first published in the united states of america in...
TRANSCRIPT
2
First published in the United States of America in 2014
By
The Leadership Crucible LLC
Saint Louis, Missouri
For questions, concerns or suggestions,
Please contact the author at
First Edition
3
Table of Contents
LEARN TO LEAD FROM HISTORY’S GREATEST LEADERSHIP THINKERS ...................................................6
Lao-Tsu (6th century BC) ....................................................................................................................7
Sun-Tsu (544 – 496) ............................................................................................................................8
Plato (427 – 347) ................................................................................................................................9
Aristotle (384 – 322) ......................................................................................................................... 10
Cicero (106 – 43) .............................................................................................................................. 11
Jesus (0 – 33) ................................................................................................................................... 12
Plutarch (46 – 120) ........................................................................................................................... 13
Machiavelli (1469 – 1527) ................................................................................................................. 14
Shakespeare (1564 -1616) ................................................................................................................ 15
Thomas Carlyle (1795 - 1881) ........................................................................................................... 16
Herbert Spencer (1820 - 1903) .......................................................................................................... 17
Francis Galton (1822 – 1911) ............................................................................................................ 18
Henri Fayol (1841 – 1925) ................................................................................................................. 19
Fredrick Taylor (1856 – 1915) ........................................................................................................... 20
Max Weber (1864 – 1920) ................................................................................................................ 21
Mary Parker Follet (1868 – 1933) ...................................................................................................... 22
Kurt Lewin (1890 – 1947) .................................................................................................................. 23
Rensis Likert (1903 – 1981) .............................................................................................................. 24
B. F. Skinner (1904 – 1990) .............................................................................................................. 25
Robert Greenleaf (1904 – 1990) ....................................................................................................... 26
Ralph Stogdill (1904 – 1978) ............................................................................................................ 27
Douglas McGregor (1906 – 1964) ..................................................................................................... 28
Abraham Maslow (1908 – 1970) ...................................................................................................... 29
Peter Drucker (1909 – 2005) ............................................................................................................ 30
Eric Berne (1910 – 1970) .................................................................................................................. 31
John Wooden (1910 – 2010) ............................................................................................................ 32
John Gardner (1912 – 2002) ............................................................................................................. 33
4
David McClelland (1917 – 1998) ....................................................................................................... 34
Robert Tannenbaum (1915 – 2003) and Warren Schmidt ................................................................... 35
Robert Blake (1918 – 2004) and Jane Moulton (1930 – 1987) ............................................................ 36
James MacGregor Burns (1918 - ) ..................................................................................................... 37
Fred Fielder (1922 - ) ........................................................................................................................ 38
Abraham Zaleznik (1924 – 2011) ....................................................................................................... 39
Bernard Bass (1925 – 2007) .............................................................................................................. 40
Warren Bennis (1925 – ) ................................................................................................................... 41
John Boyd (1927 – 1997) .................................................................................................................. 42
Joseph McGrath (1927 – 2007) ......................................................................................................... 43
Edgar Schein (1928 – ) ...................................................................................................................... 44
Paul Hersey (1931 – 2012) ................................................................................................................ 45
Robert House (1932 – 2011) ............................................................................................................. 46
Stephen R. Covey (1932 – 2012)........................................................................................................ 47
Victor Vroom (1932 - ) and James Yetton .......................................................................................... 48
Jack Zenger (1932 - ) and Joseph Folkman ......................................................................................... 49
Richard Mann (1933 - ) ..................................................................................................................... 50
John Adair (1934 - ) .......................................................................................................................... 51
Lee Bolman and Terrence Deal ......................................................................................................... 52
James Hackman (d. 2013) and Richard Walton (d. 1995).................................................................... 53
Kenneth Blanchard (1939 - ) ............................................................................................................. 54
Henry Mintzberg (1939 - )................................................................................................................. 55
Gary Yukl (1940 - ) ............................................................................................................................ 56
William George (1943 - ) ................................................................................................................... 57
William Ouchi (1943 - ) ..................................................................................................................... 58
Bobby Calder (1944 - ) ...................................................................................................................... 59
Robert Cialdini (1945 - ) .................................................................................................................... 60
Daniel Goleman (1946 - ) .................................................................................................................. 61
John Kotter (1947 - ) ......................................................................................................................... 62
John Maxwell (1947 - ) ..................................................................................................................... 63
Peter Senge (1947 - ) ........................................................................................................................ 64
Joyce Hogan (1948 - 2012) and Robert Hogan ................................................................................... 65
Marshall Goldsmith (1949 - ) ............................................................................................................ 66
5
Gary Hamel (1954 - ) ........................................................................................................................ 67
James Collins (1958 - ) ...................................................................................................................... 68
Patrick Lencioni (1965 - ) .................................................................................................................. 69
Marcus Buckingham (1966 - ) ........................................................................................................... 70
Steven Zaccaro ................................................................................................................................. 71
George Graen .................................................................................................................................. 72
Bruce Avolio .................................................................................................................................... 73
Karen Stephenson ............................................................................................................................ 74
Joseph Badaracco ............................................................................................................................ 75
John French and Bertram Raven ....................................................................................................... 76
Jay Conger ....................................................................................................................................... 77
James Scouller ................................................................................................................................. 78
WHO ARE THE TOP 3 THINKERS THAT RESONATE WITH YOU? ........................................................... 79
YOUR LEADERSHIP LEARNING PLAN .................................................................................................. 80
ABOUT THE AUTHOR ........................................................................................................................ 81
ABOUT THE LEADERSHIP CRUCIBLE ................................................................................................... 82
6
LEARN TO LEAD FROM HISTORY’S GREATEST
LEADERSHIP THINKERS
You don’t have to look very far these days to find a leadership “expert.”
