The McDonald Cadet Leadership Conference is a three-day conference hosted at West Point that brings together top undergraduate student leaders from around the world. The conference focuses on developing leadership skills like critical thinking and collaboration through panel discussions on topics like the global economy, education, connectedness, and stewardship. Students are divided into small teams that work through case studies and produce op-eds. The 2015 conference had 84 student attendees from 27 US schools and 12 international schools. It featured panels moderated by US Military Academy leaders and presentations from accomplished senior fellows. The agenda included leadership tours, panels, team activities, and social events. Past attendees commented that the conference was inspirational and helped cultivate relationships that furthered their leadership development.
This document discusses collective leadership and its role in community-based service learning projects. It describes collective leadership as aligning diverse stakeholders around a shared agenda by unleashing talents and local resources to create change. Community organizations are using collective leadership to design youth civic engagement and community wellness projects. The document provides examples of collective leadership in action through community projects in Arizona and California that address issues like diabetes, the environment, and violence.
The document discusses leadership challenges in the 21st century and approaches to developing global leaders. It notes that effective leadership requires acknowledging ethical and creative aspects as well as distributed models. Developing leaders benefits from approaches that encourage "learning through doing" by engaging with real dilemmas and considering alternative strategies. The most important leader to study is oneself.
This document discusses global versus international leadership and what characterizes leadership in a global context. It provides definitions of global and international, noting that global leadership encompasses leading an organization, people, and oneself with a holistic worldview beyond borders. The document then outlines five essentials of global leadership: solid management/leadership skills, a "glocal" mindset, leadership agility, extra effort to bridge distances, and self-awareness/reflection. It also discusses Danish leadership style internationally, noting both advantages like openness but also potential downsides if not adapted to other cultures.
Global Leadership: Navigating Leadership for the FutureCheryl Doig
A summary of slides presented at a workshop for international school leaders at the EARCOS Conference in Bangkok October 2013. These slides show the importance of SANE Leadership as a differentiator for leaders in the future.
This document summarizes a presentation on global leadership development. It discusses various frameworks and approaches for developing global leaders, including the Center for Creative Leadership's model of developing 12 capabilities through self-knowledge, behavioral change, and career development. It also reviews different development tools like 360-degree feedback, coaching, mentoring, and their strengths/weaknesses. The document then outlines a research project between several Asian universities to derive a model for developing Asian leaders based on analyzing the cross-cultural experiences of international assignees from China, Indonesia, and Singapore.
Global leaders are professionals adept at operating internationally with a global mindset, entrepreneurial spirit, and commitment to global communities. Developing global leaders requires enhancing existing leaders' skills through training programs that encourage cultural sensitivity, adaptability, and tolerance for ambiguity. Key skills to invest in include self-awareness, empathy, openness, and respect for differences. Effective development strategies incorporate immersive experiences, global action learning projects, and coaching tailored to the global context.
Professor Peter Hawkins discusses the need for collective leadership to rise to current challenges. He emphasizes that learning must equal or exceed the rate of environmental change for organizations to survive. Sustainable change requires aligning strategy, change, culture and leadership. High performing teams excel through clarifying their mission, co-creating solutions both internally and with stakeholders, and engaging in continuous learning. Building partnerships also demands a shared compelling vision of what groups can achieve together that they cannot apart.
The chapter discusses the origins and development of the field of global leadership. It traces how early approaches to studying leadership focused on traits, behaviors, situations, and power/influence. More recent theories examine universal vs contingency approaches and leader vs follower-centered perspectives. The field of global leadership emerged from studies of international business, multinational corporations, and expatriate managers in the 1950s-1990s. Global leadership involves higher complexity due to increased multiplicity, interdependence, ambiguity within constantly changing global systems.
This document discusses collective leadership and its role in community-based service learning projects. It describes collective leadership as aligning diverse stakeholders around a shared agenda by unleashing talents and local resources to create change. Community organizations are using collective leadership to design youth civic engagement and community wellness projects. The document provides examples of collective leadership in action through community projects in Arizona and California that address issues like diabetes, the environment, and violence.
The document discusses leadership challenges in the 21st century and approaches to developing global leaders. It notes that effective leadership requires acknowledging ethical and creative aspects as well as distributed models. Developing leaders benefits from approaches that encourage "learning through doing" by engaging with real dilemmas and considering alternative strategies. The most important leader to study is oneself.
This document discusses global versus international leadership and what characterizes leadership in a global context. It provides definitions of global and international, noting that global leadership encompasses leading an organization, people, and oneself with a holistic worldview beyond borders. The document then outlines five essentials of global leadership: solid management/leadership skills, a "glocal" mindset, leadership agility, extra effort to bridge distances, and self-awareness/reflection. It also discusses Danish leadership style internationally, noting both advantages like openness but also potential downsides if not adapted to other cultures.
Global Leadership: Navigating Leadership for the FutureCheryl Doig
A summary of slides presented at a workshop for international school leaders at the EARCOS Conference in Bangkok October 2013. These slides show the importance of SANE Leadership as a differentiator for leaders in the future.
This document summarizes a presentation on global leadership development. It discusses various frameworks and approaches for developing global leaders, including the Center for Creative Leadership's model of developing 12 capabilities through self-knowledge, behavioral change, and career development. It also reviews different development tools like 360-degree feedback, coaching, mentoring, and their strengths/weaknesses. The document then outlines a research project between several Asian universities to derive a model for developing Asian leaders based on analyzing the cross-cultural experiences of international assignees from China, Indonesia, and Singapore.
