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Cheryl Field & Michael KlitzkeMacalester College

Leadership in a world of leaders

“Not who we “are” but what we “do”~Marshall Ganz

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A Model to help build a

Leadership Philosophy

~ Self ~

Recognizing DifferentLeadership Types

~ Others ~

Philosophy in Action

~ Practice ~

1 2 3

How many definitions are there of Leadership?

the position or function of a leader: He managed to maintain his leadership of the party despite heavy opposition.

ability to lead: She displayed leadership potential.

an act or instance of leading; guidance; direction: They prospered under his leadership.

the leaders of a group: The union leadership agreed to arbitrate.

Capacity or ability to lead: showed strong leadership during her first term in office.

Guidance; direction: The business prospered under the leadership of the new president.

ability to lead: She displayed leadership potential.

the leaders of a group: The union leadership agreed to arbitrate.

the leaders of a group: The union leadership agreed to arbitrate.

the position or function of a leader: He managed to maintain his leadership of the party despite heavy opposition.

the position or function of a leader: He managed to maintain his leadership of the party despite heavy opposition.

Guidance; direction: The business prospered under the leadership of the new president.

Guidance; direction: The business prospered under the leadership of the new president.

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Shout out

Who do you think of when you hear

LEADER

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+Three Stages of Self Expression

Exterior Landscape Interior Landscape Self Portrait

Painted by: Richard Diebenkorn

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Lead

ers

hip

Develo

pm

en

t

Read, Learn the fundamentals Coached by a mentor.We try different styles out to find out what works and doesn’t.

“We merge the lessons from the outer and inner journeys and become an authentic leader. One where you can recognize your own voice in the multitude of voices.”

Our words sound like they are from a text not from our heart.

Exte

rnal

Inte

rnal

Self

Port

rait

The Leadership Challenge, James M. Kouzes, Barry Z. Posner

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Building a Leadership Philosophy

Using the Relational Leadership Model

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Shifting the way we think about Leadership

“The unexamined assumption of

authoritative control is inappropriate in this new

reality, where one must govern and lead through the

artful management of a vast net of

relationships.”

Sharon Daloz Parks“Leadership Can Be Taught”

+Relational Leadership Model

Exploring Leadership: For College Students Who Want to Make a Difference. Komives, Lucas, & McMahon.

+Inclusive

Listening with empathy and communicating with civility are communication skills that facilitate the inclusion of others.

How comfortable and effective are you with including others?

Do you understand your own motivations when you agree or disagree with others?

Exploring Leadership: For College Students Who Want to Make a Difference. Komives, Lucas, & McMahon.

+Empowering

Empowering environments are learning climates in which people expect success yet know they can learn from failures or mistakes.

Do you know how to build on your own strengths and on the strengths of others?

Do you find it easy or difficult to share authority and responsibility?

Exploring Leadership: For College Students Who Want to Make a Difference. Komives, Lucas, & McMahon.

+Purposeful

Building a vision from among group members, recognizing that people support what they help create.

Do you have to get your own way, or are you able to find common purpose with others?

Do you have a clear goal and an awareness of commitments that are important to you?

Exploring Leadership: For College Students Who Want to Make a Difference. Komives, Lucas, & McMahon.

+Process Orientated

Process refers to how the group goes about being a group, remaining a group, and accomplishing a group’s purposes.

How effective are you at civil discussions, even when you strongly disagree with someone?

Do you know what approaches you prefer for facilitating change?

Exploring Leadership: For College Students Who Want to Make a Difference. Komives, Lucas, & McMahon.

+Ethical

“Leaders must consider the impact they have on their followers as well as on others external to the group, organization or society.”

Can you identify the values and principles that guide your actions?

Do you find it easy to act with integrity and authenticity?

Exploring Leadership: For College Students Who Want to Make a Difference. Komives, Lucas, & McMahon.

Leadership a Communication Perspective. Michael Z. Hackman & Craig E. Johnson

+Building a Leadership Philosophy

Inclusive Empowering Purposeful Process

Professor Linda HillHarvard Business School

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Different Leadership

Types

Leadership Philosophy

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Shifting the way we think about Leadership

“Leadership is always dependent on the context, but

the context is established by the relationships we

value.”