Shake the blogosphere a little and they’ll start falling on top of you like ripe apples.
If you read even a few of the scores of leadership articles that come out every day, you’ll
find that the advice is often times based on the expert’s personal opinion and what s/he
happened to feel like writing that day.
Part of this state of affairs has to do with the concept of leadership itself. As Richard
Stogdill, a pioneer of leadership studies said, “There are almost as many leadership
definitions as those who have attempted to define the concept.”
There is no “unified field theory” leadership. What this means is that all leadership is
implicit—a personal formulation of theories, models, and experience of “what seems to
work best for me.”
The key is to develop your own leadership philosophy grounded in well-established
research and useful to your day-to-day experience.
Thankfully, there is an identifiable body of professional knowledge on leadership that
serves as a rich source of insight upon which to base your personal leadership approach.
One way to do this is to become familiar with those who paved the way to our
contemporary understanding of leadership. In so doing, you can build a basis from which
to judge the daily torrent of articles, posts, and books.
The purpose of this e-book is to do just that. In it, you’ll find a list of thinkers who’ve made
a distinct and lasting contribution to our understanding of leadership.
Where possible the list is organized in chronological birth order to provide an idea of how
leadership thought has evolved over time. The list also lays out in capsule form the
thinker’s essential wisdom and primary written references.
I hope you enjoy the book and pick up something useful from it. If you have suggestions
on how to improve it, to include the addition of thinkers, please send me an email at
7
Lao-Tsu (6th century BC)
Profession: Chinese Philosopher and Founder of Taoism
Essential Wisdom:
Self-mastery: “Mastering others is strength. Mastering yourself is true power.”
Honor and respect those you lead: “A leader is best when people barely know that he exists, not so good when people obey and acclaim him, worst when they despise him. Fail to honor people, they fail to honor you. But of a good leader, who talks little, when his work is done, his aims fulfilled, they will all say, “We did this ourselves.”
Primary Reference:
Tao Te Ching
8
Sun-Tsu (544 – 496)
Profession: Chinese Military Strategist
Essential Wisdom:
Great leaders are intelligent, credible, humane, courageous, and disciplined
Primary Reference:
The Art of War
9
Plato (427 – 347)
Profession: Greek Philosopher
Essential Leadership Wisdom:
Any good society requires dynamic leadership (hêgesia) and administration
(dioikêsis)
The good leader is the one with sincere ethical authority (ethos) and personal
values (axia)
Leadership is developed through heroic effort in striving for the best (ariston)
Primary References:
Republic
Gorgias
10
Aristotle (384 – 322)
Profession: Greek Philosopher
Essential Wisdom:
A leader’s moral character is the source of the ability to convince others (ethos)
A leader must be able to touch feelings and move people emotionally (pathos)
A leader must be able to give solid reasons for particular actions and, therefore, to
move people intellectually (logos)
Primary References:
Nicomachean Ethics
Rhetoric
11
Cicero (106 – 43)
Profession: Roman Politician, Lawyer, Orator, Writer, Philosopher
Essential Wisdom:
Do what is beneficial in light of others
Be honorable in word and deed
Primary References:
On Moral Ends
On Duties
12
Jesus (0 – 33)
Profession: Rabbi and Founder of the Christian Church
Essential Wisdom:
Matthew 20: 25-26 "You know that the rulers of the Gentiles lord it over them, and
their high officials exercise authority over them. Not so with you. Instead, whoever
wants to become great among you must be your servant.”
Mark 10: 45 “For the Son of Man did not come to be served but to serve and to
give his life as a ransom for many.”
Luke 22: 25-26 “He said to them, “The kings of the Gentiles lord it over them and
those in authority over them are addressed as ‘Benefactors’; but among you it shall
not be so. Rather, let the greatest among you be as the youngest, and the leader
as the servant.”
Primary Reference:
The New Testament
13
Plutarch (46 – 120)
Profession: Roman Philosopher and Historian
Essential Wisdom:
A leader must set a moral example (exemplum)
Primary References:
Lives of Noble Greeks and Romans (Parallel Lives)
14
Machiavelli (1469 – 1527)
Profession: Italian historian, politician, diplomat, philosopher, humanist, and writer
Essential Wisdom:
Leaders should be feared rather than loved "if you cannot be both" in order to avoid a revolt
Leaders should have the support of the people because it's difficult to take action without their support
Leaders must be virtuous
Leaders must be intelligent
Primary References:
The Prince
15
Shakespeare (1564 -1616)
Profession: English Playwright
Essential Wisdom:
The burden and temptations of power
The dangers of unrestrained self-interest
Primary References:
History Plays: especially Richard II, Henry IV, Henry V, Henry VI, Richard III
Roman Plays: especially Julius Caesar, Antony and Cleopatra, Coriolanus
Hamlet
Othello
Macbeth
The Tempest
16
Thomas Carlyle (1795 - 1881)
Profession: Scottish Philosopher and Historian
Essential Wisdom:
The “Great Man” theory of leadership
"The history of the world is but the biography of great men."