Global leaders are professionals adept at operating internationally with a global mindset, entrepreneurial spirit, and commitment to global communities. Developing global leaders requires enhancing existing leaders' skills through training programs that encourage cultural sensitivity, adaptability, and tolerance for ambiguity. Key skills to invest in include self-awareness, empathy, openness, and respect for differences. Effective development strategies incorporate immersive experiences, global action learning projects, and coaching tailored to the global context.
Professor Peter Hawkins discusses the need for collective leadership to rise to current challenges. He emphasizes that learning must equal or exceed the rate of environmental change for organizations to survive. Sustainable change requires aligning strategy, change, culture and leadership. High performing teams excel through clarifying their mission, co-creating solutions both internally and with stakeholders, and engaging in continuous learning. Building partnerships also demands a shared compelling vision of what groups can achieve together that they cannot apart.
The chapter discusses the origins and development of the field of global leadership. It traces how early approaches to studying leadership focused on traits, behaviors, situations, and power/influence. More recent theories examine universal vs contingency approaches and leader vs follower-centered perspectives. The field of global leadership emerged from studies of international business, multinational corporations, and expatriate managers in the 1950s-1990s. Global leadership involves higher complexity due to increased multiplicity, interdependence, ambiguity within constantly changing global systems.
The document discusses developing global leadership competence. It defines global mindset and leadership, outlining the knowledge, skills, and abilities required for leading in today's global environment. These include cultural intelligence, flexibility, and balancing tasks and relationships. The document also examines challenges in developing global leadership, such as barriers organizations face and ensuring leadership capabilities align with business needs. It provides examples of developing global leadership through rotational assignments, coaching, and networking activities.
Here are a few ideas for how we could work on this research agenda together:
- Divide up the literature to review - different team members could each take responsibility for synthesizing a few key areas like team effectiveness, collaboration, family systems, etc.
- Set up working sessions to come together periodically to share our findings, discuss connections to DAC, and identify gaps/new areas to explore
- Conduct interviews or focus groups with leaders in different contexts to learn what relational practices they use to increase direction, alignment and commitment in their organizations
- Develop case studies that illustrate how relational leadership plays out in various settings not well represented in existing research
- Create a matrix or map linking relational practices to leadership outcomes
http://www.weforum.org 26.07.2011
Programme of the Global Leadership Fellows Programme at the World Economic Forum. For more information go to http://www.weforum.org/glf
TMA World Webinar Collaborative Leadership Skills for Global LeadersTMA World
Terence Brake, President of TMA World Americas, gave a webinar on collaborative leadership. He discussed that collaborative leaders deliver results across organizational boundaries by combining diverse knowledge and skills to reach common goals. They create a sense of collective authorship, ownership, and responsibility. Collaborative leadership skills include environmental analysis, process management, perception management, personal alignment, communication, and culture development. Organizations can develop more collaborative leaders through a collaboration audit of their structure, culture, HR systems, learning and development programs, and using collaboration labs.
Global leadership requires recognizing the impact of globalization, embracing diversity, and building partnerships. Leaders must think globally, appreciate diversity, be technologically savvy, share leadership, create a shared vision, develop people, empower others, demonstrate integrity, lead change, and anticipate opportunities to maintain a competitive advantage. Effective global leaders treat people with dignity, develop shared goals, and inspire their organization to achieve high levels of customer satisfaction.
How Global Leaders Develop: Implications for PracticeSteve Terrell
The document summarizes research on how global leaders develop and provides implications and recommendations for global leadership development practices. Key findings include: (1) Global leaders develop through first-hand global experiences that challenge assumptions; (2) They learn cultural sensitivity is important from living in different cultures; (3) Global leaders require unique competencies. Recommendations for development include global assignments, training to increase cultural awareness, and using a competency model tied to an organization's needs.
The document discusses boundary-spanning leadership, which involves creating direction, alignment, and commitment across organizational boundaries to achieve common goals. Boundary-spanning leadership is important because it taps into diverse perspectives to reduce costs and risks while increasing potential for innovation. The document provides strategies for developing boundary-spanning skills, such as building credibility through sharing information, listening, and engaging in learning with others across boundaries.
This document discusses global mindset as a driver for global leadership and collaboration. It provides an overview of an upcoming presentation on global mindset, which will define global mindset, discuss how it benefits both individuals and organizations, and provide examples from a case study of how an organization developed and enacted a global mindset. The presentation aims to help organizations understand how to develop global mindset within their own context to improve strategic outcomes.
In order to be successful, it is universally accepted that organizations must ensure all employees are aligned with business objectives. But in a world where objectives inevitably change, how do your leaders keep employees aligned? In this session, Rich Been will discuss an emerging framework that defines leadership in terms of its outcomes of direction, alignment and commitment. This session also will introduce the Center for Creative Leadership’s latest, cutting-edge research on “boundary spanning” — the capability to create direction, alignment and commitment across organizational boundaries in service of a higher vision or goal.
Roland Smith, Ph.D., Senior Faculty Member and Lead Researcher, Center for Creative Leadership
Mark Onisk, Vice President, Learning Products, Element K
As an international non-profit organization we believe in collective leadership skills for sustainability and the capacity to dialogue – for jointly created solutions across sectors, institutions, nations and cultures. We globally support leaders and change agents in private companies, public institutions and civil society who anchor their action in the concern for the greater good and the future of humankind on this planet.
