CH1: Leadership is: influencing others to create the leader’s vision of the future-LEADERSHIP: Innovate, Develop, Inspire, Long-term

view, Ask what and why,

Originate, Challenge status quo. Some leaders had poor leader were somewhat poor leaders themselves OR training. A science and art
Management: Administer, Maintain control, Short-term view, Ask how and when, Imitate, Accept status quo
Good leadership involves touching others’ feelings; emotions play a key role in influencing others
Consider both rational and emotional consequences of actions in relation to key human needs (Buckingham): Security, Community, Clarity VS Predictability,
Respect, and Significance.
Leadership myths: All Common Sense, Born, not Made, Only School u Learn is the School of Hard Knocks
CH1: Leadership: influencing others to create the leader’s vision of the future; Leadership (innovate, inspire, long-term, ask what & why, originate, challenge status
quo) vs. Management (Administer, maintain control, short-term, ask how & when, imitate): Great managers speed up the reaction between individual’s talents and
the company’s goals. Great leaders are like alchemists, transforming our legitimate fear of the unknown into confidence in the future. A science and an art:
thousands of studies on leadership, some leaders are effective without courses or training, some leadership scholars relatively poor leaders themselves, scholarship
gives you an understanding that help individuals better analyze situations using a variety of perspectives which can give leaders insight on how to be more effective;
Good leadership is both rational and emotional, ex. is MLK JR. who had to touch emotions in order to move people to action, not just rational analysis or a checklist,
emotions play a key role in influencing others, consider both rational and emotional consequences of actions in relation to key human needs (Security, community,
clarity, predictability, respect, significance); leadership & followership go hand in hand, a leader without followers is just someone walking down the road; leadership
is an interaction between leader, followers, and situation (ex: Alive video shows it’s not just the leader, it’s the followers and the situation and who needs what in the
context of that particular situation); both education and reflective experience are important for effective leaders: Maxwell, 5 Levels of Leadership (Position [follow
because they have to], Permission [follow because they want to], Production [follow because of what you have done for the org], People Development [follow
because of what you have done for them], you have to go from just getting results to developing relationships with people, Personhood [follow because of who you
are what you represent]); Myths of leadership: Good Leadership is all Common Sense (How do we know what is practical knowledge, or when common sense should
apply and when it should not), LEadesr are Born Not Made (Natural talents may offer certain advantages but it does not make him a leader, just like a man’s above
average height does not make him a leader(, The ONLy School You Learn Leadership From is the School fo hard Knocks (one of the advantages of formally studying
leadership is that it provides students with a variety of ways of examining a particular situation, then you can REFLECT and analyze experiences from multiple
perspectives)
Chapter 1: Additional Readings
The One Thing You Need to Know... About Great Managing, Great Leading, and Sustained Individual Success by Marcus Buckingham Summary by
Loescher
Controlling insight has to pass 3 tests - 1. Be present with greatness in a variety of situations 2. Act as a multiplier, leading to high levels of sustained success when
applied 3. Describe behaviors or actions 1. The controlling insight for management is to "Capitalize on Uniqueness". Point employees towards the direction of the
organizational goals
2. To capitalize on uniqueness - select the right people, define clear behavior expectations, motivate and shape behavior with praise, and demonstrate your care and
concern.
3. Focusing on Individually employee skills saves time, increases employee accountability, builds stronger team cohesion, and creates healthy disruption.
4. Capitalize on the Universal - Need for security - driven by our fear of death, need for community - driven by our fear of the outsider, need for clarity-driven by our
fear of the future and unknown, need for authority-driven by our fear of chaos and need for order, and need for respect - driven by our fear of insignificance
Sustained individual success - Discover what you don’t like and stop doing it
BUCKINGHAM- Capitalize on Uniqueness: 1) select the right people (structured interviewing) 2) Define clear behavior expectations (provide focus) 3) Motivate and
shape behavior with praise (also encourages others around the person) 4) Demonstrate your care and concern (foundation of relationship). Focusing on individual
employee skills, abilities, goals and personality creates four advantages for the manager and the company: 1) Saves time 2) Increases employee accountability 3)