History was dictated by "great men" by virtue of their personal charisma, intelligence, wisdom, and skill
Primary References:
On Heroes, Hero-Worship and the Heroic in History
17
Herbert Spencer (1820 - 1903)
Profession: British Sociologist and Polymath
Essential Wisdom:
Leaders are products of their societies
“You must admit that the genesis of a great man depends on the long series of
complex influences which has produced the race in which he appears, and the
social state into which that race has slowly grown....Before he can remake his
society, his society must make him."
Primary References:
The Study of Sociology
18
Francis Galton (1822 – 1911)
Profession: British Anthropologist and Polymath
Essential Wisdom:
Established the foundation for the trait theory of leadership and the “leaders are
born” school of thought
Leadership is hereditary
Leadership is a unique ability that is possessed by certain extraordinary individuals,
and their opinions and decisions are capable of bringing about radical changes.
Primary Reference:
Hereditary Genius
19
Henri Fayol (1841 – 1925)
Profession: French Mining Engineer and Director of Mines
Essential Wisdom:
Functions of management: forecast and plan, organize, command or direct,
coordinate, develop output, receive feedback, and make adjustments
Principles of management: division of work, authority, discipline, unity of
command, subordination of individual interests to the general interest,
centralization, chain of authority, order, equity, stability of tenure of personnel,
initiative, esprit de corps.
Primary References:
General and Industrial Administration
20
Fredrick Taylor (1856 – 1915)
Profession: Mechanical Engineer and Management Consultant
Essential Wisdom:
Father of scientific management
Implement work methods based on scientific study of the tasks
Scientifically select, train, and develop each employee
Provide detailed instructions to workers on how to perform tasks
Managers apply scientific management to plan work
Enforce standardization and the use of best practices
Primary Reference:
The Principles of Scientific Management
21
Max Weber (1864 – 1920)
Profession: German Economist and Psychologist
Essential Wisdom:
A leader is granted legitimacy on the basis of three types of authority:
bureaucratic, traditional, and charismatic
Primary Reference:
The Three Types of Legitimate Rule
22
Mary Parker Follet (1868 – 1933)
Profession: American Management Theorist and Consultant
Essential Wisdom:
Integration of cooperative power: “It seems to me that whereas power usually means power-over, the power of some person or group over some other person or group, it is possible to develop the conception of power-with, a jointly developed power, a co-active, not coercive power.”
The authority of expertise
Primary References:
Dynamic administration
Freedom and Co-ordination: Lectures in business organization
23
Kurt Lewin (1890 – 1947)
Profession: American Social Psychologist
Essential Wisdom:
Of three basic styles of leadership: autocratic, laissez-faire, and democratic, the
democratic style of leadership is most effective
Primary Reference:
Patterns of Aggressive Behavior in Experimentally Created Social Climates
24
Rensis Likert (1903 – 1981)
Profession: American Organizational Psychologist
Essential Wisdom:
Outlined four systems of management to describe the relationship, involvement, and roles of managers and subordinates in industrial settings
The systems are: exploitive-authoritative, benevolent-authoritative, consultative, and participative
Primary Reference:
New Patterns of Management
25
B. F. Skinner (1904 – 1990)
Profession: American Behavioral Psychologist
Essential Wisdom:
Reinforcement of leadership behaviors and punishment or non-reinforcement of
non-leadership behaviors determines who will become a leader
Primary Reference:
About Behaviorism
26
Robert Greenleaf (1904 – 1990)
Profession: Management Researcher, Philosopher, and Consultant
Essential Wisdom:
Servant leadership: “A servant-leader focuses primarily on the growth and well-
being of people and the communities to which they belong. The servant-leader
shares power, puts the needs of others first, and helps people develop and
perform as highly as possible.
Primary Reference:
The Servant as Leader
27
Ralph Stogdill (1904 – 1978)
Profession: American Psychologist
Essential Wisdom:
Leadership is a working relationship between a leader and followers
“A person does not become a leader by virtue of the possession of some combination of traits, but the pattern of personal characteristics of the leader must bear some relevant relationship to the characteristics, activities, and goals of the follower”
Primary Reference:
Personal Factors Associated with Leadership: A Survey of the Literature
28
Douglas McGregor (1906 – 1964)
Profession: Psychologist
Essential Wisdom:
Originator of Theory X and Theory Y
Theory X: workers inherently dislike and avoid work and must be driven to it
Theory Y: work is natural and can be a source of satisfaction when aimed at higher order human psychological needs.