The document discusses boundary spanning leadership. It defines boundary spanning leadership as leadership that bridges boundaries between groups in service of a broader vision or goal. It notes that while physical boundaries are breaking down, new psychological boundaries based on social group membership are emerging. It discusses challenges of boundary spanning leadership, such as being pulled in different directions and pushed to one group. It also discusses tactics for practicing boundary spanning leadership, such as suspending group identities and activating shared identities. Finally, it proposes areas for future research, such as exemplary boundary spanning leaders and initiatives.
Connected webinars, rise at gates foundation & vertical developmentCharles Palus
THE CONNECTED WEBINAR SERIES 2017-2018
http://cop.ccl.org/connected/connect/webinar-archive/
Vertical Development Ideas into Action: The RISE Approach to Leadership Development at the Bill & Melinda Gates Foundation. Kara Laverde (Deputy Director, People & Organization Potential, The Bill & Melinda Gates Foundation) talks about how they use the framework of vertical leadership development as both “spotlight” and “scaffold” in developing their people and promoting positive culture change. View the Gates Foundation white paper, Lead Your Culture or Your Culture Will Lead You. www.ccl.org/wp-content/uploads/2016/02/Gates-Ftdn.pdf
This document discusses leadership in the context of developing an educational program for the First Nations of the Fort Nelson First Nation (FNFN) in Canada. It proposes using distance education to teach water stewardship, given the remote location of the FNFN and existing technological infrastructure. A design team would take a transformational and servant leadership approach, working with FNFN leaders and academic partners. Challenges include determining what form of leadership is needed and who should lead. A solution proposed is a situational and distributed "leadership by design" approach using a bio-cluster network model to facilitate collaboration between the dispersed groups.
The document discusses collective leadership and outlines five questions for exploration. It describes collective leadership as involving shared goals, direction, alignment and commitment among members. It contrasts this with individual leadership. The document notes some inner shifts required for collective leadership, like a sense of interdependence and openness. It proposes practices like action inquiry, challenging assumptions, and awareness practices to actualize collective leadership and access collective wisdom.
Seeing and assessing leadership culture Charles Palus
With Sarah Stawiski, Chuck Palus, & John McGuire
Join us for a conversation about seeing and assessing leadership culture. In the previous webinar we explored how leadership culture is key to change leadership. This week we take a closer look at leadership culture: What it is, how to see it, and how to engage and begin to transform it.
We define the basic terms, and share the background of theory and practice
We review and experience several practical tools for seeing, assessing, and transforming leadership culture
We look at case studies, with implications for your own context
What is the CONNECTED Community, and why is relational leadership important? Click here for resources http://cop.ccl.org/connected/
this presentation describes the differences in the global cultures and how it might affect doing business with different cultures?
what should a global leader do when dealing with different cultures?
when is the return of these recommendations on him as a leader?
The document discusses the need for collaborative leadership in higher education. It argues that traditional hierarchical leadership approaches are no longer sufficient to address the complex challenges facing colleges and universities. True collaboration requires shared decision-making across divisions to achieve mutually agreed upon goals. The barriers to collaboration include hierarchies, campus culture, lack of networking, and collaborating for the wrong reasons. Effective collaboration is disciplined and results-oriented. Senior leaders must develop collaborative skills and distribute leadership to tackle adaptive challenges that cannot be solved through technical changes alone.
Change Leadership: Leveraging the Power of Leadership Culture featuring John ...Charles Palus
The webinar discussed relational leadership and change leadership. Relational leadership sees leadership as emerging from social relationships rather than individuals. Effective change leadership requires shifting collective leadership beliefs and practices to drive new directions. The webinar presented a framework that links leadership beliefs, practices, and culture to organizational outcomes. It also outlined a three-phase methodology for change leadership that focuses on aligning strategy, designing changes, and implementing changes through new beliefs and practices. The goal is to develop collaborative leadership capability for sustainable organizational change.
Analyst for cnn, and former presidential adviser), carter rohoney725342
This document provides a summary of the book "Passion & Purpose" which profiles stories of young business leaders who are tackling big issues and shaping the future of business. It includes short biographies of the authors and an overview of the book's structure. The book explores how the next generation is embracing convergence across sectors, globalization, and driving business with a purpose. It features interviews with established leaders who provide perspectives on the trends shaped by young professionals. The document gives high-level context about the themes and individuals featured in the leadership stories compiled in the book.
Examining a global NGO’s collective capacity to leadCharles Palus
Examining a global NGO’s collective capacity to lead, featuring Patrick Sweet, Cindy McCauley, & Robert Burnside. 1) Identify groups whose shared work is central to the organization’s success. 2) Invite group members to complete the DAC survey about leadership outcomes in their group. 3) Compile and analyze responses from 920 individuals, and create focus groups for DAC best practices.
http://cop.ccl.org/connected/connect/webinar-archive/
Kegiatan sistem kredit kinerja kemahasiswaanSeta Wicaksana
- The document discusses the development of a student performance credit system (Soft Skill Development) at a university in Indonesia.
- It emphasizes that beyond just knowledge and skills, values, attitudes and character are also crucial for success in today's globally competitive environment. Soft skills like these are known as "soft competencies".
- The university aims to balance developing students' hard competencies (knowledge and skills) with soft skills (values, attitudes, character) to create excellent individuals. It outlines a leadership training and development program called SOBAT to help students strengthen various soft skills like self-awareness, teamwork, communication and business acumen.
