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EPICS Leadership

EPICS Leadership. Summer 2009 Carla Zoltowski William Oakes Purdue EPICS Program. References. Several books by John C. Maxwell The 21 Irrefutable Laws of Leadership book and Workbook (2007) – refer to as M21/M21W Developing the Leader Within You Workbook (2001) – refer to as DLWW

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EPICS Leadership

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  1. EPICS Leadership Summer 2009 Carla Zoltowski William Oakes Purdue EPICS Program

  2. References • Several books by John C. Maxwell • The 21 Irrefutable Laws of Leadership book and Workbook (2007)– refer to as M21/M21W • Developing the Leader Within You Workbook (2001) – refer to as DLWW • The 17 Indisputable Laws of Teamwork book (2002) and Workbook (2003) • Exploring Leadership: for college students who want to make a difference by Komives, Lucas, and McMahon (2007) – will refer to as “KLM” • Student Leadership Challenge (2008) by Kouzes and Posner – refer to as “SLC” • A Leadership Primer by General Colin Powell

  3. Leadership Defined • What is your definition of leadership? • Maxwell argues that “The True Measure of Leadership Is Influence—Nothing More, Nothing Less”. (M21, p 11) • (Relational) leadership is defined by KLM as a “relational and ethical process of people together attempting to accomplish positive change.” • “Law of the lid: Leadership Ability Determines a Person’s Level of Effectiveness”

  4. Developing Leaders • Model 1 - organization • No “team leaders” • Everyone is a leader in an aspect of the team • Roles rotate among team members. • Meeting Coordinator, Recorder, Timekeeper, Encourager/gatekeeper • Descriptions of roles • Tasks to be done by roles

  5. Developing Leaders • Model 2 • Students assigned specific roles • Team leaders, • Project leaders, • Financial officers, • Personnel manager, • Liaison with community, • Webmaster • Roles have job descriptions • Tasks to be done • Training for roles • Teachers as leadership coaches

  6. Prepare Students for Roles

  7. Maxwell’s Levels of Leadership • Position: People follow because they have to • Permission: People follow because they want to • Production: People follow because of what you have done for the organization • People development:People follow because what you have done for them • Personhood:People follow because of who you are and what you represent From Maxwell, DLW Workbook p. 4

  8. To be a leader for others, you must first be a leader for yourself. • KLM: Developing and maintaining healthy relationships starts with a knowledge of self and an openness to appreciate and to respect others. • Maxwell: first step of many of the laws of leadership

  9. Understanding Yourself Bennis (1989) lessons to develop self-knowledge: • You are your own best teacher. • Accept responsibility. Blame no one. • You can learn anything you want to learn. • True understanding comes from reflection on your experience. Bennis, W. G. (1989). On becoming a leader. Reading, MA: Addison-Wesley.

  10. The Law of Priorities Leaders Understand That Activity Is Not Necessarily Accomplishment (M21, p207) • “When we are busy, we naturally believe that we are achieving.” • “But, busyness does not equal productivity.” • “Prioritizing requires leaders to think ahead, to know what’s important, to know what’s next, to see how everything relates to the overall vision.” • “All good leaders have learned to say no to the good in order to say yes to the best.”

  11. Priorities • “Thinking ahead and prioritizing responsibilities mark the major differences between a leader and a follower.” • Pareto Principle* • Time: 20 percent of your time produces 80 percent of the results. • Speech: 20 percent of the presentation produces 80 percent of the impact. • People: 20 percent of the people will be responsible for 80 percent of the organization’s success. Directly from DLWW p. 26-27

  12. Organize

  13. The Law of Solid Ground • “Trust Is the Foundation of Leadership.” • “Character makes trust possible. And trust makes leadership possible.” • “Leadership is a potent combination of strategy and character. But if you must be without one, be without strategy.” General Schwarzkopf • Discussion questions: • How effective will a leader be if he or she has lost the trust of the team?

  14. Positive Attitude • “It is improbable that a person with a bad attitude can continuously be a success.” • “We are responsible for our attitudes.” • “Leaders don’t complain about the wind—they adjust the sails.” • Attitudes are contagious! • Your attitude will impact those on your team. • Attitudes within teams are also contagious. (DLWW p. 126 – 127)

  15. Understanding Change • Leaders must first be willing and able to change themselves. • Then leaders must become a change agents. • To bring about change: • Know the technical requirements of the change • Understand the attitude and motivational demands for bringing it about. (DLWW)

  16. Student Leadership Challenge (2008) by Kouzes and Posner – refer to as “SLC” • Geared towards students (examples, situations, quotes) • Assessment tool: Student Leadership Practices Inventory

  17. Five Practices of Exemplary Leadership (SLC) • Model the Way • Inspire a Shared Vision • Challenge the Process (Innovation!) • Envision the future • Enlist Others

  18. Model the Way: Clarify Values • Need to be a leader for yourself before you can be a leader for others. • Think about….. • What values and actions are important to me in creating a climate in which I feel motivated, excited, and fulfilled? • What strengths to you bring to EPICS? • What goals do you have for yourself and your team? • How would you rate your current leadership ability? • Are you motivated to take on leadership responsibilities or roles? Why or why not? Modified from KLM p. 146-7 and SLC p. 47

  19. Inspire a Shared Vision • Envision the future • Have vision (goals) for team • Communicate • Get buy-in • Share your excitement about what you are doing. • Enlist Others • Make sure everyone has a meaningful role on the team.

  20. Challenge the Process • Search for Opportunities • Is there a chance to change the way your team normally does things for the better? • Think of innovative ways to improve the team. • Experiment and Take Risks • Not being afraid to make mistakes. • Disappointments as learning opportunities.

  21. Enable Others to Act • Foster collaboration • Get buy-in from team. • Build a culture of mutual respect on the team • Strengthen Others • Help team mates to be successful

  22. The Law of Connection “Leaders Touch a Heart Before They Ask for a Hand.” Based on assumptions that: • Everyone wants to feel worthwhile • Everyone needs and responds to encouragement • People “buy into” the leader before they “buy into” his or her leadership • Most people are naturally motivated but just do not know how to be successful (M21, DLWW p. 145 - 148)

  23. Encourage the Heart • Recognize Contributions and Celebrate the Values and Victories • Letting team mates know they are doing a good job! • Recognize students for outstanding contributions • One team in EPICS had “Wall of Fame” where they recognize students that have done an outstanding job that week.

  24. Encouraging students • Be intentional about cultivating leaders • Coach them in leadership • Give them responsibility and feedback • Meet with student leaders outside of class to help develop their skills. • Provide opportunities for them to read/learn as well as practice their skills

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