Primary Reference:
The Human Side of Enterprise
29
Abraham Maslow (1908 – 1970)
Profession: American Psychologist
Essential Wisdom:
Described Maslow’s Hierarchy of Needs: 1) physiological need, 2) safety needs, 3) belongingness and love needs, 4) esteem and self-confidence, 5) need for self- actualization
Maslow’s Hierarchy of Needs can be used by a leader to help understand what motivates an employee
Through this understanding, a leader can create an environment in which these motives are satisfied, which in turn may lead to higher levels of engagement and performance
Primary References:
Motivation and Personality
Theory Z
30
Peter Drucker (1909 – 2005)
Profession: Professor of Management and Management Expert
Essential Wisdom:
A strategic plan is a leader’s foundation, the mission defines the scope of a leader’s responsibility, and leaders determine what results for the organization should be
Ethics are inseparable from leadership
Leaders must protect the organization from failure and ensure meaningful results
A leader must know how to motivate in a psychologically coherent way
Leaders must market and sell employees on the organization’s strategic direction
Primary References:
Managing for Results
Management: Tasks, Responsibilities, Practices
The Effective Executive
The Practice of Management
31
Eric Berne (1910 – 1970)
Profession: Psychiatrist
Essential Wisdom:
Dysfunctional leadership occurs when there is a mismatch in ego states (parent, child, adult)
Effective leadership requires two people to be acting in the adult ego state
Primary Reference:
Games People Play
32
John Wooden (1910 – 2010)
Profession: College Basketball Coach
Essential Wisdom:
“Success is peace of mind which is a direct result of self-satisfaction in knowing you made the effort to become the best that you are capable of becoming.”
Pyramid of Success: http://www.coachwooden.com/index2.html
Primary References:
Wooden on Leadership
Coach Wooden’s Leadership Game Plan for Success: 12 Lessons for Extraordinary
Performance and Personal Excellence
33
John Gardner (1912 – 2002)
Profession: Government Executive and Non-Profit Executive
Essential Wisdom:
Set forth 9 tasks of leadership: envisioning goals, affirming values, motivating, managing, achieving workable unity, explaining, serving as a symbol, representing the group, and renewing
Emphasized values and trust as essential to leadership
Primary References:
On Leadership
34
David McClelland (1917 – 1998)
Profession: Psychologist
Essential Wisdom:
McClelland’s Three Needs Theory describes how needs for achievement, power,
and affiliation affect a leader’s suitability to lead and be successful
Primary Reference:
The Achievement Motive
35
Robert Tannenbaum (1915 – 2003) and Warren Schmidt
Professions: Economist and Psychologist
Essential Wisdom:
Developed a contingency model for leader-follower interaction called the “Tannenbaum and Schmidt Continuum”
Specified 7 leadership styles: 1) the leader tells, 2) the leader sells, 3) the leaders tests, 4) the leader consults, 5) the leader joins, 6) the leader delegates, 7) the leader abdicates
Primary References:
How to Choose a Leadership Pattern
36
Robert Blake (1918 – 2004) and Jane Moulton (1930 – 1987)
Profession: Psychologists
Essential Wisdom:
Developed the Managerial Grid model based on a manger’s “preference for people” and “preference for production”
Depending on preferences, a manager can have one of five leadership styles: impoverished, country club, middle of the road, produce or perish, and team
Primary Reference:
The Managerial Grid: The Key to Leadership Excellence
37
James MacGregor Burns (1918 - )
Profession: Historian and Political Scientist
Essential Wisdom:
Distinguished between transactional leadership where leaders focus on the relationship between the leader and follower, and transformational leadership where leaders focus on the beliefs, needs, and values of their followers
“Leadership over human beings is exercised when persons with certain motives and purposes mobilize, in competition or conflict with others, institutional, political, psychological, and other resources so as to arouse, engage, and satisfy the motives of followers... in order to realize goals mutually held by both leaders and followers…”
“Transformational leadership occurs when one or more persons engage with others in such a way that leaders and followers raise one another to higher levels of motivation and morality.”
Primary Reference:
Leadership
38
Fred Fielder (1922 - )
Profession: Management Psychologist
Essential Wisdom:
Fielder’s Contingency Theory of Leadership Effectiveness states that the leader is
most effective when the interaction between the style of the leader and the
characteristics of the environment in which the leader operates are well matched
Primary References:
Leader Attitudes and Group Effectiveness
A Theory of Leadership Effectiveness
39
Abraham Zaleznik (1924 – 2011)
Profession: Professor of Leadership
Essential Wisdom:
Character above all shapes how leaders lead
Believed leaders are people who, as a result of psychological conflict and struggle, developed a way to express their personality in an environment of difficult choices and limited resources
The decisions leaders make are linked to and shaped by character forming experiences
Primary References:
The Managerial Mystique: Restoring Leadership in Business
Learning Leadership: The Abuse of Power in Organizations
40
Bernard Bass (1925 – 2007)
Profession: Industrial Psychologist
Essential Wisdom:
Extended transformational leadership into four concepts: idealized Influence, inspirational motivation, intellectual stimulation, and idealized influence
Described five bases of a leader’s power: 1) expert power, based on technical knowledge, 2) referent power (also known as personal power), based on followers’ need to be accepted by the leader, 3) reward power, based on the leader’s ability to provide followers with desired awards, 4) coercive power, based on followers’ fear of punishment by the leader, and 5) legitimate power, based on norms and expectations
Primary References:
Leadership and performance beyond expectations
Evolving perspectives on charismatic leadership
41
Warren Bennis (1925 – )
Profession: Pioneer of Leadership Studies
Essential Wisdom:
Leaders who lead with a humanistic, democratic style are better positioned to adapt and thrive in leadership environments characterized by complexity and change
There is a distinction between leadership and management: leaders move people with vision, manages attend to processes and production targets.
