Engaging in Invisible Leadership

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Engaging in Invisible Leadership

Presented by Eric K. Kaufman, Bradley J. Burbaugh,

& D. Adam Cletzer

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Who We Are… Eric K. Kaufman

•  Associate Professor & Extension Specialist @ VT

•  Coordinator of VT’s Graduate Certificate in Collaborative Community Leadership

•  Former H.S. AgriScience Teacher

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Who We Are… Brad J. Burbaugh

•  Doctoral Student @ VT •  VALOR Program

Coordinator •  USDA Fellow for

Sustainable Agriculture Research and Extension

•  Former AgriScience Teacher & Extension Agent in Florida

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Who We Are… D. Adam Cletzer

•  Doctoral Student @ VT •  Former Extension Agent

in Florida •  Resource Coordinator for

Florida 4-H Foundation

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Objectives for this Session

•  Define invisible leadership and clarify key components.

•  Highlight practical examples and applications of invisible leadership.

•  Discuss opportunities for fostering and promoting invisible leadership.

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Leadership Defined

“Leadership is the art of mobilizing others to want to struggle for shared

aspirations.” –  James Kouzes & Barry Posner, researchers and

authors of The Leadership Challenge

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Leadership Defined

In a more humble opinion… “Leadership is the process of inspiring

vision and hope.” - Eric Kaufman

www.simonwestern.com To cite work: Western S. (2008) Leadership a Critical Text, Sage London

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What is Invisible Leadership?

“Leadership in which the common purpose, rather than any particular individual, is the invisible leader that inspires leaders and

followers to take action on its behalf.” (Hickman & Sorenson, 2014, p. 1)

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Key Components

•  Compelling and deeply held common purpose.

•  Readiness to use individual strengths in either leader or follower roles with or without recognition.

•  Strong shared bond among participants.

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More than a Mission Statement

•  Deeply held sense of common destiny.

•  A life calling. •  Resonates with

values. •  Substance that binds

people together. •  Aim or reason for

collective leadership.

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Hickman & Sorenson, 2014 Figure 2.1, p. 19

Theories that Contribute

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Recall Strengths Leadership

•  Argues that we all have innate talents to be developed into strengths

•  Views leadership as a collective process

•  Recommends different strengths for different leadership situations

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PRACTICAL EXAMPLES & APPLICATIONS

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Who's the Boss? There Isn't One (Rachel Emma Silverman, The Wall Street Journal, June 19, 2012)

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Orpheus Chamber Orchestra

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Colors Restaurant

•  50+ employees of Windows on the World •  Cooperative Restaurant •  Common Purpose: Move forward as a

tribute to 73 coworkers who died on 9/11 •  Share their diverse cultures through food

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“WHY?” Relentless focus on the…

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“The mission is a core driver as to why I am passionate about the work I do, and why I feel I am leading a bigger movement and contributing to meaningful work.”

— Hickman & Sorenson, 2013, p. 65

www.ext.vt.eduSimon Sinek

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Focusing on the “Why?”

•  Will seem intuitive •  Fundamental shift in approach to engaging

volunteers and clients in Extension work •  Difficult change to make •  Will result in more engaged and satisfied

volunteers and clientele

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Separates conventional appeals from remarkable appeals.

Golden Circle

Lighting the Path: Survey Data


0% 10% 20% 30% 40%

Job Opening/Available Position

Team Members/Coworkers

Work Environment

Professional Growth

Purpose

The main reason I joined my organization is its

WordBlu Democratic Workplaces

VCE Webinar Participants


0% 20% 40% 60% 80%

Job Opening/Available Position

Team Members/Coworkers

Work Environment

Professional Growth

Purpose

The main reason I stay at my organization is its



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Description of organization’s purpose: •  “Provide research-based educational programming for

the Commonwealth of Virginia.” •  “To provide research-based education directed at

meeting the needs of residents in my community.” •  “To provide research-based, unbiased information/

solutions from Virginia's land grant universities to all people in the Commonwealth.”

•  “To develop formal and non-formal learning and development opportunities that advance citizens of the Commonwealth with a focus on Agriculture.”


0% 20% 40% 60% 80% 100%

The organization's purpose reflects my personal

passion.

I accept the organization's purpose as my own.

My coworkers accept the organization's purpose as

their own.

I am highly committed to achieving my organization's

purpose.

Commitment to/Ownership of the Purpose: Respondents Who Agree or Strongly Agree




0% 20% 40% 60% 80% 100%

Willing to work in a visible role as a spokesperson or representative to achieve

my organization's purpose.

Willing to work in a role that is not visible to people outside to achieve my

organization's purpose.

Willing to work in either a leader or team member role to reach the organization's

common goal.

Taking Action Visibly or Invisibly: Respondents Who Agree or Strongly Agree




0% 20% 40% 60% 80% 100%

My coworkers place our common purpose above their personal interest or desires, when necessary.

I place our common purpose above my personal interests or desires, when

necessary.

Rising Above Self-Interest: Respondents Who Agree or Strongly Agree




0% 20% 40% 60% 80% 100%

My coworkers know how to find resources that make achieving our common

purpose possible.

My coworkers know how or when to make use of key opportunities that make achieving our common

purpose possible.

Taking Advantage of or Utilizing Opportunities and Resources: Respondents Who Agree or Strongly Agree



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Using Common Purpose in our Work

•  Resonate with people’s values and sense of themselves

•  Provide inspiration for participants to use their strengths willingly in leader or follower roles

•  Cultivate strong bonds that connect people in pursuit of common purpose

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What is my role?

•  Communicating why our work is important •  Recruit members that embrace the

purpose •  Facilitate strong relationship bonds •  Involve people in change process •  Foster collective capacity

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Possibilities for Practice Hickman & Sorenson, 2014 Figure 6.1, p. 79

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Create the Context

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Cultivate Purpose as Lived Experience

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Generate and Sustain a Culture

•  Facilitate Selection of New Members •  Foster Collective Capacity •  Engage Members in Meaningful Work •  Facilitate a Strong Bond or Relationship •  Facilitate change

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Moving Forward

Webinar Evaluation: http://bit.ly/EKKsurvey

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Thank you!

•  Eric Kaufman –  [email protected]

•  Brad Burbaugh –  [email protected]

•  Adam Cletzer –  [email protected]

http://bit.ly/EKKsurvey

Engaging in Invisible Leadership

Education

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