The document discusses various leadership theories and models that can help one develop leadership skills and get "from here to there" as a leader. It covers Maslow's hierarchy of needs, the differences between management and leadership, the Blake and Mouton managerial grid, Hersey-Blanchard situational leadership, participatory leadership, and how personality types and culture can influence leadership styles. The document emphasizes the importance of overcoming incompetence, continuous self-improvement, promoting diversity, ethical behavior, and earning trust to become an effective leader.

1. The Leadership Journey
How do we get from here to there? Kevin Parker, CIP

2. How do I get from here to there?

3. Maslow’s Hierarchy of Needs … Updated!

4. Management vs. Leadership
How they are different and why both are needed

5. Management and Leadership Continuum
Management
Status Quo
Maintenance
Optimization
Leadership
Change
Inspiration
Transformation

6. “Management is doing things right;
Leadership is doing the right thing.”
—Peter F. Drucker

7. Leadership Theories
A very brief overview

8. 1840s
1940s
1960s
1970s
Leadership Theory Timeline
1930s

9. Blake & Mouton’s Managerial Grid
1 2 3 4 5 6 7 8 9
Concern for Production
ConcernforPeople
123456789
B
D
C
E
A
A (1,1): Indifferent
“Laissez Faire”
B (1,9): Accommodating
“Country Club”
C (9,1): Dictatorial
“Produce or Perish”
D (5,5): Status Quo
“Middle of the Road”
E (9,9): Transformational
“Team Management”

10. Hersey-Blanchard Situational Leadership
Less Mature
More Directive
More Mature
Less Directive
Follower Maturity
Leadership Style
Unable/Unwilling Unable/Willing Able/Unsure Willing/Able
Directing Coaching Supporting Delegating
(Telling) (Selling) (Participating)

11. Participatory Leadership
Basic Principles
• Solicit input and listen to your team
• Consider what everyone says
• Make the final decision
• Participation can be direct or
through representatives
Advantages
• Helps people feel a part of the
process
• Leverages the wisdom of your team
• Team members may be more
willing advocates

12. Personality Types
How these affect leadership style

13. Personality Type System Examples
• Type A / Type B
• Four Temperaments (Sanguine / Choleric / Melancholic / Phlegmatic)
• Color Code (Red / Blue / White / Yellow)
• Men are from Mars, Women are from Venus
• Myers-Briggs Type Indicator

14. Myers-Briggs Type Indicator (MBTI)
INTJ
“Architect”
“Mastermind”
INTP
“Logician”
“Thinker”
ENTJ
“Commander”
“Executive”
ENTP
“Debater”
“Inventor”
INFJ
“Advocate”
“Counselor”
INFP
“Mediator”
“Healer”
ENFJ
“Protagonist”
“Teacher”
ENFP
“Campaigner”
“Champion”
ISTJ
“Logistician”
“Inspector”
ISFJ
“Defender”
“Protector”
ESTJ
“Guardian”
“Supervisor”
ESFJ
“Caregiver”
“Provider”
ISTP
“Virtuoso”
“Crafter”
ISFP
“Adventurer”
“Composer”
ESTP
“Entrepreneur”
“Promoter”
ESFP
“Entertainer”
“Performer”
• Introvert (I) or
Extrovert (E)?
• Intuitive (N) or
Sensing (S)?
• Thinking (T) or
Feeling (F)?
• Judging (J) or
Perceiving (P)?

15. Culture and Worldview
How these affect leadership style

16. Worldview Affects Leadership Style
• Core beliefs about the world
• Future direction
• Values and ethics
• Methodology
• Epistemology

17. The Leadership Journey
Putting it all together

18. Overcome the Peter Principle
People are promoted to their own level
of incompetence.
(Theory by Laurence J. Peter)
How do you overcome this?
Incompetent
Competent
Super
Competent

19. Sharpen the Saw
Take time to reevaluate and retool in
order to do your job better.
Get training. Get mentoring.
(From The 7 Habits of Highly Effective People by
Stephen Covey)

20. Seize Opportunities to Improve…
Your organization.
Your team.
Yourself.

21. Value and Promote Diversity
Of course diversity in gender, race, and
culture.
And also, diversity in thought, skills, and
opinions.

22. Be Ethical, No Matter the Cost
Treat your people with dignity and
respect.
Don’t abuse your authority.
Don’t end up on the news.

23. Earn Trust
Trust does not come from
positional authority. It comes from
being trustworthy, evidenced by
consistent actions over time.

24. Push People Out of Their Comfort Zones (Carefully)

25. “Don’t be the last book you read or speech
you heard. Examine your own leadership
strengths and weaknesses as well as what will
be most effective in your context. Then go
lead.”
—J. Kevin Parker

26. Growing as Information Leaders
Helping your organization succeed with Information Governance

27. Sharpen Your Info Pro Saw
• Get relevant training and certifications.
• Attend events like InfoGovCon.
• Form and grow relationships with respected leaders.
• Pass on what you have learned.
• Use skills inventories and personality type information as tools to
identify areas for improvement—not measuring sticks to judge by.

28. Lead Where You Are
• Build relationships in your organization.
• Look for opportunities to solve pain points and improve.
• Make the business case for your vision—using language your
leadership will understand.
• Coordinate your efforts with other groups and leaders.

29. Learn from Successes and Failures
• You will meet resistance. Deal with it.
• Always do “lessons learned” and share them.
• Know when it’s time to push for change—or time to jet.
• Get outside help when you need it.

30. How do we get from here to there? Study and practice. Years of it.

31. Kevin Parker, CIP
kevin.parker@kwestix.com
twitter.com/JKevinParker
www.linkedin.com/in/JKevinParker