There are several theories about how leadership develops: the trait theory suggests certain personality traits lead to leadership roles; the great events theory says crises can cause ordinary people to rise to leadership; and the transformational leadership theory is that people can learn leadership skills. Effective leaders listen to others, encourage participation, and avoid quick decisions. Studies of leadership have examined organizational structures and management approaches, moving from scientific to social science to postmodern theories. Principles of leadership focus on serving others, developing trustworthiness, and effective communication. The most effective paradigm views people as spiritual beings seeking meaning in their work.

1. Leadership Dr. Clark Egnor Marshall University

2. How do you become a leader? Some personality traits may lead people naturally into leadership roles. This is the Trait Theory. A crisis or important event may cause a person to rise to the occasion, which brings out extraordinary leadership qualities in an ordinary person. This is the Great Events Theory. People can choose to become leaders. People can learn leadership skills. This is the Transformational Leadership Theory. It is the most widely accepted theory today.

3. Desert Survival Do NOT vote Do NOT make early, quick, easy agreements and compromises. Do NOT complete internally. DO listen and pay attention to what others have to say. DO encourage others, particularly the quieter ones, to offer their ideas.

4. History of Leadership Study Classical Movement - In 1911, Frederick Taylor formalized his ideas in Principles of Scientific Management which focused on improving worker efficiency. Human Relations Movement - Hawthorne Studies in 1920s by Mayo and Roethlisberger, examined relationship between physical conditions of work and productivity.

5. History of Leadership Theory Social Science Movement – Chester Barnard applies social science approach in his 1938 analysis of organizational life in Functions of the Executive and Max Weber writes about bureaucracy and authority in 1940s. Post-modernism, critical theory, feminist theory and other various other theories are now challenging social science theory.

6. Practices vs. Principles Practices are the what to do’s – specific applications that fit specific circumstances. Principles are the why to do’s – the elements upon which applications or practices are built. “ Give a man a fish and you feed him for a day; teach him how to fish and you feed him for a lifetime.” Be a light, not a shadow.

7. Some of our Shadows Insecurity – we identify ourselves with the external, such as institutional identity or a specific cultural role. Life is a battleground – “wins and losses,” “do or die” tactics, and “allies and enemies.” Everything rests with me – if it’s going to be done right, I am the one who needs to make it happen. Fear – fear of natural chaos of life. Denial of death – fear of negative evaluation, fear of public failure.

8. Lead with Love Love is this – that two solitudes border, protect, and salute one another. - Rainer Maria Rilke in Letter to a Young Poet.

9. Four Dimensions of the Center Security – our self-worth, identity, self-esteem and person strength Guidance – the direction we receive in life Wisdom – our sense of balance and understanding of how our values relate to correct principles Power – our capacity to act and our strength and courage to accomplish something.

10. Four Levels, Four Principles Personal Level – my relationship with myself Interpersonal Level – my relationship and interactions with others Managerial – my responsibility to get a job done with others Organizational – my need to organize people: to recruit them, compensate them, build teams, solve problems, and create strategies and systems.

11. Personal Trustworthiness Character – what you are as a person Competence – what you can do Both character and competence are required to be trustworthy How does one improve their trustworthiness?

12. Interpersonal Trust Trustworthiness is the foundation of trust. Why is trust important for effective leadership? Outcomes of trust in a relationship are clear communication, empathy, synergy, and productive interdependency.

13. Trust and Leadership A Hay's study examined over 75 key components of employee satisfaction. Trust and confidence in top leadership has been cited as the single most reliable predictor of employee satisfaction in an organization.

14. Effective Communication Effective communication by leadership in three critical areas was the key to winning organizational trust and confidence: Helping employees understand the organization's overall mission. Helping employees understand how they contribute to achieving key objectives. Sharing information with employees on both how the organization is doing and how an employee's own division is doing - relative to strategic objectives.