Delivering high performance through inclusive leadership.Gary Coulton
We live in times of Volatility, Uncertainty, Complexity and Ambiguity (VUCA). In this webinar, internationally recognised expert in inclusion, Dr. Ian Dodds, demonstrates how to deliver high performance in these VUCA times through Inclusive Leadership. He describes what Inclusive Leadership is and how to develop Inclusive Leaders to deliver high performance, great customer service, high levels of employee engagement and complex change. Ian is a founder partner of the Adaptive Intelligence Group (AdaptiveIG) contributing his expertise to create adaptive cultures and an environment of excellence.
The document discusses developing global leadership competence. It defines global mindset and leadership, outlining the knowledge, skills, and abilities required for leading in today's global environment. These include cultural intelligence, flexibility, and balancing tasks and relationships. The document also examines challenges in developing global leadership, such as barriers organizations face and ensuring leadership capabilities align with business needs. It provides examples of developing global leadership through rotational assignments, coaching, and networking activities.
Here are a few ideas for how we could work on this research agenda together:
- Divide up the literature to review - different team members could each take responsibility for synthesizing a few key areas like team effectiveness, collaboration, family systems, etc.
- Set up working sessions to come together periodically to share our findings, discuss connections to DAC, and identify gaps/new areas to explore
- Conduct interviews or focus groups with leaders in different contexts to learn what relational practices they use to increase direction, alignment and commitment in their organizations
- Develop case studies that illustrate how relational leadership plays out in various settings not well represented in existing research
- Create a matrix or map linking relational practices to leadership outcomes
http://www.weforum.org 26.07.2011
Programme of the Global Leadership Fellows Programme at the World Economic Forum. For more information go to http://www.weforum.org/glf
TMA World Webinar Collaborative Leadership Skills for Global LeadersTMA World
Terence Brake, President of TMA World Americas, gave a webinar on collaborative leadership. He discussed that collaborative leaders deliver results across organizational boundaries by combining diverse knowledge and skills to reach common goals. They create a sense of collective authorship, ownership, and responsibility. Collaborative leadership skills include environmental analysis, process management, perception management, personal alignment, communication, and culture development. Organizations can develop more collaborative leaders through a collaboration audit of their structure, culture, HR systems, learning and development programs, and using collaboration labs.
Global leadership requires recognizing the impact of globalization, embracing diversity, and building partnerships. Leaders must think globally, appreciate diversity, be technologically savvy, share leadership, create a shared vision, develop people, empower others, demonstrate integrity, lead change, and anticipate opportunities to maintain a competitive advantage. Effective global leaders treat people with dignity, develop shared goals, and inspire their organization to achieve high levels of customer satisfaction.
How Global Leaders Develop: Implications for PracticeSteve Terrell
The document summarizes research on how global leaders develop and provides implications and recommendations for global leadership development practices. Key findings include: (1) Global leaders develop through first-hand global experiences that challenge assumptions; (2) They learn cultural sensitivity is important from living in different cultures; (3) Global leaders require unique competencies. Recommendations for development include global assignments, training to increase cultural awareness, and using a competency model tied to an organization's needs.
The document discusses boundary-spanning leadership, which involves creating direction, alignment, and commitment across organizational boundaries to achieve common goals. Boundary-spanning leadership is important because it taps into diverse perspectives to reduce costs and risks while increasing potential for innovation. The document provides strategies for developing boundary-spanning skills, such as building credibility through sharing information, listening, and engaging in learning with others across boundaries.
This document discusses global mindset as a driver for global leadership and collaboration. It provides an overview of an upcoming presentation on global mindset, which will define global mindset, discuss how it benefits both individuals and organizations, and provide examples from a case study of how an organization developed and enacted a global mindset. The presentation aims to help organizations understand how to develop global mindset within their own context to improve strategic outcomes.
In order to be successful, it is universally accepted that organizations must ensure all employees are aligned with business objectives. But in a world where objectives inevitably change, how do your leaders keep employees aligned? In this session, Rich Been will discuss an emerging framework that defines leadership in terms of its outcomes of direction, alignment and commitment. This session also will introduce the Center for Creative Leadership’s latest, cutting-edge research on “boundary spanning” — the capability to create direction, alignment and commitment across organizational boundaries in service of a higher vision or goal.
Roland Smith, Ph.D., Senior Faculty Member and Lead Researcher, Center for Creative Leadership
Mark Onisk, Vice President, Learning Products, Element K
As an international non-profit organization we believe in collective leadership skills for sustainability and the capacity to dialogue – for jointly created solutions across sectors, institutions, nations and cultures. We globally support leaders and change agents in private companies, public institutions and civil society who anchor their action in the concern for the greater good and the future of humankind on this planet.
The document discusses boundary spanning leadership. It defines boundary spanning leadership as leadership that bridges boundaries between groups in service of a broader vision or goal. It notes that while physical boundaries are breaking down, new psychological boundaries based on social group membership are emerging. It discusses challenges of boundary spanning leadership, such as being pulled in different directions and pushed to one group. It also discusses tactics for practicing boundary spanning leadership, such as suspending group identities and activating shared identities. Finally, it proposes areas for future research, such as exemplary boundary spanning leaders and initiatives.
