WELCOMELearning to Lead – Finding Your Voice

OVERVIEW: LEARNING TO LEADTheoretical OverviewSoar AnalysisLearning Leadership Finding Your VoiceAssessing Your StyleReflectionDeveloping a Plan

A CONFUCIAN SCHOLAR SAYS . . .

The best of all rulers is but a shadow to his subjects.

Next comes the ruler they love and praise;

Next comes one they fear;Next comes the one with whom

they take liberties . . . Hesitant, the best does not

utter words lightly.When his task is accomplished

and his work doneThe people all say,

“it happened to us naturally.”

Tao Te Ching

MOST ADMIRED CHARACTERISTICS____ Ambitious (aspiring, hard-working, striving)

____ Broad-minded (open-minded, flexible, receptive, tolerant)

____ Caring (appreciative, compassionate, concerned, loving, nurturing)

____ Competent (capable, proficient, effective, gets the job done, professional)

____ Cooperative (collaborative, team player, responsive)

____ Courageous (bold, daring, fearless, gutsy)

____ Dependable (reliable, conscientious, responsible)

____ Determined (dedicated, resolute, persistent, purposeful)

____ Fair-minded (just, unprejudiced, objective, forgiving, willing to pardon others)

____ Forward-looking (visionary, foresighted, concerned about the future, sense of direction)

____ Honest (truthful, has integrity, trustworthy, has character, is trusting)

____ Imaginative (creative, innovative, curious)

____ Independent (self-reliant, self-sufficient, self-confident)

____ Inspiring (uplifting, enthusiastic, energetic, optimistic, positive about future)

____ Intelligent (bright, smart, thoughtful, intellectual, reflective, logical)

____ Loyal (faithful, dutiful, unswerving in allegiance, devoted)

____ Mature (experienced, wise, has depth)

____ Self-controlled (restrained, self-disciplined)

____ Straightforward (direct, candid, forthright)

____ Supportive (helpful, offers assistance, comforting)

James M. Kouzes and Barry Z. Posner

CHARACTERISTICS OF ADMIRED LEADERS

Characteristics Percentage of Executives2002 1995 1987

HONEST 88 88 83FORWARD-LOOKING 71 75 62INSPIRING 65 68 58COMPETENT 66 63 67

Kouzes and Posner, 2008

BENNIS ON LEADERSHIP

Characteristics CompetenciesFocus on Purpose, Direction, Values Master Context (Environment)

Commitment to Building Trust Know Yourself

Skill in Conveying Optimism Create a Vision

Talent for Inspiring Action to Produce Results

Communicate Meaning

Build Trust Through Integrity

Realize Intentions Through Actions

“We can create ourselves, we do create ourselves, and the choice is ours at each moment and at every moment to learn the lessons of leadership.”

Anna Quindlen

VITAL LEADERSHIP PRACTICES Model the way: Modeling means going first, living the behaviors you want

others to adopt. This is leading from the front. People will believe not what they hear leaders say but what they see leader consistently do.

Inspire a shared vision: People are motivated most not by fear or reward, but by ideas that capture their imagination.Note that this is not so much about having a vision, but communicating it so effectively that others take it as their own.

Challenge the process: Leaders thrive on and learn from adversity and difficult situations. They are early adopters of innovation.

Enable others to act: Encouragement and exhortation is not enough. People must feel able to act and then must have the ability to put their ideas into action.

Encourage the heart: People act best of all when they are passionate about what they are doing. Leaders unleash the enthusiasm of their followers with stories and passions of their own.

Kouzes and Posner, The Leadership Challenge

TAKE “10” - SOAR ANALYSISStrengthsWhat do I do well? What are my greatest accomplishments?

OpportunitiesWhat is available to me to increase my communication, knowledge, and skill for being a leader?

What do I need to change, recognize, or do to grow as a leader and communicator?

AspirationsWhat are my dreams? What do I want my leadership to be known for?

ResultsWhat are the tangible, measurable items that will indicate when my goals and aspirations have been achieved?

TAKE 10 AND REVIEWShare your results with a partner.

What does your SOAR analysis reveal? Is there any particular area of concern? Are your strengths and aspirations in line

with the opportunities you have and the results you hope to achieve?

If NOT, what needs to be done to facilitate your success?

BECOMING A LEADER

Take 10 and Review. How did you become the leader you

are? What’s the single thing you’ve

learned about being a leader that has helped you most or served you best?

