intangible and necessary something<br />leadership:<br />
  2. 2. opening exercise: know your context<br />Think about your favorite boss. Write down three traits you most admired in that person.<br />
  3. 3. leadership is not management<br />
  4. 4. leadership and management<br />Management != Leadership<br />Not all leaders are managers<br />Not all managers are leaders<br />Both are critically important<br />
  5. 5. exercise step 2: know your context better<br />The person you admired in step 1: Based on the traits you wrote down, were they a leader, or a manager, or both?<br />Show of hands for each<br />Large-group discussion of results<br />
  6. 6. why leadership matters<br />so what?<br />
  7. 7. facets of library leadership<br />coherent approach to personnel<br />strategic vision<br />change management<br />decision-making paradigms<br />morale and attitude management<br />external presentation and representation<br />
  8. 8. exercise step 3: know yourself in the group<br />this will be kept private.<br />find the yellow sheet in your packet<br />Individualism-collectivism inventory<br />you will take the test, score your own, and are not obligated to share the results.<br />
  9. 9. approaches to leadership<br />where do you land?<br />
  10. 10. you can…<br />lead from the middle or the top<br />lead by words<br />lead by doing<br />lead by supporting others<br />lead by creating the environment<br />lead by recognizing others<br />
  11. 11. who are you as a leader?<br />Lots of formal theories of leadership. <br />Not really relevant: You need to know yourself.<br />Where are your strengths? Where are your weaknesses? <br />
  12. 12. exercise step 4: know yourself as a leader<br />this will be kept private.<br />find the blue sheet in your packet<br />transformational leadership inventory<br />you will take the test, score your own, and are not obligated to share the results.<br />
  13. 13. leadership <br />trust<br />
  14. 14. Trust: it doesn’t matter how good you are if no one follows your lead.<br />respect for institutional history<br />compassion<br />bravery <br />coaching and mentoring<br />winning one for the team<br />acknowledging the team<br />sharing information<br />acting with integrity <br />communicating with honesty<br />fitting with existing values<br />being fair<br />consistency <br />
  15. 15. radical transparency<br />
  16. 16. how transparent is too transparent?<br />what are you hiding, and do you know why?<br />if you know why, is it a good reason, or fear?<br />consider carefully and define the things that people actually DON’T need to know, rather than what they DO.<br />
  17. 17. discussion and questions<br />

×