Sources: General Service Administration, Dept of the Army Historical Summary FY89, OMF, USMA...
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Transcript of Sources: General Service Administration, Dept of the Army Historical Summary FY89, OMF, USMA...
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Sources: General Service Administration, Dept of the Army Historical Summary FY89, OMF, USMA Graduate File
Ret
ent
ion
Organizations:Leadership Cultivation
Psychology of LeadershipMarch 2006
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Why are you here?
. . . today?
. . . in Psychology of Leadership?
. . . at Harvard College?
. . . on this planet?
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“The West Point Story”
or
What kind of leadershave we developed?
and
What kind of leaderswill we need?
The World ChangedNow What?
The World ChangedNow What?
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Biggest Barrier to Learning/Change?
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VIDEO 11950 v. 1990 v. ?
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VIDEO 21950 v. 1990 v. ?
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To educate, train, and inspire the Corps of Cadets so that each graduate is a commissioned leader of
character committed to the values of Duty, Honor, Country; professional growth throughout a career as an
officer in the United States Army; and a lifetime of selfless service to the Nation.
USMA MissionUSMA Mission
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To educate, train, and inspire the Corps of Cadets so that each graduate is a commissioned leader of
character committed to the values of Duty, Honor, Country; professional growth throughout a career as an
officer in the United States Army; and a lifetime of selfless service to the Nation.
USMA MissionUSMA Mission
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Planned Change:Planned Change:
People
Development(Who you ARE)
Education(What you KNOW)
BE
KNOW DO
Training(What you DO)
?
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“Schwarzkopf on Leadership”
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VIDEO
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“Competence & Character”
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VIDEO
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Even in War,Under the worst of conditions. . .
People can be creative and have some fun!
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Even in War,Under the worst of conditions. . .
People can be creative and have some fun!
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Can you TRAIN this?
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Mike Krzyzewski(aka: Coach “K”)
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“The largest developmental impact was raising the positive beliefs of followers, instilling in them the conviction that they were better at a performance task than they thought.” (Avolio & Luthans, 2006)
Gallup Leadership Institute Study:Meta-analysis of all leadership development intervention Studies published in the past 100 years.
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Conventional Wisdom:self-awareness is a good thing;
people who have a realistic assessment of their strengths and weaknesses outperform those whose assessments are inflated; in short, unrealistic
self-confidence leads to a fall.
(Buckingham, 2005)
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Current Research:suggests that accurate self-
awareness rarely drives performance, and that in many
circumstances, it actively retards performance. Only self-
assurance drives performance, even when this self-assurance
turns out to be unrealistic.
(Buckingham, 2005)
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Your job is NOT to provide your people with a realistic picture of the limits of their strengths and
the liabilities of their weaknesses—you’re a manager, not a
therapist. Your job is to get them to perform.
(Buckingham, 2005)
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In short, the state of mind you should try to create in them is one where they have a fully realistic assessment of the
difficulty of the challenge ahead of them, and, at the same time, an unrealistically optimistic belief in
their ability to overcome it.
(Buckingham, 2005)
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Coach K
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Coach “K” at West Point
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1992 Regional Championship Game