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

Why are you here?

. . . today?

. . . in Psychology of Leadership?

. . . at Harvard College?

. . . on this planet?

“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?

Biggest Barrier to Learning/Change?

VIDEO 11950 v. 1990 v. ?

VIDEO 21950 v. 1990 v. ?

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

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

Planned Change:Planned Change:

People

Development(Who you ARE)

Education(What you KNOW)

BE

KNOW DO

Training(What you DO)

?

“Schwarzkopf on Leadership”

VIDEO

“Competence & Character”

VIDEO

Even in War,Under the worst of conditions. . .

People can be creative and have some fun!

Even in War,Under the worst of conditions. . .

People can be creative and have some fun!

Can you TRAIN this?

Mike Krzyzewski(aka: Coach “K”)

“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.

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)

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)

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)

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)

Coach K

Coach “K” at West Point

1992 Regional Championship Game