Primary References:
Leaders
On Becoming a Leader
The Unconscious Conspiracy: Why Leaders Can’t Lead
42
John Boyd (1927 – 1997)
Profession: Air Force Fighter Pilot
Essential Wisdom:
“The strategic game is one of interaction and isolation. A game in which we must be able to diminish adversary’s ability to communicate or interact with his environment while sustaining or improving ours.”
Strategy is “A mental tapestry of changing intentions for harmonizing and focusing our efforts as a basis for realizing some aim or purpose in an unfolding and often unforeseen world of many bewildering events and many contending interests.”
Strategy’s purpose is “To improve our ability to shape and adapt to unfolding circumstances, so that we [as an organization] can survive on our own terms.”
Primary References:
Destruction and Creation
Patterns of Conflict
The Strategic Game of ? and ?
43
Joseph McGrath (1927 – 2007)
Profession: Social Psychologist
Essential Wisdom:
Developed a group dynamics model of four fundamental tasks: generating, choosing, negotiating and executing
The tasks refer to conflict or cooperation between group member and a conceptual or behavioral orientation of group members
Primary Reference:
Groups: Interaction and Performance
44
Edgar Schein (1928 – )
Profession: Social Psychologist
Essential Wisdom:
Developed a three-level model of organizational culture: 1) artifacts and behaviors, 2) espoused values, and 3) assumptions. The levels describe the degree to which different aspects of the culture are visible.
Formulated the “career anchor” idea: your career self-concept as comprised of your perceptions your talents, abilities, values, and motivations
Identified eight career anchor constructs: (1) autonomy/independence, (2) security/stability, (3) technical-functional competence, (4) general managerial competence, and (5) entrepreneurial creativity. Follow-up studies in the 1980s identified three additional constructs: (6) service or dedication to a cause, (7) pure challenge, and (8) life style
Primary References:
Organizational Psychology
Organizational Culture and Leadership
45
Paul Hersey (1931 – 2012)
Profession: Doctor of Education, Entrepreneur
Essential Wisdom:
Originator of the Life Cycle Theory of Leadership, later renamed Situational Leadership theory. Summed up as that there is no best style of leadership.
Leadership is situationally dependent and leaders adapt their leadership style to that situation.
Effective leadership is task-relevant, and the most successful leaders are those that adapt their leadership style to the maturity of the people they lead and the task to be accomplished.
Primary References:
Management of Organizational Behavior: Utilizing Human Resources
Situational Leadership
The One Minute Manager
46
Robert House (1932 – 2011)
Profession: Management Professor and Researcher
Essential Wisdom:
Created the Path–Goal Theory of Leader Effectiveness. Effective leaders clarify the paths necessary for their subordinates to achieve the subordinates' goals. They do this by engaging in behaviors that help subordinates facilitate goal attainment and remove obstacles that might hinder subordinates' pursuit of their goals.
Developed an empirically based theory of charismatic leadership that explained a leader’s ability to gain the devotion of followers and turn that devotion into performance
Primary Reference:
A Path-Goal Theory of Leader Effectiveness
Path–Goal Theory of Leadership: Lessons, Legacy, and a Reformulated Theory
A 1976 Theory of Charismatic Leadership
Personality and Charismatic Leadership
47
Stephen R. Covey (1932 – 2012)
Profession: Educator and Businessman
Essential Wisdom:
Move from dependence to independence by being proactive, beginning with the end in mind, and putting first things first
Independence: think win-win; seek first to understand, then to be understood; synergize
Sharpen the saw: balance and renew your resources, energy, and health
Find your voice and inspire others to find theirs
Primary References:
The Seven Habits of Highly Effective People
The 8th Habit: From Effectiveness to Greatness
48
Victor Vroom (1932 - ) and James Yetton
Profession: American Psychologists
Essential Wisdom:
The Vroom-Vretton-Jago contingency model of situational leadership posits that
the best style of leadership depends on the particular situation the leader faces
Primary References:
Leadership and Decision Making
The New Leadership
49
Jack Zenger (1932 - ) and Joseph Folkman
Profession: Leadership Development Expert and Social/Organizational Psychologist
Essential Wisdom:
Extraordinary leadership arises from the employment and magnification of the
leader’s strengths
Primary References:
How to Be Exceptional: Drive Leadership Success by Magnifying Your Strengths
The Extraordinary Leader: Turning Good Managers into Great Leaders
50
Richard Mann (1933 - )
Profession: Psychologist
Essential Wisdom:
Leadership traits such as intelligence, extroversion-intensive, and dominance are
poor predictors of leader success
Primary References:
A Review of the Relationships Between Personality and Performance in Small Groups
51
John Adair (1934 - )
Profession: Leadership Philosopher
Essential Wisdom:
Leadership is fundamentally “action-centered” and involves the three core
responsibilities of achieving the task, managing the team or group, managing
individuals
Primary Reference:
Action-Centered Leadership
52
Lee Bolman and Terrence Deal
Profession: Organizational Behavioralist and Sociologist
Essential Wisdom:
Leaders view the world through four general frames: structural, human resource, political, and symbolic
A leader’s preferred frame helps explain how they gather information, make judgments, determine behavior, and explain behavior
Primary References:
Leadership and Management Effectiveness: a Multi-Frame, Multi-Sector Analysis
Reframing Leadership: the Effects of Leaders' Images of Leadership
53
James Hackman (d. 2013) and Richard Walton (d. 1995)
Profession: American Social Psychologist and Doctor of Business Administration
Essential Wisdom:
Established functional leadership theory which states that “if a leader manages,
by whatever means, to ensure that all functions critical to both task
accomplishment and group maintenance are adequately taken care of, then the
leader has done his or her job well.”