Builds stronger team cohesion 4) creates healthy disruption Great leadership addresses our 5 needs: 1) need for security (fear of death) 2) need for community (fear
of outsider) 3) Need of clarity (fear of unknown) 4) need for authority (fear of chaos) 5) need for respect (fear of insignificance)… “By showing us how their vision for
the future meets one or more of these five needs, leaders are able to motivate and encourage us to follow them…” IMPORTANT FOR LEADER: “need for clarity to
alleviate our fear of the future”. “Because these characteristics [optimism, dissatisfaction with status quo, and self assurance] are so critical to successful leadership
and tend to be wired into an individual’s brain at birth, great leaders are, in essence, born rather than made.” “While you should always try new activities that utilize
aptitudes you have not yet explored, pay attention to how you feel once you have learned the basics of work activity or role” POINT-finding strengths but not
spending time on it if it is a weakness The One Thing You Need to Know (Buckingham): Great Managing (Capitalize on Uniqueness, you have understand and serve
the individual employee as your first priority, knowing that employee’s skills and abilities and pointing them in the direction of organizational goals, have to coach;
select the right people, define clear behavior expectations, motivate and shape behavior with praise, demonstrate your care and concern, focusing on the individual
employee’s skills saves time correcting and disciplining, increases employee accountability because they work where they are talented, build strong team cohesion
because they value the skills of others and creates healthy disruption because it makes the manager think creatively to meet the unique employees needs, Great
Leadership (Capitalize on the Universal): leaders job is to make each of us see and believe in their vision by tapping into common basic needs, like security,
community, clarity, authority, and respect, showing us how their vision for the future meets these needs and encourage us to follow them; must provide goal clarity
in primary customers, focal asset, key measure, and principle actions so we can practice communication of the vision, optimism about future, break status quo, and
he thinks that these are hard wired so good leaders are born; Individual Success (Discover what you don’t like and stop doing it), saying no to activities that don’t
play to your strengths and only doing activities that do, so like strenghtfinders; remember that you have to have intentional imbalance because you can’t do it all,
have to have focus on the right things
Do you really want to be a leader(bottger):”admitting to yourself what ur limitations r can b difficult. But if u want to lead, u face tough choices about how much
effort u must put in & in which areas u need 2 grow. BOTTGER/BARSOUX3 questions executives should ask selves to assess leadership potential-1) How far do you
want to go, 2) what are you willing to invest, 3) how will you keep it up? 1-What would those jobs require you to do that you cannot do now or don’t enjoy doing?
What would you have to give up that you enjoy now 2-too many aspire to high leadership but are used to receiving rewards for being bright and creative. Appetite for
power is a necessary condition for reaching posts of high responsibility 3-do not get closed and set in to the ways that brought success SO FAR
Leading others effectively by first leading oneself (buhler):mgmnt function addresses stability within the organization while the leadership function
emphasizes change. Leaders acknowledge they must first lead themselves before they can effectively lead others. Leading oneself involes being self-aware(know ur
strengths and weaknesses. Managing own emotions help reading others’ emotions – emotional intelligence), being a role model, possessing a natural
curiosity(necessary to effect change. Encourage others to challenge status quo. Empower followers to take the lead themselves in effecting change and to become
lifelong learners), having courage (self-confidence), and being goal directed(need direction).BUHLER To lead others, lead oneself by: Being self aware, being a role
model, possessing a natural curiosity, having courage, being goal directed
Do You Stink as a Leader - The Effects of Bad Bosses?
Gallup study found that 300,000 employees across thousands of companies and found that about 80 percent of workers felt unenthusiastic about their work and
believed they were achieving much less than they were capable of. Studies of waste industry workers also have shown that working conditions could be more
productive.
Being a Good Leader - Must recognize the difference between good and bad leaders - showing appreciation inspires performance and mediates against a costly
turnover - public employee ridicule and recurring losses to self-control followed by private apologies also are high on the list of bad leadership qualities. It is not good
to lead through fear and intimidation is negative leadership. Show employees you care.

