Leadership Development Module

David JacobsonMatt Treger

Beyster Institute MEET U.S. Program

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Agenda• Leadership Introduction Activity• U.S. Leadership Theories and Models• Campbell Leadership Descriptors Assessment• Campbell Leadership Descriptors Presentation• Leadership Characteristics Card Sort• Dyad Conversation on Leadership

Characteristics• Large Group Discussion• Q&A

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Leadership Introduction Activity

• In one or two sentences please write your personal definition of leadership.

• Start your definition with “Leadership is…” and then finish the sentence.

• Would two or three volunteers please share their definitions with the group?

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Leadership Definitions• The creative and directive force of morale (Munson, 1921)

• The process by which an agent induces a subordinate to behave in a desired manner (Bennis, 1959)

• Directing and coordinating the work of group members (Fiedler, 1967)

• The presence of a particular influence relationship between two or more persons (Hollander & Julian, 1969)

• An interpersonal relationship in which others comply because they want to, not because they have to (Merton 1969; Hogan, Curphy, & Hogan, 1994)

• The process of influencing an organized group toward accomplishing its goals (Roach & Behlin, 1984)

• Actions that focus resources to create desirable opportunities (Campbell, 1991)

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U.S. Leadership Theories and Models

Leadership Theories- Historical– Leadership Trait Theory– Leadership Behavioral Theory– Situational Leadership Approach

Leadership Theories- Current– Emotional Intelligence– Derailment Research– Leadership Pipeline

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Leadership Trait Theory

• Drive• Motivation• Honesty & Integrity• Self-Confidence• Trustworthiness• Intelligence• Need for achievement• Decisiveness

• Extroversion• Assertiveness• Flexibility• Courage

1900-1950’s

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Leadership Behavioral Theory

• Leadership is about what leaders do and how they behave

• Four Main Leadership Behaviors1. Concern for task2. Concern for people3. Directive Leadership4. Participative Leadership

1950’s-

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Situational Leadership Approach

• Leadership is a relationship between a leader and a follower

• Context is critical• Development level of follower (four development

levels) determines appropriate leadership behavior– Competence & Commitment

• Leadership style is combination of two behaviors– Direction & Support

1970’s-

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Ken Blanchard’s Situational Leadership II

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Daniel Goleman’s Emotional Intelligence

Emotional Intelligence: “Abilities such as being able to motivate oneself and persist in the face of frustrations; to control impulse and delay gratification; to regulate one’s moods and keep distress from swamping the ability to think; to empathize and to hope.”

1995-

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The Center for Creative Leadership’s Derailment Research

• Primary Reasons for Derailment– Inability to change and adapt during

a transition– Problems with interpersonal relationships– Failure to build and lead a team– Failure to meet business objectives

1970-1990’s

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Problems with Interpersonal Relationships

Personality characteristics seen as:• Insensitive• Manipulative• Critical• Demanding• Authoritarian (lacked a teamwork orientation)• Self-isolating• Aloof

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Leadership PipelineSix Leadership Passages

Passage One: From Managing Self to Managing Others

Passage Two: From Managing Others to Managing Managers

Passage Three: From Managing Managers to Functional Manager

Passage Four: From Functional Manager to Business Manager

Passage Five: From Business Manager to Group Manager

Passage Six: From Group Manger to Enterprise Manager

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Campbell Leadership Descriptors

Describe universal leadership components Identify characteristics of successful leaders Evaluate personal strengths and weaknesses Develop an action plan

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4 = Definitely Descriptive

3 = Descriptive

2 = Not Descriptive

1 = Definitely Not Descriptive

Rating the Adjectives

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Fill in the Adjective Boxes

1. Farsighted:

Sees the big picture…

Self Good

Leader Poor

Leader

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Find the Totals

TOTAL

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Use Symbols to Plot the Profiles

Self =

Good Leader =

Poor Leader =

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Leadership Components - Major Tasks

Vision – Establish general tone, direction

Management – Set goals and focus resources

Empowerment – Select and develop subordinates

Diplomacy – Forge coalitions

Feedback – Observe, listen, share information

Entrepreneurialism – Find future opportunities

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Leadership Components – Major Tasks

Vision – Establish general tone, direction Farsighted Enterprising Persuasive Resourceful Has a global view

Management – Set goals and focus resources Dedicated Delegating Dependable Focused Systematic

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• Empowerment – Select and develop subordinates

EncouragingMentoringPerceptiveSupportiveTrusting

• Diplomacy – Forge coalitionsDiplomaticTactfulTrustedWell-connectedCulturally sensitive

Leadership Components - Major Tasks

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• Feedback – Observe, listen, share informationA good coachA good teacherCandid and honestListens wellNumerically astute

• Entrepreneurialism – Find future opportunitiesAdventuresomeCreativeDurableGood fundraiserGlobally innovative

Leadership Components - Major Tasks

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Leadership ComponentsPersonal Characteristics

Personal Style – Set tone of competence, optimism, integrity, and inspiration

Personal Energy – Live disciplined, wholesome lifestyle

Multicultural Awareness – Be comfortable working across geographic, demographic, and

cultural borders

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• Personal Style Credible Experienced A visible role model Optimistic Looks at global picture

Leadership ComponentsPersonal Characteristics

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• Personal EnergyBalanced Energetic Physically fit Publicly impressive Internationally resilient

• Multicultural Awareness

Leadership ComponentsPersonal Characteristics

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Scoring ImplicationsScore Band Implication

17 to 20 VERY HIGH very good

14 to 16 ABOVE

AVERAGE

good

11 to 13 MID-RANGE mid-range

8 to 10 BELOW

AVERAGE

needs improvement

5 to 7 VERY LOW needs significant

improvement

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Leadership Descriptors Workbook

• Analyzing the Results – Pages 19-21

• Developmental Activities– Pages 24-32

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Leadership Descriptors Card Sort• Sort your cards in relationship to your current role

– Most Important (10)– Very Important (10)– Somewhat important (10)– Not important (10)

• Sort the cards in your “Most Important” group from number one (most important) to number ten (least important)

• Complete the “Top 10 Leadership Descriptors” worksheet

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Leadership Descriptors Group Activity

• Place your name placard above your leadership cards

• In silence, walk around the room and explore the different ways people ranked the importance of the leadership descriptors relative to their current roles

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Dyad Conversations

• Explore and discuss the differences in your rankings and possible reasons why they exist

• Explain why you ranked your “most important” descriptors the way you did

• Share examples of how your behaviors exhibit the descriptors you ranked as most important

• Share descriptor behaviors you need to do more often