Primary References:
Leading Groups in Organizations
54
Kenneth Blanchard (1939 - )
Profession: PhD in Education Administration and Leadership; Entrepreneur
Essential Wisdom:
Along with Paul Blanchard developed Situational Leadership theory
Modified Situational Leadership theory to the Situational Leadership II model
Characterizes leadership in terms of the leader’s ability to combine follower’s “competence” (ability, knowledge, and skill) and “commitment” (confidence and motivation) to accomplish a particular task
Primary References:
Management of Organizational Behavior: Utilizing Human Resources
The One Minute Manager
55
Henry Mintzberg (1939 - )
Profession: Professor of Management
Essential Wisdom:
A manager’s work falls into three categories: informational (managing by information), interpersonal (managing through people), and decisional (managing through action)
Within these categories, there are ten common roles: figurehead, leader, liaison, disseminator, spokesman, entrepreneur, disturbance handler, resource allocator, and negotiator
The 5 Ps of strategy: plan, ploy, pattern, position, perspective
Primary References:
Managing
The Strategy Process: Concepts and Cases
The Rise and Fall of Strategic Planning
56
Gary Yukl (1940 - )
Profession: Industrial/Organizational Psychologist
Essential Wisdom:
Leadership is a response to constantly changing organizational or group situations
Leaders need to find a balance between competing demands
Leadership must be coordinated and consistent at all levels of the organization
Leaders are accountable for organizational and group performance
Leaders use a combination of direct and indirect behaviors to achieve performance and results
Primary References:
Flexible Leadership: Creating Value by Balancing Multiple Challenges and Choices
Leadership in Organizations
57
William George (1943 - )
Profession: Businessman
Essential Wisdom:
Authentic leadership is exemplified by the highest integrity and commitment to
building enduring organizations
Authentic leaders 1) have a deep sense of purpose and are true to their core
values, 2) have the courage to build their companies to meet the needs of all
stakeholders, and 3) recognize the importance of their service to society
Primary References:
Authentic Leadership: Rediscovering the Secrets to Creating Lasting Value
True North: Discover Your Authentic Leadership
58
William Ouchi (1943 - )
Profession: Professor of Business Administration
Essential Wisdom:
A leader who focuses on the well-being of the employee, on the job and off will
increase employee loyalty, reduce turnover, and increase productivity
Primary References:
Theory Z
59
Bobby Calder (1944 - )
Profession: American Social Psychologist
Essential Wisdom:
Leadership is an attributed quality involving four stages: observation, acceptance
as individual behavior, information estimation, and individual biases
Primary References:
An Attribution Theory of Leadership
60
Robert Cialdini (1945 - )
Profession: Psychologist
Essential Wisdom:
6 principles of influence: 1) reciprocity, returning favors; 2) commitment and
consistency, honoring agreements; 3) social proof, people do things they see
other people doing; 4) authority, people tend to obey authority figures; 5) liking,
people are easily persuaded by people that they like; 6) scarcity generates
demand
Primary References:
The Science of Persuasion
Influence: The Psychology of Persuasion
Influence: Science and Practice
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Daniel Goleman (1946 - )
Profession: Psychologist
Essential Wisdom:
Non-cognitive skills can matter as much as IQ for leaders
Identified the five 'domains' of EQ as: 1) knowing your emotions, 2) managing your own emotions, 3) motivating yourself, 4) recognizing and understanding other people's emotions, 5) managing relationships
Developed the Emotional Competencies (Goleman) model
Primary References:
Emotional Intelligence: Why It Can Matter More Than IQ
Primal Leadership: The Hidden Driver of Great Performance
62
John Kotter (1947 - )
Profession: Professor of Business Administration
Essential Wisdom:
8-step process of change management: 1) establish a sense of urgency, 2)
creating the guiding coalition, 3) developing a change vision, 4) communicating
the vision for buy-in, 5) empowering broad-based action, 6) generating short-
term wins, 7) never letting up, 8) incorporating changes into the culture
Primary References:
Power and Influence
The Leadership Factor
Leading Change
The Heart of Change
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John Maxwell (1947 - )
Profession: Minister
Essential Wisdom:
Everything rises and falls on leadership
Leadership is influence, one life influencing another
Leaders cast a vision and forge a legacy so that their actions incite passion in those they lead
Leaders have the power to impact those they lead, to motivate teams, and transform organizations
Primary References:
The 21 Irrefutable Laws of Leadership
The 21 Indispensable Qualities of a Leader: Becoming the Person Other Will Want to
Follow
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Peter Senge (1947 - )
Profession: Professor of Management
Essential Wisdom:
Developed the concept of the learning organization
Organizations are dynamic systems in in a state of continuous adaptation and improvement