CH2: Leadership Involves an Interaction Between the Leader, the Followers, and the Situation
Leader: Individual aspects of the leadership equation:
Unique personal history, Interests/motivation, Character/personality traits, Behavior and Expertise. Effective leaders have : Personality traits, Cognitive abilities,
Skills, and Values. Appointed leaders vs elected or consensus leaders
Less credibility, trust, loyalty& Organization experience/history key variable in effectiveness. Followers: Follower aspects affect the leadership process:
Expectations, Personality traits, Maturity levels, Competence, and Motivation. Shared goals and values, Leader’s scope (number of followers), Level of trust/respect
with leader, Level of confidence that leader is interested in their well-being, Relationship between leader and followers (in-group vs. out-group). Now, the CHANGING
ROLES OF FOLLOWERS: Increased pressure to function with reduced resources, Greater power sharing and decentralized authority, Increase in complex problems,
More proactive followers - “influencing upward”. THE SITUATION: Organizational support systems key to leader success includes: Hiring, firing, compensating,
Management team and Culture. Leaders create environments à support innovation/creativity, encourage follower growth & dvpt, more interested in the big picture
of followers’ work than managers, motivate followers through more personal and intangible factors, redefine the parameters of tasks and responsibilities. SUBS FOR
LEADERSHIP: Follower chrtistcs: Experience, training, professional orientation, need for independence. Job chrtistcs: Routine, unambiguous, and satisfying jobs.
Org chrtistcs: Explicit formalized goals, rigid rules and procedures, or cohesive work groups. STAR TREK EXAMPLE! Leadership w/women. “Bitchy” not suppose to
act certain way. No proof men=better leaders. Why constraints?! Walt Disney example: need leader and manager for successful company. Walt=L Roy=M. Mgmt
vs. ldrshp: Technical problems à expert solutions (Manager’s well equipped to solve) Adaptive problems à system change (Einstein: “No problem can be solved
from the same level of consciousness that created it”) Adaptive leadership: Active engagement of everyone and Emotional (heart) and rational (mind).No recipe for
Ldrshp:
Effectiveness dependent on behavior in that context with those followers. Diff leaders handle sitch different.
Never know how followers/situation/leaders react to something that’s why NO recipe!
CH2: Leadership has to be studied from the idea of the framework of leader, follower, and situation; Law of the Lid-your effectiveness as a leader dictates your
potential in a firm so you have to push and grow as a leader in order to grow in a firm; Leader (personal history, interests/motivation, character traits, behavior,
expertise), an appointed leader has less credibility, trust, and loyalty that an elected leader because organization experience and history are a key variable in
effectiveness, Followers: aspects that affect the leadership process are expectations, personality traits, maturity levels, competence, and motivation (ex, think MBTI
and Learning Styles), follower variables: shared goals, leader’s number of followers, level f trust with leader and confidence that the leader is interested in their well-
being, relationship between leader and follower (ingroup very loyal and lots of power over vs. outgroup which are out of the loop more; Changing Roles for Followers:
Increased pressure to function with reduced resources, greater power sharing and decentralization, increase in complex problems, more proactive followers who are
“influencing upward”, so exemplary followers vs. conformist vs. alienated vs. passive and pragmatist in the middle, The Situation: hiring firing compensating,
management team, and culture all influences leadership; leaders create environments which support innovation and encourage follower growth, interested in the big
picture, motivate followers through personal factors and redefine parameters and tasks, substitutes for leadership: experience and independence from followers,
routine and satisfying jobs, or very rigid and explicit organizational characteristics, remember Star Trek where a woman who had training and independence actually
was leading the leader; increase in team-oriented environments requiring more collaborative leadership style which is supported by how a woman is socialized to be;
No Simple Recipe for effective leadership because it is dependent on behavior in that context with those followers and so a leader may need to respond differently
(how you react with mom vs. with dad); Pareto Principle: 20% of your priority will give you 80% of your production so you have to identify those to work smarter and
have to correctly identify those and spend your time and $ on them; Maxwell Ch. 10 personnel reqmts: mental horsepower (working for Tom having to learn how to
use software as my job description expanded), leadership ability (voted leader in an organization), followership ability (worked on many teams in sports), personal
warmth (social skills, social knowledge, able to key in on what people need in contexts); if you keep a low-performing person around the situation is well-known, as a
leader you are putting personal agenda ahead of the org and putting your career in detriment, morale of other employees suffer because they are pulling everyone
else down
Chapter 2: Leadership Involves an Interaction Between the Leader, the Followers,
and the Situation
Looking at Leadership
-Studying only leaders provides only partial view of leadership process
-Leadership is more than: The kind of person the leader is; The things the leader does
Importance of Leadership
Law of the Lid (Maxwell)
The Interactional Framework for Analyzing Leadership

