The document discusses appreciative leadership and generative connections. It begins with an agenda that outlines exploring appreciative leaders through discovery and dream phases. Findings from prior research identified a model of appreciative leadership defined by worldview, practices, and values. The discovery phase involves one-on-one dialogues to share stories of appreciative leaders. The dream phase consists of group conversations to shape how appreciative leaders are formed, their capabilities to enable positive change, and how they create generative relationships. The document emphasizes practices for appreciative leaders in the 21st century like presence, interconnectedness, humility, and discipline.

1.
APPRECIATIVE
LEADERS:
THE
SOCIAL
CONSTRUCTION
OF
GENERATIVE
CONNECTIONS
LEADERSHIP
THAT
WINS
THE
HEARTS
&
MINDS
OF
OUR
STAKEHOLDERS
Dr.
Jackie
Stavros,
Mr.
Joep
C.
de
Jong,
Dr.
Marjorie
Schiller,
&
Dr.
Anne
Kohnke
26
April
2012
WAIC,
Ghent,
Belgium

2. Our
Agenda
• Session
Overview
• An
AppreciaMve
Leader
Discovery
• AppreciaMve
Leaders:
GeneraMve
ConnecMons
v Discovery
v Dream
• The
Design
&
DesMny
of
an
AppreciaMve
Leader
• Wrap
Up:
Moving
Forward
with
the
AppreciaMve
Leaders
Journey

3. AppreciaMve
Leaders
in
the
Eye
of
the
Beholder
• The
idea
• The
purpose
• Two
assump/ons
– Everyone
is
a
leader
– Leadership
is
in
the
eye
of
the
beholder
• Original
study

4. Findings:
Model
of
AppreciaMve
Leadership
WORLD PRACTICES VALUES
VIEW
Challenges
Relational
Envision Encourages Genuine
Catalyst
Inspire Enables Credible
Coaches
Holistic Inquires Respectful
Dialogues
• Conceptual Frame • Day-to-day Behaviors • Embedded Values and
Beliefs
• Operating Philosophy • What people do
• Personal Awareness
Source: Appreciative Leaders in The Eye of the Beholder (2001) by Marge Schiller, Bea Mah
Holland, and Deanne Riley, Publisher: Taos Institute, p. 159

5. AppreciaMve
Leaders
in
the
Eyes
of
the
Beholder
Preface
by
Kenneth
Gergen
Foreword
by
David
Cooperrider
Chapter
1:
The
Road
to
AppreciaMve
Leadership
Chapter
2:
Taking
Care
of
Business
Chapter
3:
SupporMng
Wellness
Chapter
4:
Serving
the
Community
Chapter
5:
ReflecMons
of
a
Life
Time
Chapter
6:
The
Method,
The
Model
and
Making
Meaning

6. Faithful
QuesMons
• What
is
your
best
story
on
leadership,
leadership
that
you
really
appreciated?
• What
do
you
see
as
the
values
and
acMons
(behavior)
leading
to
the
posiMve
core
of
leadership?

7. A
Leader’s
Value
Chain
Data Information Knowledge Wisdom Spirituality
Visionary L
Strategist e
a
Operator d
e
Manager: skills & competencies (‘hard & soft’) r

8. A
Leader’s
Value
Chain
Data Information Knowledge Wisdom Spirituality
L
Visionary
Visionary e
Strategist a
d
Operator e
r
Manager: skills & competencies (‘hard & soft’)
personal
Brain / discussion Heart / dialogue Soul / silence
economical
Single Bottom line Triple Bottom line Holistic

9. A
Leader’s
Value
Chain
Data Information Knowledge Wisdom Wholeness
L
Visionary e
Strategist a
d
Operator e
r
Manager: skills & competencies (‘hard & soft’)
Geoffrey Moore
Operational Operational Operational
Product Product
Customers >>>>Partners
Partner model
Connect Connect & Share Connect,
Share &
(Co-)Create

10. A
Leader’s
TransformaMon
From:
• Knowledge
is
Power
(The
expert)

11. To:
• Shared
Knowledge
will
be
the
CompeMMve
Edge
and
create
Strength
(The
community)

12. Our
External
&
Internal
Clock
External clock
+
Speed of
Change
time
-
Internal clock

13. feminine
The
external
clock
economical self
+ Single Bottom line Triple Bottom line Holistic
justice
Speed of Data Information Knowledge Wisdom Wholeness
Change
Balance
time
personal
-
Head / discussion Heart / dialog Soul / silence
The internal clock

14. Boomerang
Thoughts
and
Dialogue
It is easy at times to be influenced by negative thinking since much of our
conditioning In life and wiring of our brains lends itself to that.
Although it seems harder at times, our greatest power to create a fulfilling life
lies in our ability to choose our thoughts and dialogue in any given moment to possibly
design the next moment by positive thoughts and dialogues.
Our thoughts and dialogue are like a boomerang and will return to us sooner or later
with astounding accuracy. It is therefore decidedly wise to think the kind of thoughts
and have the kind of dialogue that support the kind of life we want to live!