Organizations that are successful 1) continually expand their capacity to create the results they truly desire, 2) employ novel patterns of thinking, 3) unleash collective aspirations, and 4) people learn to view the organization as an organic whole and thereby gain new insights on performance and goal attainment
Primary References:
The Fifth Discipline: The Art and Practice of the Learning Organization
65
Joyce Hogan (1948 - 2012) and Robert Hogan
Profession: Psychologists
Essential Wisdom:
Personality is a key component of developing key talent, evaluating leadership potential, and leader effectiveness
Described leader derailers as “the dark side of personality” that emerges in times of increased stress; developed an assessment to measure leader derailers
Primary References:
Personality and the Fate of Organizations
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Marshall Goldsmith (1949 - )
Profession: Leadership Coach and Professor of Business Administration
Essential Wisdom:
Introduced 360 degree feedback as a leadership development tool and as an effective tool for change
Beliefs that led to success makes it very difficult to change behavior
Leaders must reflect the values of the corporation
Executive coaching needs to simple and useful for it to work for busy leaders
Primary References:
The Leader of the Future
What Got You Here Won’t Get You There
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Gary Hamel (1954 - )
Profession: American Management Expert and Consultant
Essential Wisdom:
Core competencies as the essence of a company
Core competencies have three main characteristics: 1) not easily imitated, 2) applicable to many markets, products, and services, and 3) directly contributes to the benefits customers experience
Primary References:
Competing for the Future
68
James Collins (1958 - )
Profession: Business Consultant
Essential Wisdom:
Level 5 Leadership: a Level 5 leader is someone with “a paradoxical mix of personal humility and professional will.”
The Flywheel Effect: change requires steady effort to generate energy and momentum before it finally takes hold
The Hedgehog Concept: distilling the complex into the simple by aligning 1) what the company is best at, 2) what drives the economic engine, and 3) what are your people deeply passionate about
What is your “stop-doing” list?: stop doing anything that prevents you from moving your flywheel and doesn’t fit tightly with your hedgehog concept
Primary References:
Good to Great
Built to Last
Great by Choice
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Patrick Lencioni (1965 - )
Profession: Management Consultant
Essential Wisdom:
The 5 dysfunctions of a team: 1) absence of trust, 2) fear of conflict, 3) lack of commitment, 4) avoidance of accountability, 5) inattention to results
The 5 temptations of a CEO: 1) results vs. status, 2) accountability vs. popularity, 3) clarity vs. certainty, 4) conflict vs. harmony, 5) trust vs. invulnerability
Primary References:
The Five Dysfunctions of a Team
The Five Temptations of a CEO
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Marcus Buckingham (1966 - )
Profession: Management Consultant
Essential Wisdom:
One of the first to advocate focusing on your strengths to improve and sustain
performance
Primary References:
First, Break All the Rules
Now, Discover Your Strengths
71
Steven Zaccaro
Profession: Social Psychologist
Essential Wisdom:
Model of Leader Attributes and Leader Performance: there is a close relationship
between leadership traits and how those traits are effectively applied in
situational leadership
Primary References:
The Nature of Organizational Leadership: Understanding the Performance Imperatives
Confronting Today's Leaders
The Nature of Executive Leadership: A Conceptual and Empirical Analysis of Success
72
George Graen
Profession: Organizational Psychologist
Essential Wisdom:
Along with colleagues Fred Dansereau and William Haga, originated Leader-Member Exchange Theory
Leadership is a function of the quality of the interactions between a leader and a follower
Leaders create “in-groups” and “out-groups” based on how well they relate to and trust their subordinates
In-groups performed better and are more engaged than those out-groups
Primary References:
A Vertical Dyad Relationship Approach to Within Formal Organizations: A Longitudinal
Examination of the Role Making Process
A Role Making Model of Leadership Within Formal Organizations
Role Making Processes Within Complex Organizations
73
Bruce Avolio
Profession: Industrial and Organizational Psychologist
Essential Wisdom:
Devised the concept of authentic leadership which is a pattern of leader behavior
that draws upon and promotes both positive psychological capacities and a
positive ethical climate, to foster great self-awareness, an internalized moral
perspective, balanced processing of information, and relational transparency on
part of leaders working with followers, fostering self-development
Primary References:
Unlocking the Mask: A Look at the Process by Which Authentic Leaders Impact Follower
Attitudes and Behaviors
74
Karen Stephenson
Profession: Corporate Anthropologist
Essential Wisdom:
Social network analysis as a method for mapping and managing human networks
Trust is the product of people’s relationships within organizational networks
Human networks are comprised of hubs, gatekeepers, and pulse takers: hubs are highly connected people who act as knowledge brokers, 2) gatekeepers are individuals who link groups together and act as information gateways, and 3) pulse takers have maximum influence with minimum direct contacts.