Connected webinars, rise at gates foundation & vertical developmentCharles Palus
THE CONNECTED WEBINAR SERIES 2017-2018
http://cop.ccl.org/connected/connect/webinar-archive/
Vertical Development Ideas into Action: The RISE Approach to Leadership Development at the Bill & Melinda Gates Foundation. Kara Laverde (Deputy Director, People & Organization Potential, The Bill & Melinda Gates Foundation) talks about how they use the framework of vertical leadership development as both “spotlight” and “scaffold” in developing their people and promoting positive culture change. View the Gates Foundation white paper, Lead Your Culture or Your Culture Will Lead You. www.ccl.org/wp-content/uploads/2016/02/Gates-Ftdn.pdf
This document discusses leadership in the context of developing an educational program for the First Nations of the Fort Nelson First Nation (FNFN) in Canada. It proposes using distance education to teach water stewardship, given the remote location of the FNFN and existing technological infrastructure. A design team would take a transformational and servant leadership approach, working with FNFN leaders and academic partners. Challenges include determining what form of leadership is needed and who should lead. A solution proposed is a situational and distributed "leadership by design" approach using a bio-cluster network model to facilitate collaboration between the dispersed groups.
The document discusses collective leadership and outlines five questions for exploration. It describes collective leadership as involving shared goals, direction, alignment and commitment among members. It contrasts this with individual leadership. The document notes some inner shifts required for collective leadership, like a sense of interdependence and openness. It proposes practices like action inquiry, challenging assumptions, and awareness practices to actualize collective leadership and access collective wisdom.
Seeing and assessing leadership culture Charles Palus
With Sarah Stawiski, Chuck Palus, & John McGuire
Join us for a conversation about seeing and assessing leadership culture. In the previous webinar we explored how leadership culture is key to change leadership. This week we take a closer look at leadership culture: What it is, how to see it, and how to engage and begin to transform it.
We define the basic terms, and share the background of theory and practice
We review and experience several practical tools for seeing, assessing, and transforming leadership culture
We look at case studies, with implications for your own context
What is the CONNECTED Community, and why is relational leadership important? Click here for resources http://cop.ccl.org/connected/
this presentation describes the differences in the global cultures and how it might affect doing business with different cultures?
what should a global leader do when dealing with different cultures?
when is the return of these recommendations on him as a leader?
The document discusses the need for collaborative leadership in higher education. It argues that traditional hierarchical leadership approaches are no longer sufficient to address the complex challenges facing colleges and universities. True collaboration requires shared decision-making across divisions to achieve mutually agreed upon goals. The barriers to collaboration include hierarchies, campus culture, lack of networking, and collaborating for the wrong reasons. Effective collaboration is disciplined and results-oriented. Senior leaders must develop collaborative skills and distribute leadership to tackle adaptive challenges that cannot be solved through technical changes alone.
Change Leadership: Leveraging the Power of Leadership Culture featuring John ...Charles Palus
The webinar discussed relational leadership and change leadership. Relational leadership sees leadership as emerging from social relationships rather than individuals. Effective change leadership requires shifting collective leadership beliefs and practices to drive new directions. The webinar presented a framework that links leadership beliefs, practices, and culture to organizational outcomes. It also outlined a three-phase methodology for change leadership that focuses on aligning strategy, designing changes, and implementing changes through new beliefs and practices. The goal is to develop collaborative leadership capability for sustainable organizational change.
Analyst for cnn, and former presidential adviser), carter rohoney725342
This document provides a summary of the book "Passion & Purpose" which profiles stories of young business leaders who are tackling big issues and shaping the future of business. It includes short biographies of the authors and an overview of the book's structure. The book explores how the next generation is embracing convergence across sectors, globalization, and driving business with a purpose. It features interviews with established leaders who provide perspectives on the trends shaped by young professionals. The document gives high-level context about the themes and individuals featured in the leadership stories compiled in the book.
Examining a global NGO’s collective capacity to leadCharles Palus
Examining a global NGO’s collective capacity to lead, featuring Patrick Sweet, Cindy McCauley, & Robert Burnside. 1) Identify groups whose shared work is central to the organization’s success. 2) Invite group members to complete the DAC survey about leadership outcomes in their group. 3) Compile and analyze responses from 920 individuals, and create focus groups for DAC best practices.
http://cop.ccl.org/connected/connect/webinar-archive/
Kegiatan sistem kredit kinerja kemahasiswaanSeta Wicaksana
- The document discusses the development of a student performance credit system (Soft Skill Development) at a university in Indonesia.
- It emphasizes that beyond just knowledge and skills, values, attitudes and character are also crucial for success in today's globally competitive environment. Soft skills like these are known as "soft competencies".
- The university aims to balance developing students' hard competencies (knowledge and skills) with soft skills (values, attitudes, character) to create excellent individuals. It outlines a leadership training and development program called SOBAT to help students strengthen various soft skills like self-awareness, teamwork, communication and business acumen.
Delivering high performance through inclusive leadership.Gary Coulton
We live in times of Volatility, Uncertainty, Complexity and Ambiguity (VUCA). In this webinar, internationally recognised expert in inclusion, Dr. Ian Dodds, demonstrates how to deliver high performance in these VUCA times through Inclusive Leadership. He describes what Inclusive Leadership is and how to develop Inclusive Leaders to deliver high performance, great customer service, high levels of employee engagement and complex change. Ian is a founder partner of the Adaptive Intelligence Group (AdaptiveIG) contributing his expertise to create adaptive cultures and an environment of excellence.
Organizations must battle a highly competitive business environment where ambiguity, interdependence, diversity, and unpredictable fast change require leaders to strengthen their intercultural awareness to foster healthy global business environment. Developing CQ skills requires examining organizational dynamics and a leader's cultural diversity lens to build a global mindset of curiosity, respect and inclusion that fosters resilient relationships.
