Transcript Design for a Leadership Academy

The Transforming
Leader
C. Dean Pielstick, Ed.D.
© 1998
Management
vs.
Leadership
Management
Planning, budgeting,
organizing, and controlling
some activity through the use
of (more or less) scientific
techniques and formal
authority
- John Kotter
Leadership
The process of persuasion or
example by which an individual (or
leadership team) induces a group to
pursue objectives held by the
leader or shared by the leader and
his or her followers
- John Gardner
Dilemma I
Leadership as a
phenomenon
vs.
Position of leadership
Dilemma II
Formal
vs.
Informal Leadership
Dilemma III
Use of Power
vs.
Leadership
Power
 Legitimate
 Coercive
 Reward
 Expert
 Referent
(or position)
Dilemma IV
Charisma
vs.
Leadership
Other Definitions
Management is the efficiency of
climbing the ladder;
Leadership determines whether
the ladder is leaning against the
right wall
Peter Drucker
Management is
doing things right;
Leadership is
doing the right thing
Warren Bennis & Burt Nanus
When persons with vision
mobilize resources
so as to arouse, engage and satisfy
the motives of the followers
James MacGregor Burns
Transactional
Leadership
To create an economic,
political or
psychological
exchange to achieve a
goal and meet needs
Actions
 Reciprocity
 Networking
 Coalition
building
 Encouragement
 Team building
Transformational
Leadership
To engage each other to higher levels
of motivation and morality,
having a transforming effect
on both;
instilling purpose
Leading
Leading is engaging others to
collectively achieve a shared
vision of high moral purpose for
the common good.
Research Findings
 Shared
Vision
 Communication
 Relationships
 Culture
 Guidance
 Character
Research Findings
 Shared
Vision
 Communication
 Relationships
 Culture
 Guidance
 Character
Characteristics of an
Admired Leader
1. Honesty & Integrity (87%)
2. Visionary (71%)
3. Inspiring (68%)
4. Competent (58%)
Jim Kouzes & Barry Posner
Credibility
 Trustworthy
 Expertise
 Dynamism
The difference?
 Integrity
- Trustworthy
 Inspiring - Dynamism
 Competent - Expertise
VISIONARY
VISION
Distinguishes leaders from
other credible people
Jim Kouzes
Why?
 Attracts
commitment and
energizes people
 Creates meaning in workers’
lives
 Establishes a standard of
excellence
 Bridges the present and the
future
Shared Vision...
To engage each other to higher levels of
motivation and morality, having a
transforming effect on both; instilling
purpose
Morality
 Values
 Principles
 Ethics
Doing the right thing
 Purpose
Something bigger than yourself
This is the true joy in life, being
used for a purpose recognized
by yourself as a mighty one...
I am of the opinion that my life
belongs to the whole
community and as I live it is
my privilege--my privilege to
do for it whatever I can...
Life is no brief candle to me; it
is a sort of splendid torch
which I’ve got a hold of for
the moment and I want to
make it burn as brightly as
possible before handing it on
to future generations.
George Bernard Shaw
Things which matter most must
never be at the mercy of things
which matter least
Goethe
Research Findings
 Shared
Vision
 Communication
 Relationships
 Culture
 Guidance
 Character
Communication
 Listen
 Articulate
 Use
metaphors, stories...
 Dialogue
 Written
 Non-verbal
Research Findings
 Shared
Vision
 Communication
 Relationships
 Culture
 Guidance
 Character
Relationships
 Interactive,
shared, collaborative,
engaged
 Trusting, caring, responsive,
challenging, risk-taking, supportive,
forgiving
 Participatory decision-making,
consensus building, managing conflict
 CHARISMA!???
Research Findings
 Shared
Vision
 Communication
 Relationships
 Culture
 Guidance
 Character
Culture
 Shared
Values and Beliefs
 Treat everyone with dignity and
respect
 Honesty and integrity
 Fairness and justice
 Service
 Excellence
Continued...
 Means
of Shaping Culture
 Metaphors, stories, rituals, myths
 Ceremonies, celebrations
 Symbolism
Research Findings
 Shared
Vision
 Communication
 Relationships
 Culture
 Guidance
 Character
Guidance
 Build
Trust
 Teach
 Lifelong
Learning
 Service
 Symbolic Actions
Continued...
 Strategic
Planning
 Risk Taking
 Team Building
 Quality/Excellence
EXCELLENCE can be
attained if you...
Care more than others think is wise
 Risk more than others think is safe
 Dream more than others think is practical
 Expect more than others think is possible

Research Findings
 Shared
Vision
 Communication
 Relationships
 Culture
 Guidance
 Character
Character
 Principle-Centered
 Treat everyone with dignity
and respect
 Honesty and integrity
 Fairness and justice
 Humility
Continued...
 Higher
purpose
 Self-confidence
 Empowerment
 Passion for serving
 Disenchanted with status quo
Continued...
 Intelligence
 Cognitive
complexity
 Expertise
 Systemic
 Unbiased
perspective
Continued...
 Positive Attitude
 Personable
 Energy
 Resourceful
 Giving
 Sense
of humor
The most lasting and pervasive
leadership of all is intangible and
non-institutional. It is the
leadership of influence fostered
by ideas embodied in social or
religious or artistic movements, in
books, in great seminal
documents, in the memory of
great lives greatly lived.
James MacGregor Burns
Never doubt that a small group
of thoughtful, committed
people can change the world.
Indeed, it’s the only thing that
ever has.
Margaret Mead
What you can do...
 Daily-behavior
checklist
 Volunteer
 New
activities
 Mentor
 Teach others
 Network
 Shadow a leader
Continued...
 Internship
or sabbatical
 Study leadership
 Study leaders
 Write about leader or leadership
 Keep a journal
 Additional training
The End