“Becoming a leader isn’t easy, just as becoming a doctor or a poet isn’t easy, and those who claim otherwise are fooling themselves. But learning to lead is a lot easier than most of us think it is, because each of us contain the capacity for

leadership.”Warren Bennis, On Becoming a Leader, 2003 (rev. ed.)

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20TH CENTURY LEADERSHIP THEORYTheory Era CommentsGreat Man Theory 19th century Innate qualities that emerge as needed (Lincoln, Gandhi,

Caesar).

Trait Leader centered

1940s- Innate qualities linked to skills like self confidence, determination, integrity, intelligence, sociability, etc.

Skills Leader centered

1950s- Shift away from innate qualities to learnable skills: technical, human, conceptual.

StyleWhat leaders do!

1960s-70s Two general kinds of behaviors: task and relationship - Leadership grid.

Situational 1970s-1980s Different situations demand different styles, leader must adapt.

Contingency 1960s-1980s Matches leader style to setting - linked to leader-follower relations, task, position.

Path-Goal 1970s How leaders motivate followers to achieve goal.

Exchange 1970s Leaders get things done through followers.

Transformational 1980s- Inspire followers to do their best(also linked to Organizational Excellence).

LEADERSHIP FRAMES OF REFERENCETransformational: Where the leader embraces a style that seeks to inspire action, where the ultimate reward expected may be in doing the work itself and doing it well.Transactional: Where the leader and the follower may negotiate for the effort required; an exchange of action for an expected reward.Laissez-Faire: Where the leader withdraws from taking an active role and invites followers, formally or otherwise, to lead the way.

THE TRANSFORMATIONAL LEADEREngages the full person so that followers are developed into leaders.

Raises followers’ level of awareness of the importance of achieving valued outcomes and strategies for reaching them.

Encourages followers to transcend their own self-interest for the sake of the team, organization, or larger policy.

Develops followers’ needs to higher levels in such areas as achievement, autonomy, and affiliation.

THE TRANSACTIONAL LEADERExchanges one thing for another.

Recognizes what followers want to get from their work and tries to see that they can get it, if their performance so warrants.

Exchanges rewards and promises of reward for appropriate levels of effort.

Clarifies what will facilitate the successful attainment of objectives.

Responds to the needs and desires of followers as long as they are getting the job done.

THE TRANSACTIONAL OR TRANSFORMATIONAL LEADER

Indications are that both transformational and transactional leadership exist in some degree at all levels of most organizations.

In many cases, both transformational and transactional leadership are exhibited by the same leader in different amounts and intensities.

LAISSEZ-FAIRE LEADERSHIPIndicates an absence of leadership.Abdicates responsibilities.Avoids making decisions.Does not communicate to followers where they stand on issues.Generally there are neither transactions nor agreements with followers.Decisions are often delayed.Feedback, rewards, and involvement are absent.No attempt to motivate employees or to recognize and satisfy their needs.

MLQ SELF AND SUPERVISOR ASSESSMENT

To provide a method for measuring the behaviors constituting transformational, transactional, and laissez-faire leadership.To identify a broad range of leadership behaviors - from highly charismatic leadership at one end to laissez-faire at the other.

Focus on transforming individuals and organizations, while assessing those leadership behaviors that are used to motivate followers to achieve agreed upon and expected levels of performance.

CONSTRUCTS DEFINING THE MLQ

“These three frames of reference on leadership form a new paradigm for understanding both the

lower and higher order effects of leadership.”Roger Givens

Frame of Reference Domains of Assessment

Transformational Leadership Idealized Influence Inspirational Motivation Intellectual Stimulation Individualized Consideration

Transactional Leadership Contingent Reward Management-by-Exception

Laissez-faire Leadership Abdication, Avoidance

MLQ DOMAINS/RESULTSDomain-Transformational

Assessing Results

Idealized Influence Leaders who score 3.9 or higher on a scale of 1 to 5 in this area have these attributes.

Inspirational Motivation Leaders who score 4.1 or higher on a scale of 1 to 5 in this area have these attributes.

Intellectual Stimulation Leaders who score 4.0 or higher on a scale of 1 to 5 in this area have these attributes.

Individualized Consideration

Leaders who score 4.1 or higher on a scale of 1 to 5 in this area have these attributes.

MLQ DOMAIN/RESULTSDomain - Transactional Assessing Results

Contingent Reward Leaders who score 2.9 or higher on a scale of 1 to 5 in this area have these attributes.

Management-by-Exception Leaders who score 1.9 or higher on a scale of 1 to 5 in this area have these attributes.