Leadership Analysis Methods -Values -Level of trust/respect with leader

1.Examine each level of analysis separately Appointed leaders vs elected or consensus -Level of confidence that leader is interested in
2.Examine the interactions of the three leaders their well-being
elements (overlaps) -Less credibility, trust, loyalty -Relationship between leader and followers (in-
The Leader Organization experience/history key variable in group vs. out-group)
Individual aspects of the leadership equation: effectiveness Changing Roles for Followers
-Unique personal history The Followers -Increased pressure to function with reduced
-Interests/motivation Follower aspects affect the leadership process: resources
-Character/personality traits -Expectations -Greater power sharing and decentralized
-Behavior -Personality traits authority
-Expertise -Maturity levels -Increase in complex problems
The Leader -Competence -More proactive followers - “influencing upward”
Effective leaders differ from ineffective leaders: -Motivation (see Throwing the Elephant by Bing)
-Personality traits Other Follower Variables Followership Styles (Kelley 1992)
-Cognitive abilities -Shared goals and values
-Skills -Leader’s scope (number of followers)

The Situation
Organizational support systems key to leader success
-Hiring, firing, compensating
-Management team
-Culture
Leader-Follower-Situation Interactions
-Leaders create environments à support
innovation/creativity
-Leaders encourage follower growth and
development
-Leaders more interested in the big picture of
followers’ work than managers
-Leaders motivate followers through more
personal and intangible factors
-Leaders redefine the parameters of tasks and
responsibilities.
Follower/Situation Substitutes for
Leadership
-Follower characteristics: Experience, training,
professional orientation, need for independence
-Job characteristics: Situation: Routine,
unambiguous, and satisfying jobs
-Organization characteristics: Situation: Explicit
formalized goals, rigid rules and procedures, or
cohesive work groups
LFS Example: More Women Leaders
What’s the work?
-No statistically significant differences between -Supports theory that organizations need good
men’s and women’s leadership styles leaders and good managers
-While number of women leaders increasing, -Supports belief that organizations should
constraints still exist develop leader-managers
Research on Second-Generation -Technical problems à expert solutions
Managerial Women -Manager’s well equipped to solve
-Increase in team-oriented environments -Adaptive problems à system change
requiring more collaborative leadership style -Einstein: “No problem can be solved
-“Feminine” characteristics  from the same level of consciousness that
success/effectiveness created it”.
-Women’s socialization and career paths -Adaptive leadership
support development of inclusive, interactive -Active engagement of everyone
style -Emotional (heart) and rational (mind)
Why Still Constraints on Women Leaders? Recognizing an Adaptive Challenge
-Leader aspects -Value change required
-Follower aspects -Continuing conflict exists
-Situation aspects -Crisis (may reflect unrecognized underlying
Leadership/Management Interaction adaptive problem)
-Walt = leader, Roy = manager
-Success due to their complimentary
contributions
Who does work?

Technical Applying current know-how Authorities

Adaptive Discovering new ways The people facing the challenge

Teaching as leadership -The same follower differently in -IF you correctly identify your top priorities and
Discussion: What factors interact to influence different situations spend your time/ $ on them
successful class? -Follower may respond to: Working smarter
Teacher -Various leaders quite differently. -Organize or agonize
Students -Each other differently with different -Choose or loose
Situation leaders (why: mom vs dad?)) Evaluate or stalemate
No Simple Recipe for Effective Leadership Limitations on Lessons From Experience Priority principles
-Effectiveness dependent on behavior in that -What worked well in one situation may not -Priorities never stay put
context with those followers work in next -You cannot overestimate the unimportance of
-Two leaders may have different perceptions of -May not agree on best behavior in a situation, practically everything
the same followers or situations typically can agree on what won’t work -The good is the enemy of the best
-A leader may need to respond to: Priorities (Maxwell) -You can’t have it all
-Various followers differently in the Pareto principle
same situation -20% of your priorities will give you 80% of
your production

