Transformational Leadership Presentation- SAESC- 20150317

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Marguerite Moore Callaway CLI Founder, President

Prepared by Marguerite Callaway SAESC (c) 2015

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Prepared by Marguerite Callaway SAESC (c) 2015 2

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Transforma0onal Leadership Part I

Paradigm Shi+s and the

Work of 21st Century Leadership


Characteris0cs of All Major Paradigm ShiBs  Always begin with the insight of a FEW who have a broader perspec0ve

 New Understanding is met with strong resistance from ‘established people’ in the field

 We punish or silence those with new insight different from the ‘prevailing’ beliefs

  They become ‘the way things are now’ Prepared by Marguerite Callaway SAESC (c) 2015 4

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Insight from 20th Century Genius

“A Problem can never be solved at the same level it was created.” Albert Einstein, Scien0st/Philosopher


“Historical” Leadership Philosophy

 Based on power as much as competence

 Relies on strong command and control

 Resorts to fear-‐based reinforcement

Results in short-‐term compliance and limited success


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Historical Leadership Philosophy  Uses hierarchical organiza0onal structures to concentrate decision making and authority

Results in short-‐term compliance

and limited success


Historical Leadership Philosophy Produces Nega0ve Consequences  S0fles individual ini0a0ve and responsibility

 Severely limits number of people commi_ed to organiza0onal goals

 Fosters a climate of fear

Results in short-‐term compliance

and limited success Prepared by Marguerite Callaway SAESC (c) 2015 8

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CONTEMPORARY RESEARCH ABOUT HUMAN NATURE EXPLAINS WHY


Mul0cultural Studies Of Human Mo0va0on Provides Answers

 Fear prevents learning from taking place

 Desire for Mastery is Innate in ALL human beings

 Mastery of any complex task takes Dme and pracDce to develop


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Mul0cultural Studies Of Human Mo0va0on Provides Answers ALL Humans:   Respond automaDcally to posi0ve mo0va0onal tools (reward and recogni0on)

 Need construcDve feedback to improve performance

  When given a chance, want to be part of something greater than themselves


Paradigm ShiBs Create New Reali0es and New Requirements  Not a ques0on of ‘good’ or ‘bad’ leadership but…of Effec9veness

 Dic0onary defini0on of EFFECTIVENESS:

“Having the capacity of accomplishing or execu9ng, producing a posi9ve result.”


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21st Century Leadership is based on ‘what works’ today

People excel when:

 Their work has personal meaning

 They understand how their work fits into a greater whole

 Leadership is fair, straighNorward and honest


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21st Century Leadership is based on ‘what works’ today People excel when:

  They are encouraged to come forward with construcDve ideas

  They are given a chance to grow

 Good performance is recognized and rewarded

  Culture fosters honesty, openness and creaDvity



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Emo$onal Intelligence (EQ): The Other Kind of ‘SMART’

Emotional Intelligence

WHAT I SEE WHAT I DO

Personal Competence Self-‐Awareness Self-‐Management

Social Competence Social Awareness Relationship Management


From: Bradberry & Greaves , Leadership 2.0 (2009)

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Moving Beyond Cave man/Cave woman brains through self-‐directed neuro-‐plas0city.

Rick Hanson, PhD. Psychologist, Neuro-‐psychologist, Researcher, Counselor, Author

www.Rickhanson.net

Video Link: https://www.youtube.com/watch?v=jA3EGx46r4Q



Transformational Leadership Presentation- SAESC- 20150317

Leadership & Management

Transcript of Transformational Leadership Presentation- SAESC- 20150317