Domain - Laissez-Faire Assessing ResultsLaissez-Faire Leaders who score 1.4 or higher on a scale

of 1 to 5 in this area have these attributes.

MLQ COVER SHEET: OVERALL RESULTSMultifactor Leadership Questionnaire (MLQ) Results

Transformational Leadership

Transactional Leadership

EvaluatorPre/

Interim/Post

Idealized Influence

Inspirational Motivation

Intellectual Stimulation

Individualized Consideratio

n

Contingent Rewards

Manage by Exception

Self Pre 3.8 4.0 3.9 4.1 3.8 2.1

Sup Pre 4.0 4.0 3.8 4.0 3.8 2.1

Overall (MLQ) Results

Evaluator Pre/Interim/Post

TransformationalLeadership

TransactionalLeadership Laissez-Faire

Self Pre 3.9 2.7 1.6

Sup Pre 4.0 2.2 1.4

MLQ EXPANDED RESULTS REPORT

Self SupervisorYour Score In

Progress Good Advanced Sup. Score

In Progress Good Advanced

I. Transformational Leadership Pre-test Score X 3.0 3.9 4.8 X 3.0 4.0 4.9 Interim-test Score 3.0 4.0 5.0 X 3.0 4.1 5.0 Post-test Score 3.2 4.2 5.0 3.1 4.2 5.0

Improvement Index 0.2 0.3 0.2 0.1 0.2 0.1

MLQ EXPANDED RESULTS REPORT

Self SupervisorYour Score

InProgress Good Advanced Sup.

ScoreIn

Progress Good Advanced

A. Idealized Influence

Pre-test Score X 2.9 3.8 4.7 X 3.0 4.0 5.0 Interim-test Score 2.8 3.9 5.0 3.0 4.1 5.0 Post-test Score 3.1 4.1 5.0 3.2 4.2 5.0

Improvement Index 0.2 0.3 0.3 0.2 0.2 0.0

(Questions for the Idealized Influence Section):

6. I talk to those I lead about my most important values and beliefs.

Pre-test Score X 2.3 3.4 4.5 X 2.3 3.4 4.6 Interim-test Score 2.4 3.6 4.8 2.0 3.4 4.8 Post-test Score 2.6 3.7 4.9 2.3 3.7 5.0 Improvement Index 0.3 0.3 0.4 0.0 0.3 0.4

MLQ REVIEWTake 10 and Review Your MLQ Results Examine the Summary Results. Is there a trend? Is the delta between self and

supervisor scores statistically significant (> .5)?

What direction is the delta (higher or lower than your scores)?

Highlight areas of special interest. Identify 2-3 areas you might like to

investigate further. Reflect on a strategy for investing time

and effort linked to your MLQ results.

LEADERSHIP ESSENTIALS

Leadership EssentialsPurposePersonPartnershipProcess

“Leadership is a complex grouping of various abilities.”

Luc Nadeau, Canada

THE WORK OF LEADERSThe Work of Leaders Crafting a Vision Building Alignment Championing Execution

LEADING THE VIRTUAL WORKFORCEWhen Virtual Distance is High: Trust falls by 83% Job satisfaction decreases by 80% Role/goal clarity drop by 62% Leader effectiveness declines by 50% Organizational citizenship declines by 47%

“If a group of typical corporate employees from the early 1980s could be

time-transported into today’s interconnected, high tech, global world

they would be astonished by the degree of change in the way that work is

done.” Karen Sobel Lojeski

LOOKING AHEADThe End of Leadership Historical Cultural Technological Social

A lot has changed in the past 100 years. It should be no surprise that as these changes occur, what worked then

or once, may not now or ever again.

FIND YOUR VOICE

As leaders we may have many voices, but our signature voice is found at the intersection between our inner voice that connects us with purpose, mission, and values to our outer voice that allows us to align with key stakeholders.

SIGNATURE VOICE

ZONE

Voice for Self

Voice for Others

Ability to connect with core values.

Ability to connect/ align with stakeholders

IT ISN’T ROCKET SCIENCE Keep it simple Make people your priority Communicate with your feet Simplify systems and strategy Make your mission meaningful Develop some perspective Get over yourself Say thanks every day Grant Thompson

BUILD A PERSONAL ALIGNMENT PLAN (PAP)Plan Responses

Core Purpose/Mission

Learning Style

Values/Beliefs

Capabilities/Strengths

WRITING AND REFLECTION