Creating a 2-Way Street: Generational Transfer among Retiring Boomers, Entrep...Merryck_Mentors
The Dec 18th, 2012 webcast brought together current leaders from 4 industries and 3 generations to discuss experience transfer across generations. Covering issues such as:
- What does generational transition mean for retention of high potentials?
- For development of the leadership bench?
- For how current leaders lead?
The Panelists:
- Karen Vander Linde, former head of PwC's Global People & Change practice (Boomer);
- Leslie Bradshaw, President and COO of Jess3, named by Wired, FastCompany, Wall St Journal, and Inc as one of the top executive women of her generation in tech (Millennial);
- Jeff Vargas, Chief Learning Officer, Commodity Futures Trading Commission and leading expert on Gen X in the workplace (X'er)
- Helen Ng - CEO of Planet Habitat and also CEO of the Cockroach Club, a for-profit venture in sub-Saharan Africa reaching an audience of 2 million (X'er)
The document is a program for a student leadership conference at San Jose State University. It includes:
- A welcome message encouraging students to attend workshops that will help enhance their leadership skills and organizations.
- The schedule for the day including a keynote speech, three blocks of workshops on topics like effective communication, funding requests, and active shooter training, and a closing message.
- Descriptions of the various workshops available for students to attend, focusing on subjects such as diversity, group work, relationships and consent, and creative brainstorming.
Embracing Worldly Leadership: Navigating Global Challenges with Vision and Em...CIO Look Leader
Worldly leadership requires leaders to embrace diversity and inclusivity in all its forms, whether it be cultural, socioeconomic, or ideological. By fostering a culture of inclusion, leaders can harness the collective wisdom and creativity of diverse teams to drive innovation and achieve sustainable growth.
This document discusses various aspects of leadership including definitions, styles, traits, qualities and values. It defines leadership as influencing others to achieve organizational goals through the interaction between leaders, followers and the situation. It describes six main leadership styles and lists some common leadership values. It also discusses entrepreneurial skills and how developing these in youth can help address unemployment issues. Overall it provides a broad overview of different elements that comprise effective leadership.
Day 3- Thursday 19 March 2015: Preparing for our Individual Challenge
Learning & Development Track: DNA of the Leader of the Future – What Competencies Do We Look For, How Do We Assess These and How Do We Develop Them? Presented by Lisa Ashton, Managing Director, BIOSS.
#astdza2015
E:\Presentations From Speakers\Jackie Chelin Future LeadersLeo Appleton
This document summarizes a workshop on leadership training programs for future library leaders. It discusses the benefits of such programs, including gaining skills in areas like advocacy, collaboration, and innovation. It notes that leadership training helps attendees gain a broader view of their careers, build networks, and move into more senior roles. Participants reported that the Future Leaders Program gave them new tools to address issues in their organizations and shifted their identity from service providers to strategic leaders.
Hosted by the Mentoring Partnership of Minnesota; Mentoring Across Generations: Engaging Age 50+ Adults as Mentors; featuring Dr. Andrea Taylor, Temple University
What can our elected officials do today to ensure the vibrancy of our communities in the future? George Cuff understands that we must have creative leaders who are focused on the “where to from here” as much as the “here and now.” George has been described by monthly municipal magazine, Municipal World, as the “governance guru” of Canada. He has been involved with local government since the 1970s, with experience at the administrative level and as an elected official, having served four terms as the Mayor of Spruce Grove, Alberta. George’s consulting firm, George B. Cuff & Associates, provides specialized consulting services to the public sector, including governance reviews, trouble-shooting, and training of elected officials. The catchphrase “getting Cuffed” has even been adopted to describe his candid style of advisory services. George will describe the importance of creative leadership; outline the key challenges facing local government today; and explain how innovative professionals can play a role.
The document discusses various topics related to leadership including:
1. The key difference between leadership and management is that leadership involves influencing and guiding others while management focuses on maintaining existing systems and structures.
2. Effective leadership requires traits like vision, passion, integrity, trust, and courage. It is also important for leaders to inspire motivation in their teams.
3. Younger generations like Gen X and Gen Y value challenges, opportunities for growth, collaboration, and using the latest technology. Leaders need to adapt their styles to engage these generations.
The document discusses the role of curriculum dimensions within the UK National Curriculum, with a focus on the "Global Dimension". It explores how the Global Dimension can support cross-curricular learning and help develop skills in students to become active global citizens. The Global Dimension aims to help students understand challenges facing the planet and how to balance quality of life with sustainability. Teachers are encouraged to incorporate Global Dimension concepts and culturally diverse experiences to help students critically examine values and global issues.
Webinar Presentation: Why Community Leadership MattersRECODE
Wednesday July 6 at 12:00pm
What is leadership, and why does it matter to communities, societies and nations?
Webinar with Mount Royal University's James Stauch and Lesley Cornelisse to discuss their recently released report Strengthening Community Leadership Learning: Results of a Canada-wide research project on leadership learning for social change. James and Lesley discuss their research into Canadian leadership development programs as they relate to community development, social innovation, environmental systems, and social change.
More info: re-code.ca/en/whats_happening/159
The document summarizes the Streetwise MBA program, which aims to develop inclusive leaders who can work across cultural boundaries. The program takes place in cities and exposes participants to leaders working at points where cultures collide. Participants come from diverse backgrounds and sectors. Through experiential learning activities, assessments, and peer coaching, participants develop cultural intelligence skills to better lead diverse teams, make decisions, build networks, and drive innovation. Evaluations found the program improved participants' leadership, decision-making, network building, and ability to drive innovation. The program can be customized to meet organizations' talent, leadership, and diversity/inclusion goals.