15. Principle-Centered Leaders Continually learning Service-oriented Radiate positive energy Believe in other people Lead balanced lives See life as an adventure Synergistic Exercise for self-renewal

16. The Seven Habits Be proactive – ability to choose your response. Begin with the end in mind – you decide what to do with the time, talent, and tools you have to work with Put first things first – focus on the highly important, but not necessarily urgent Think win/win – security comes from principles, not something or someone else Seek first to understand, then to be understood – listen with empathy (need to respect) and make yourself understood (need courage) Synergize – not comprise, but find mutual solutions that are better than the original proposal Sharpen the saw – improve and renew yourself constantly

17. Autobiography in 5 Short Chapters ( From A Hole in the Sidewalk by Portia Nelson) 1 I walk down the street. There is a deep hole in the sidewalk. I fall in, I am lost…I am helpless. It isn’t my fault. It takes forever to find a way out. II I walk down the same street. There is a deep hole in the sidewalk. I pretend I don’t see it. I fall in again. I can’t believe I am in the same place. But, it isn’t my fault. It still takes a long time to get out.

18. III I walk down the same street. There is a deep hole in the sidewalk. I see it is there. I still fall in. It’s a habit My eyes are open. I know where I am. It is my fault. I get out immediately. IV I walk down the same street. There is a deep hole in the sidewalk. I walk around it. V I walk down another street.

19. The Leadership Process Challenge the process - First, find a process that you believe needs to be improved the most. Inspire a shared vision - Next, share you vision in words that can be understood by your followers. Enable others to act - Give them the tools and methods to solve the problem. Model the way - When the process gets tough, get your hands dirty. A boss tells others what to do...a leader shows it can be done. Encourage the heart - Share the glory with your followers' heart, keep the pains in your heart.

20. Primary & Secondary Greatness Secondary Greatness – achieved with positive personality traits (social status, position, fame, wealth, talent, etc.) and human relations techniques. Primary Greatness – achieved with goodness of character.

21. Primary Greatness Integrity – value we place on ourselves. Maturity – our emotional strength which requires courage balanced with consideration. Abundance mentality – able to share recognition, credit, power or profit and think win/win.

22. Power and Leadership Coercive Power - Power that is based on fear. Reward Power - Compliance achieved based on the ability to distribute rewards that others view as valuable. Legitimate Power - The power a person receives as a result of his or her position in the formal hierarchy of an organization. Expert Power - Influence based on special skills or knowledge. Referent Power - Influence based on possession by an individual or desirable resources or personal traits. Also, Connection Power, Information Power and PCL Power.

23. 10 Power Tools Persuasion – telling why as well as what. Patience – staying committed to goals. Gentleness – not forceful when dealing with followers. Teachableness - you don’t have all the answers. Acceptance – giving benefit of the doubt. Kindness – caring in relationships. Openness – giving full consideration Compassionate confrontation – correcting with care Consistency – actions consistent with character Integrity – actions match words and feelings.

24. Circle of Influence Revolves around trust. Low trust = high control. High trust = low control. With high trust, you don’t have to supervise, because followers supervise themselves. Circle of influence grows as we build more trust because people are supervising themselves.

25. Management Paradigms Scientific Authoritarian - people are primarily motivated by economic security; motivated by “carrot and stick”; the economic man assumption. Problem: man does not live by bread alone. Human Relations - people have both economic and social needs; they want to be treated well and belong; the socioeconomic man assumption. Problem: managers fall into false dichotomy. Human Resource - people are economic, social and psychological beings; they are cognitive, thinking beings. Problem: people do not want to work for a cause with little meaning, even with sufficient economic reward.

26. PC Leadership Paradigm People are not just economic, not just a resource or assets, not just social and psychological beings. People are also spiritual beings – they want meaning – a sense of doing something that matters. This paradigm accounts for all the principles of the others (efficiency, kindness, fairness), but leads to greater effectiveness.