Primary References:
The Quantum Theory of Trust
75
Joseph Badaracco
Profession: Business Ethicist
Essential Wisdom:
Sometimes there is more than one right answer to a problem. Which you choose
says a lot about your values and your leadership.
Primary References:
Leadership and the Quest for Integrity
Leading Quietly: An Unorthodox Guide to Doing the Right Thing
76
John French and Bertram Raven
Professions: Social Psychologists
Essential Wisdom:
Formulated a model of 5 types of leadership power, with Raven adding a sixth
later on: 1) coercive, 2) reward, 3) legitimate, 4) referent, 5) expert, and 6)
informational
Primary References:
The Bases of Social Power
77
Jay Conger
Profession: Professor of Business Administration
Essential Wisdom:
Integrated early research on charismatic leadership and developed a charismatic leadership process
Along with Rabindra Kanungo, developed the Conger-Kanungo Charismatic Leadership Questionnaire to assess a person’s ability to lead with charisma
Primary References:
Charismatic Leadership: The Elusive Factor in Organizational Effectiveness
Charismatic Leadership in Organizations
The Charismatic Leader: Behind the Mystique of Exceptional Leadership
78
James Scouller
Profession: Executive Coach
Essential Wisdom:
Leadership is the process of addressing four dimensions simultaneously: Motivating Purpose, Task Progress & Results, Group Unity, Attention to Individuals
The three levels model sets out what leaders have to do to provide leadership in the four dimensions and grow themselves
The first level is Public leadership: the behaviors involved in connecting with and influencing two or more people at the same time. The second level is Private leadership: the behaviors around connecting with and influencing people one-to-one. The third level, Personal leadership, is what leaders have to do to grow themselves and apply the public and private behaviors wisely, skilfully, powerfully and authentically
Primary Reference:
The Three Levels of Leadership
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WHO ARE THE TOP 3 THINKERS THAT RESONATE WITH YOU?
1. ______________________________________________________________________
Why?
________________________________________________________________________
________________________________________________________________________
2. ______________________________________________________________________
Why?
________________________________________________________________________
________________________________________________________________________
3. ______________________________________________________________________
Why?
________________________________________________________________________
________________________________________________________________________
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YOUR LEADERSHIP LEARNING PLAN
Based on what you now know about what the great thinkers on leadership have said:
1. How do you intend to learn more about their ideas?
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
2. What books and articles do you intend to read?
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
3. How will you build and modify your personal leadership philosophy?
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
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ABOUT THE AUTHOR
Joe Scherrer is an accomplished leader, coach, speaker, and author.
He is a highly decorated Air Force veteran, deploying in support of seven overseas
operations. He completed his career as the commander of the Air Force’s only combat-
coded deployable communications wing.
His military background has definitively shaped who he is today, in particular his
experience leading Airmen.
In addition to commanding five units at the wing, group, and squadron levels, Joe
attended the Naval War College, Air War College, and Air Force Institute of Technology
earning master’s degrees and distinguished graduate honors from each. He also has an
MBA from Boston University and a Bachelor of Science degree in Electrical Engineering
from Washington University in Saint Louis. He received certifications as an executive and
professional coach from the nationally recognized University of Texas at Dallas coaching
program and from the Center for Executive coaching.
Joe knows what it takes to teach the skills to lead and perform and to inspire the total
team effort required to fight and win whether on the battlefield, in the business
environment, or in service organizations.
When not forging leaders or spending time with his wife Dina, you can find Joe on the
golf course, getting in a cycling ride, hiking, and writing, blogging, and reading.
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ABOUT THE LEADERSHIP CRUCIBLE
The mission of The Leadership Crucible is to inspire hope everywhere by forging leaders
who impact the world for the good.
We help new, rising, and established leaders how to overcome their top challenges, get
results, achieve their goals, and be fulfilled.
The Leadership Crucible provides executive coaching, career coaching, leadership
seminars, branded leadership development programs, customized leadership programs,
strategic planning, and professional speaking tailored to individuals and organizations.
Our signature offering is The Leadership Forge™, a holistic six-step process based on the
work of military strategist John Boyd, classic military strategy, operational campaign
planning, and practical execution and feedback at the tactical level, in the trenches where
real leadership happens.
The heart of The Leadership Forge™ is the production, implementation, and coaching of
an individualized campaign plan built to effect change, drive results, and reach past your
current leadership capacity to achieve your full potential as a leader.
Visit our website at theleadershipcrucible.com or email [email protected]
for more information about our products and services.