Stringing Lessons from leading change in personal life and in business. Identifying the unique characteristics to make you the right person to lead that CHANGE
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MCLC 2015 Overview (as of 8APR15)
1. McDonald Cadet Leadership Conference
2015 OVERVIEW
Hosts: Mr. Bob & Diane McDonald
Department Head: COL Bernie Banks
As of: 8 April 2015
Officer-in-Charge: LTC Remi Hajjar
Lead Conference Planner: MAJ Laura Weimer
2. The mission of the McDonald Cadet Leadership
Conference (MCLC) is to bring together top
undergraduate student leaders from diverse
backgrounds to participate in a team-based,
experiential and analytical exercise that bolsters
leadership skills, fosters critical thinking and
collaboration, and develops potential strategies for
addressing pressing global issues.
Mission
2
3. Bob McDonald
• Retired Chairman of the Board, President and
Chief Executive Officer of Procter & Gamble
• Current Secretary of Veterans Affairs
• Graduate of USMA, Class of 1975
Diane McDonald
• Former co-chair of Procter & Gamble
International Transferee Group (PGITI) non-profit group
Conference Vision:
Bob & Diane’s vision is for the conference to be the premier transformative, short-
duration leadership experience for young, emerging global leaders who unite with world
leaders in an enduring partnership. Co-founded conference in 2012, the MCLC is now in its
third iteration bringing together the best and brightest young minds at one of the best
leadership institutions in the world.
Co-Founders: Bob & Diane McDonald
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4. – Interdisciplinary collaboration
– Panels covering scalable, leadership-relevant topics
– Global and regional diversity
– Student-centric with active participation
– Focus on developing leadership skills
• Assess, Challenge, & Support
– Team-based problem solving with 360 feedback
– Close interaction with preeminent leaders as mentors
(mentorship continued after conference)
– Collaboration and networking with the world’s top
undergraduate student leaders
– OpEd publication from each small group
What makes this conference unique?
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5. Global Economy.
This panel explores how global organizations realize their organizational vision, core values, and a
develop a cohesive organizational culture when the organization spans multiple national/regional
cultures. Specifically, why is it important for leaders of global businesses and governments to
cultivate cross-cultural competence in their organizations and how is this achieved? How do
organizations think globally but act locally to balance the tension between globalization and
localization in regard to employees, customers and other stakeholders?
Education
This panel will consider how education can foster not only a culture of respect, but how education
can go further in creating a culture of understanding. Can college be an “ideal world” in miniature?
How do institutions of learning create opportunities for maximum exposure to diverse populations?
We will examine how education seeks to accomplish its inherent responsibility of equipping students
with the tools that will allow them to be successful in a diverse global community.
Connectedness
Connectedness is the manner and process of uniting people and purpose. Focused on social
connectedness, we seek to enhance cross-cultural competence by examining how to create positive
social change through social entrepreneurial endeavors, quality interpersonal relationships,
storytelling, traditional media, and technology.
Stewardship
Stewardship is a concept embracing the realization that leaders protect, preserve, enhance, and
are responsible for something. Stewardship is not a concept to embrace after one has become
successful. It is an approach to leadership that ensures our successes are real, tangible, durable,
and sustainable. To be a Steward in the complexity of the modern world requires cross-cultural
competence. This compelling discussion will explore the meaning of stewardship, its impact on
leadership, organizations, and its potential to be a source of pragmatic change in a complex world.
MCLC 2015: Cross-Cultural Competence
Conceptual Overview
-Vision/StrategyWoventhroughout:
-Governance/Policy
-Cross-CulturalCompetence
-DiversityofIdeas/Perspective
Guiding Question: How do leaders cultivate cross-cultural competence to best realize their
organizational vision, uphold their core values, and genuinely engage local actors in a global community?
Composition
Goal: Panels of 3
senior mentors
diverse in
experiences,
ideas, processes,
spans of
influence (from
local to global
levels), various
demographics
(age, gender,
ethnicity) and
cultural /
geographical
representation,
in order to spur
intellectually
stimulating
conversation
about how to
improve one’s
own footprint
and contribute
to their global
community.
5
6. Ms. Ndidi Nwuneli
Founder of LEAP Africa and co-founder of AACE Foods
(Nigeria)
Mr. Randall Wallace
Screenwriter, director, and producer (including
Braveheart, We Were Soldiers, Pearl Harbor,
Secretariat)
Mr. Craig Mullaney
Author of “The Unforgiving Minute;” Former Senior Policy
Advisor for USAID; Former President of Content,
Strategy, and Operations at Ustream
Stewardship
Mr. Bob McDonald
MCLC Founder and host, retired president and CEO of
Procter & Gamble
Mr. Xiao an Ji
Chairman of the Board of Hainan Minzu Tech
Investment Co, Ltd., Beijing Hualian Group, and Beijing
Hualian Group Investment Holding Co., Ltd.