Wheatley, 1992

+Leadership Styles Learning Leaderby Douglas B. Reeves

Visionaryarticulating a compelling vision and linking clear standards of action that will accomplish the vision. visions are more likely to be the blueprints of the architect than the uncertain and cloudy visions of the dreamer

Analytical master of budget details, assessment scores, and statistical data; analytical leaders are not masters of answers but rather persistent questioners

SystematicAbility to see complex connections, and understanding these complex interactions. They recognize the various parts of the organization, and, in particular, the interrelations of the parts

Collaborative“Exchanging information, pooling resources for mutual benefit to achieve a common purpose”We need more than well-developed individuals. We need well developed connections between individuals and deeper and more meaningful relationships around shared work

+Time to Move

Part IGo to the style that most describes you.

Part IIGo to the style that least represents you.

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Thoughts

“Our culture tells us we are autonomous. Actually, we are each an integral part of multiple systems.”

Harvard Business School Press “Leadership Can Be Taught”

Imagine you were all working on a team together. How would the team work if it had only 2 or 3 out of the 4 styles?

How does this statement challenge traditional definitions of what it means to be a leader?

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2.

3.

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Work from a strongfoundational

leadership philosophy that informs your

leadership practice. Even if your not in a position of power,

role model your philosophy.

Leadership StylesRecognize where your strengthsend and others strengths begin

as an opportunity to empower

others

Philosophy in Action

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Philosophy in Action

Leadership Types

Leadership Philosophy

+Dale Carnegie

70 Years of Wisdom

Sold over 15 Million Copies

Sharon Daloz Parks

Step into the classroom of Harvard leadership virtuoso Ronald Heifetz and his colleagues.

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Navigating Practice

1 Leadership vs. Managing vs. Authority

2 Self and Role

3 Blind Spots Become New Vistas

Turn to the person next to you and discuss how these play out for you.

+ Listening to the Music Behind the words

List 2 or 3 things you will take away from this session.

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Be your own Architect

Experiences aren’t truly yours until you think about them, analyze them, examine them, question them, reflect on them, and finally understand them. The point, once again, is to use your experiences rather than being used by them, to be the designer, not the design, so that experiences empower rather than imprison.

Warren Bennis

+References The Leadership Challenge, James M. Kouzes, Barry Z.

Posner

Exploring Leadership: For College Students Who Want to Make a Difference. Komives, Lucas, & McMahon

Leadership a Communication Perspective Michael Z. Hackman & Craig E. Johnson

Learning Leader, article by Douglas B. Reeves

How to Win Friends and Influence People, Dale Carnegie

Leadership Can Be Taught, A Bold Approach for a Complex World, Sharon Daloz Parks

Where Will We Find Next Generations Leaders? Video Prof. Linda Hill

Paintings by: Richard Diebenkorn

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Cheryl Field & Michael KlitzkeMacalester College

Leadership in a world of leaders

“Not who we “are” but what we “do”~Marshall Ganz

+Be a Leader: How to Change People Without Giving Offense or Arousing Resentment

Begin with praise and honest appreciation.

Call attention to other people's mistakes indirectly.

Talk about your own mistakes first.

Ask questions instead of directly giving orders.

Let the other person save face.

Praise every improvement.

Give them a fine reputation to live up to.

Encourage them by making their faults seem easy to correct.

Make the other person happy about doing what you suggest.

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Shout out

Who do you think of when you hear

LEADER

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+Senator Robert KennedyCape Town, in South Africa in 1966

+“They are real women who have cried, sweat and bled, each making her own life the raw material from which a role model has arisen.” Marian Pearle

Siila Watt- Cloutier

Somaly Mam

Julian Atim MD

+Chinese Symbol for Listening

The Four Rules of Active Listening

1. Seek to understand before you seek to be understood.

2. Be non judgmental

3. Give your undivided attention to the speaker

4. Use silence effectively

EarYou

Eyes

Undivided Attention

Heart

+Bridging the Gap

Visionary

Systematic

CollaborativeAnalytical

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In this room each of you are experiencing a different stage of your leadership journey. But no matter which stage you are in, In this first part of the presentation our goal is to help you develop or finesse your own leadership philosophy. We believe it is a foundation you need to have because it is where your leadership practice will flow from.

In the second part we move from self to others. As we don’t lead in a vacuum it is absolutely necessary that we are able to create relationships with others. In this section we will do a large group activity that will help us be mindful the value and potential in others. It seems obvious but in this changing world of leaner teams and high pressure environments working collaboratively presents its own challenges depending on the context.

Lastly we don’t want this to just be a philosophical workshop but also provide practical skills and tips on how to bridge gaps, confidently and effectively exercise leadership and authority during hard times whether in a position of authority or just one member of a group

Let’s get started.