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4/7/15
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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
Prepared by Marguerite Callaway SAESC (c) 2015 3
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
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“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
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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
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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
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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
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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
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