Ms. Moono Mupotola
Division Manager of Regional Integration and Trade of
the African Development Bank
Mr. Ho Kwon Ping
Executive Chair of Banyan Tree Holdings (Singapore)
GlobalEconomy
Education
Connectedness
MCLC 2015 Panel Moderator: LTC (P) Todd Woodruff
Panel Moderator: LTC Darcy Schnack
Panel Moderator: LTC Matt ClarkPanel Moderator: LTC Dan Smith
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Sir John Hood
President and CEO Robertson Foundation, Chairman
of the Rhodes Trust, Former Vice-Chancellor of the
University of Oxford
Dr. Daniel Polisar
Founder of Shalem College; Founder and Director of
Peace Watch
Dr. Donna Shalala
President University of Miami; Former US Secretary of
Health and Human Services; Recipient of the
Presidential Medal of Freedom
Mr. Bekele Geleta
Secretary General Emeritus of the International
Federation of Red Cross & Red Crescent Societies
Mr. Steven Nardizzi
CEO & Founder, Wounded Warrior Project
Mr. Tom Tierney
Co-Founder & CEO of the Bridgespan Group, former
Chief Executive of Bain & Company
Senior Fellows & Guest Speakers
Guest
Speakers
General (Retired) Stanley McChrystal – Keynote
Former Commander, International Security Assistance
Force (ISAF) and Commander, U.S. Forces Afghanistan
Mr. Ray Jefferson – Cohort Bonding Journey
Leadership Practitioner, Consultant, and Speaker
7. Conference Methodology
7
Theme:Cross-CulturalCompetence
Panel 1
Panel 2
Panel 3
Panel 4
Team 1 Question/Context
Team 2 Question/Context
Team 3 Question/Context
Team 4 Question/Context
Team 5 Question/Context
Team 6 Question/Context
Team 7 Question/Context
Team 8 Question/Context
Team 9 Question/Context
Team 10 Question/Context
Team 11 Question/Context
Team 12 Question/Context
LeadershipLens
Team 1 OPED
Team 2 OPED
Team 3 OPED
Team 4 OPED
Team 5 OPED
Team 6 OPED
Team 7 OPED
Team 8 OPED
Team 9 OPED
Team 10 OPED
Team 11 OPED
Team 12 OPED
Output: NY Times in Leadership Opinion Editorials
http://nytimesinleadership.com/spotlight-on-leaders
8. Student Fellows
27 Domestic Schools
46 attendees
12 International Schools
16 attendees
United States Military Academy
22 attendees
Total 2015 Student Fellows:
84
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10. Thursday,
16 APR
Friday,
17 APR
Saturday,
18 APR
Sunday,
19 APR
MORNING ACTIVITIES
• West Point Leadership
through History Tour
MORNING ACTIVITIES
• Global Economy Panel & Team
Breakout Sessions
• Cross-team discussions
MORNING ACTIVITIES
• Cohort building activities
• Reflection/Op-eds
AFTERNOON ACTIVITIES
• (Senior Fellow Arrivals)
• Lunch (Cadet Mess Hall)
• Welcome/Senior Fellow
Introductions
• Education Panel & Team
Breakout Sessions
AFTERNOON ACTIVITIES
• Lunch (West Point Club)
• Stewardship Panel & Team
Breakout Sessions
AFTERNOON ACTIVITIES
• Farewell and Lunch
(Thayer Hotel)
• Student Fellow
Departures
EVENING ACTIVITIES
• Student Fellow Arrivals
• Dinner in Cadet Mess
Hall
• Student Fellow CLI
• Reflection Exercise with
Ray Jefferson
• USMA Band: Core of the
Corps
EVENING ACTIVITIES
• Connectedness Panel & Team
Breakout Sessions
• Dinner with Keynote
Speaker: GEN(R) McChrystal
• West Point Museum Social
Reception
EVENING ACTIVITIES
• Trophy Point & Flag Ceremony
• VIP Cocktail Hour with USMA Dean
• Dinner with Keynote Speaker:
Bob McDonald
• Cullum Hall Social Reception
• (Senior Fellow Departures)
2015 Conference Agenda
10
11. “MCLC was most influential to me in a big-picture way. It was, for lack of a better term, a call to action.
The collaboration, inspiration, and brining together of so many amazing individuals really served as an
inspiration for my own leadership aspirations.”
– Michael Promisel, 2013 Student Fellow
“The three days that we all experienced together were far more profound than I could have ever
anticipated. I have attended leadership conferences before and, in fact, even took a semester-long
leadership course at Yale. However, the lessons that I learned at this conference, and the close-knit
relationships that I fostered with both students and mentors alike, made for an experience that far
surpassed these prior leadership initiatives. I certainly entered with a level of skepticism, always wary
of the extent to which leadership can be taught. I left feeling rejuvenated with a sense of purpose and a
desire to truly evoke change in the world around me.”
– Erin Biel, 2012 Student Fellow
“I have been surrounded by a group of deeply engaged individuals before, but never have I seen a
program that was able to cover so many pressing issues while pushing students to connect and engage
in such a short period of time.”
– Ryan Carter, 2012 Student Fellow
Student Comments
(MCLC 2012-2013)
11
12. Senior Fellow Comments
(MCLC 2012)
“What a privilege to get to know [the student fellows] and to guide them over the past few
days. Thank you both for the opportunity. All I can say is “wow.””
– Maggie Wilderotter, CEO, Frontier Communications
“Such an honor to be a part of this amazing event!”
– Dave Sommer, Facebook Global Marketing Solutions
“Thanks so much for hosting this past weekend and including me in your gathering at West
Point. It was a privilege to be included in the group you convened, and such an incredible
opportunity to connect with some truly inspiring future leaders.”
–Richard Barth, CEO, KIPP Foundation
“It is a wonderful investment in these talented students.”
– Anne Mulcahy, Former CEO, Xerox
“I was honored to be a part of the team of panelists and mentors, and it was very gratifying
to spend time with the students. I’m confident that the experience had a profound impact
on the young adults who attended.”
– Gail McGovern, CEO, American Red Cross
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