15. SOAR
SOAR
is
a
strategy
framework
with
a
dialogical
approach
that
focuses
on
strengths,
opportuniMes,
aspiraMons,
and
results.
SOAR
seeks
to
understand
and
improve
the
whole
system
by
including
the
voices
of
the
relevant
stakeholders.
Stavros, Jacqueline and Hinrichs, Gina (2009). The Thin Book of SOAR: Building Strengths-Based Strategy. Bend, OR:
www.thinbook.com.

16. The
Discovery
One-­‐on-­‐one
Dialogue
• Find
an
interview
partner
• 10
Minutes
each
• Quick
debrief

17. How
Do
AppreciaMve
Leaders
SOAR?
§ Please
describe
an
appreciaMve
leader
in
your
life.
§ What
are
the
core
values
of
this
leader?
§ What
are
the
strengths
of
this
leader?
§ How
does
this
leader
tap
into
the
aspiraMons
of
those
he/she
leads
to
provide
a
sense
of
hope,
direcMon,
and
purpose
(opportuniMes)
to
make
a
posiMve
contribuMon
(results)?
• How
does
this
appreciaMve
leader
generate
conversaMons
that
lead
to
new
visions
and
innovaMons
that
are
good
for
all
stakeholders
(external
and
internal)?

18. The
Dream
(Conversa/ons
in
Small
Groups)

19. The
Dream
(Conversa/ons
in
Small
Groups)
• Join
in
Groups
of
4-­‐6
• 5
Minutes
per
quesMon
• Quick
debrief

20. DREAM:
Shape,
Lead,
and
Create
RelaMonships
o How
are
appreciaMve
leaders
shaped
from
their
environments
(socially,
technologically,
poliMcally,
etc.)?
o What
are
the
capabiliMes
that
appreciaMve
leaders
have
to
lead
posiMve
change
from
an
individual,
organizaMonal,
and/or
global
perspecMve?
o How
do
appreciaMve
leaders
create
relaMonships
that
are
truly
generaMve?

21. Thoughts
for
the
AppreciaMve
Leader
of
the
21st
Century
• PracMce
of
Presence
– Presence
requires
an
open-­‐minded
percepMon
of
what-­‐is
• PracMce
of
Interconnectedness
– Leaders
are
profoundly
connected
to
the
bigger
whole:
the
community,
the
world
• PracMce
of
Humility
– Leaders
know
they
don’t
know
• PracMce
of
Discipline
– Discipline
concerns
taking
seriously
what
is
really
important
for
you
in
life,
and
go
for
it
• PracMce
of
Courage
– Courage
meaning
applying
a
combinaMon
of
the
above
and
to
connect,
share
and
co-­‐
create
• PracMce
of
Integrity
– The
endless
search
of
who
you
really
are
and
how
to
serve
those
entrusted
to
you
• PracMce
of
AppreciaMon
– Appreciated
what
is
contributed
by
others
and
regard
it
as
part
of
the
meaning
making
• PracMce
of
ReflecMon
– ReflecMon
on
what
comes
on
our
path;
What
have
I
learned
today?
What
was
the
gig
today?
Source:
For
the
first
4
pracMces
PosiMve
Leadership
Leading
and
Learning
through
Essence
by
Dr
R.
van
den
Nieuwenhof
&
Dr
S.
de
Weerdt.
The
last
4
pracMces
have
been
formulated
by
Joep
C.
de
Jong,
based
on
his
work
around
AppreciaMve
Leadership

22. Wrap
Up
• Where
we
are
with
the
next
study
—10
years
later
• Sign
up
to
be
interviewed
[interview
protocol]
• Conduct
an
interview
and
submit
to
us

23. THANK
YOU!
FOR
FOLLOW
UP
QUESTIONS
OR
INFORMATION
CONTACT
US
AT:
Joep
de
Jong;
joep.dejong@h-­‐l.nl
Anne
Kohnke:
akohnke@ltu.edu
Marge
Schiller:
margeschiller@yahoo.com
Jacqueline
(Jackie)
Stavros:
jstavros@ltu.edu
or
jstavros@comcast.net