Chapter 2: Additional Readings

MORRIS/NEERING
Big companies not always a good thing, now agile is best (GM, GENENTECH)
Don’t need to be big player, find a niche (COKE losing energy drink)
Customers now beat shareholders (Apple, Genentech)
Passion now beats talent (Genentech getting people who want to help, apple hiring ipod lovers)
In ceo, courage now beats charisma (balancing short term interest wall street, with long term progress)
Soul now beats might
"How Extraordinary Leaders Double Profits"
There is a growing body of research that supports the claim that leaders, good and bad, directly affect the bottom line of an organization. 360 feedback reports are
the data used by companies to measure performance and leadership effectiveness.
- Impact of Leadership Effectiveness and Net Income 1. Start with 360 feedbacks 2. Divide into 3 groups A. The top 10% of the best leaders B The bottom 10% were
the worst leaders C. The leftover 80% were in the middle. This revealed the significant contrast between poor and great leaders. Then the data was cross-referenced
that showed the top 10% of great leaders made significantly more money than the bottom 10% and the middle 80%.
The Trend Line - Good leaders create more economic value than poor leaders and extraordinary leaders create significantly more economic value than the rest.
Factors in the trend include retention, turnover, employee commitment/morale, customer satisfaction, and productivity.
How do organizations develop leaders who can double profits? - improve the bottom lines by developing leaders

15 competencies of extraordinary leadership 1. Setting stretch goals

1. Focus on results 2. Establish a clear vision
2. Leading change 3. Developing others
3. Character 4. Practicing greater teamwork collaboration
4. Interpersonal skills 5. Demonstrating greater initiative
5. Personal capability 6. Being a role model

Develop leaders to exhibit this behavior

ZENGER/FOLKMAN/EDINGER
Demonstrated clear trends of progression. “The contention remains the same: Good leaders create more economic value than poor leaders, and extraordinary
leaders create significantly more economic value than the rest.” At SEARS, 5pt increase employee attitude=1.3% cust satisfaction=.5% revenue growth. Starbucks-
employee commitment correlates profitability. Employee turnover related to leader ranking (from percentiles) (“You can’t pay me enough to work for that person”).
16 Competencies of extraordinary leadership fall in 5 categories 1) Focus on results (what focus is on gets better) 2) leading change 3)character (talented people
are attracted to honesty and integrity) 4) interpersonal skills (build cultures that inspire employees to want to work harder and care more about their jobs) 5)
personal capability. –these all maintain competitive advantage. People without weakness or strength fall in bottom third percentile. One strength 64th percentile, 2-
81st, 3-94th. 87% of things learned at a leadership program is gone in 30 days without follow up.
How Extraordinary Leaders Double Profits: Decoding leadership trends says that the better the leader is, the more your profits are, which are directly correlated to a
company’s success; poor leaders lose money, good leaders make profit and great ones more than double profits, which is important because this speaks to the
connection between employee attitude and leadership ability, ex: Starbucks indicated strong correlation between profitability at a particular location and employee
commitment, so more than 50% of employees who think about quitting their jobs report to leader in the bottom 10% and no pay differences, so developing leaders
who inspire people to perform at higher levels can remove obstacles to employee productivity, to do this they have to rely on a leadership development model that
defines those competencies like leading change, focusing on results, interpersonal skills, personal capability that creates a cycle of success to build cultures and
inspire employees to make changes to maintain competitive advantages; most important competency was inspiring and motivating others to high performance
because this was shown to be the most powerful, most correlated with employee engagement, most obvious link to productivity, leaders have to move people
through compensation, peer pressure, applying pressure, understanding how to work with each individual through setting goals, creating a clear vision, practicing
greater teamwork, being a role model
GOLDSMITH “As a coach you should realize that success with your clients isn’t all about you. It’s about the people who choose to work with you. In a way, I am the
same. The success of my organization isn’t about me. It’s all about the great people who are working with me”
“The best leader, the people do not notice. When the best leader’s work is done, the people say, “We did it ourselves.”
Leadership: It’s All About Them: the team you lead is more important to the success of a project than what you contribute as a leader; view yourself as a
facilitator; success of my organization isn’t about me it’s all about the great people working with me; provide help when needed and assist them in staying on course;
those around you may be more helpful than experts; best leaders understand that long-term results are created by all of the great people doing the work
Leadership:its all about them(goldsmith): “the success of my org. isn’t about me. Its all about the great people who are working with me” the best leaders
understand that LT results are created by all of the great people doing the work-not just the one person who has the privilege of being at the top. Leadership: It’s
all about them Your only as good as your team - Each person took responsibility for creating postive synergy with cross-organizational colleagues. They regularly
reported on their efforts in reaching out to their colleagues. They learned and shared what they learned from one another. Cutting leadership down to size - "take the
leader out of the equation, and people will behave like lost children" - it is better to help people when needed and assist them in not wandering too far off the course
that they have chosen - the best leaders understand that long term results are created by all of the great people doing the work-not just one person who has the
privilege of being the top.

