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Your Leadership Philosophy

Your Leadership Philosophy. USPAACC CEO ACADEMY 29 June 2018 James Bailey, Ph.D. Hochberg Professor of Leadership Development. Your Leadership Philosophy.

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Your Leadership Philosophy

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  1. Your Leadership Philosophy USPAACC CEO ACADEMY 29 June 2018 James Bailey, Ph.D. Hochberg Professor of Leadership Development

  2. Your Leadership Philosophy Q: Is leadership a quality of the person or of the situation? Is leadership the force of the individual or the force of the times (Zeitgeist)? The Great Man/Woman, or the Big Bang? A: Both, but how…

  3. An Evolutionary Perspective Q: Why is the giraffe’s neck long? • Two Cycles of Natural Variation • Cycle of Production • That which produces the variation • “Tendencies toward spontaneous variation” • Accidental and unknowable • Cycles of Maintenance • That which selects for the variation • “Survival of the fittest” (read “most fit”) • Logical and perfectly observable Leaders are like spontaneous variations that are differentially fit to their environments

  4. Your Leadership Philosophy Q: Is leadership innate, or can it be learned? Does one “have it,” or can one “get it?” A: Best evidence shows that leadership skills and styles can be developed, but only when there is strong motivation and will to change, and then only up to a point (ceiling effect). Once-borns versus twice-borns (W. James)

  5. Your Leadership Philosophy Q: Is leadership transferable? Can you “take it with you”? A: Depends on the extent that: -Industry and technical expertise are primary leadership source -Followers profile and needs

  6. Your Leadership Philosophy Q: Is leadership a trait or a behavior? Is it something one is, or something one does? A noun or a verb? A: It depends…

  7. Necessary and sufficient conditions of leadership Above average intelligence Excellent verbal skills Excellent conceptual skills Extroverted/Socially attuned Dominant/Assertive/Presence High energy level Confident Neither necessary nor sufficient Trait Theory

  8. Behavior Theory • Initiating Structure: Behaviors aimed at accomplishing task (e.g., designing production schedules, enforcing deadlines, setting goals, completing progress reports) • Initiating Consideration: Behaviors aimed at ensuring positive interpersonal relations (e.g., building rapport, fostering trust, encouraging open climate)

  9. Behavior Theory… • Dealt fairly with management, but had little to do with leadership

  10. The Complimentary Relationship of Leadership & Management 1. Come up with two analogies to this sentence: Leadership is to ________ as management is to ________ Example: direction/execution 2. Discuss with person sitting next to you how the analogies illustrate important differences 3. Discuss as class

  11. The Complimentary Relationship of Leadership & Management… • Philosophy: subjective/objective; emotion/reason; soft/hard; values/facts; romantic/rational; poetry/prose; curvilinear; linear; romanticism/enlightenment; art/science; qualitative/quantitative; picture/colors • Action: strategy/operations; change/stability; interpretation/analysis; purpose/plan; tomorrow/today; continuous/discreet; compose/conduct; initiate/momentum; spark/oxygen; patent/production; transform/perform; compass/GPS • Relationships: inspiration/motivation; disciples/employees; passion/pay; release/oversee • Leaders “do the right thing;” managers “do the thing right.” (W. Bennis)

  12. Clearly and Concisely Leadership is the ability to excite other people to higher performance

  13. Exercise • Think back over your life and career to who has played a profound role in shaping who you are, in helping you develop into the person you wanted to be? Think of a specific story that encapsulates his/her impact. How did it make you feel? • Discuss with person sitting next to you. • Discuss as class.

  14. Followership Why should anyone want to follow you?

  15. Emotion and Neuroscience Emotional Primacy: Feel before think; one-way communication; neural “high-jacking” Emotional Contagion: “Interpersonal Limbic System” Positive Emotion: Leads to higher quality decisions Neurogenesis: Can develop new adult neural tissue; inhibited by release of cortisol when under stress Decision Making: Damage to left pre-frontal cortex—which activates with thoughts of hope and possibility—renders individuals incapable of making decisions Reptilian, Mammalian, Neo-Cortex

  16. The Core Idea Leadership is an emotional relationship

  17. Resonant Leadership • Leadership = f (Resonance) • Resonance = f (Overall Positive Emotional Tone X Synchrony) • Overall Positive Emotional Tone = f (Self-awareness X Self-management) • Synchrony = f (Social awareness X Relationship Management) LEADERSHIP IS THE ABILITY TO EXCITE OTHERS TO HIGHER LEVELS OF PERFORMANCE, WHICH REQUIRES BOTH POSITIVE EMOTIONS AND SYNCHRONY

  18. Resonant Leadership… S Y N C H R O N Y EMOTIONAL TONE

  19. IQ vs. EQ • IQ: Intelligence quotient is cognitive problem-solving ability that is a function of genetics and early developmental experience. • EQ: Those who possess the rare skill to be angry with the right person, to the right degree, at the right time, for the right purpose, and the right way are at an advantage in any domain of life. Aristotle

  20. Self-Awareness Emotional Self Awareness Accurate Self Assessment Self Confidence Self Management Emotional Self Control Trustworthiness Conscientiousness Adaptability Optimism Achievement Orientation Initiative EQ Clusters & Competencies

  21. Social Awareness Empathy Organizational Awareness Service Orientation Relationship Management Developing Others Inspirational Leadership Influence Communication Change Catalyst Conflict Management Building Bonds Teamwork and Collaboration EC Clusters & Competencies…

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