CH.3: Leadership development enhanced through AOR, which is a spiral of experience Action (What did I do) Observation (What were the results/impact on others?)
Reflection (How do I look at it or feel about it now), ex: Colin Powell checked the cords, found one that would have resulted in death of this person and made him
realize that you have to check the little details; Perception is important because remember that we actively shape our perception which affects our AOR, we can even
affect our actions through self-fulfilled prophecy which is where our expectations can bring about the events we predict (I am not good at math so I don’t do well on
the math test), we have expectations in social situations, or the way we observe people (like the pictures on the slides), we practice selectivity which is choosing bits
of data that can support what we think or assumed similarity, stereotyping, and halo effect which draws a general impression on the basis of one characteristic,
Perception and Reflection: attributions (explanations we develop for behaviors of us or others), internally caused or externally caused, fundamental attribution
error( personal reasons when you see it) vs. self-serving bias (external reasons when it happens to you) so you have reflect to provide insights to look at situations
from multiple perspective, understand subordinates, and frame problems differently; learning about leadership and reflecting moving from single-loop learner which
stays in their comfort zone to a double-loop learner who confronts blind spots and is open to information and power sharing; double loop benefits: better recognition
of problems, improved communication, increased decision-making effectiveness; leadership development experience is important when the people you work with are
peers from different perspectives, problem subordinates, mentors, a boss who is a catalyst or an inhibit and tasks that challenge comfort zones, (like having
deadlines, unpredictable environment) or have to do with strategic planning, remember that leaders first stand out through technical proficiency but as they move up
their requirements for success are performance and reputation; if you are going to learn from experience you have to understand change and stress and commit life-
long learning and be willing to let go of fear and failure; emotional intelligence (self-awareness, management, motivation, empathy, social skills) is more important
than IQ, high EI scores not high IQ characterize high performers, you have to learn how to read emotions
Ch. 3 Leadership Is Developed through Education and Experience
•“Leadership and learning are indispensable to each other.” ~John F. Kennedy
The Action-Observation-Reflection Model
•Leadership development enhanced with
–Action
–Observation
–Reflection
The Spiral of Experience

The Key Role of Perception •Expectations (positive or negative) can subtly influence our actions à
•Value from experience depends on how you perceive events •Actions can affect the way others behave
•Perception affects all AOR phases •Self-fulfilling prophecy occurs when our expectations/predictions play a
•People actively shape/construct their experiences causal role in bringing about the events we predict
Expectations in Social Interaction

Perception and Action

Perception and Observation •Halo/Horn Effect - drawing a general –Internally caused

•Selectivity - choosing bits of data depending impression on the basis (under your control)
on the interests, background, experience, and of a single characteristic, such as intelligence, –Externally caused
attitudes of observer sociability, or appearance (can be positive or (not your fault)
•Assumed Similarity – everyone thinks and negative) •Fundamental attribution error
reacts just like me Perception and Reflection •Self-serving bias
•Stereotyping - basing perception on group •Attributions: explanations we develop for the Reflection and Leadership Development
membership or association behaviors or actions of ourselves and others •Reflection provides insights
–Frame problems differently Double-loop learners –Changing, dynamic, uncontrollable, and
–Look at situations from multiple perspectives •Willing to confront their views, blind spots unpredictable environment
–Better understand subordinates. •Open to information and power sharing –Highly structured environment, deadlines
•Reflection invaluable tool –Stretch project, higher risk of failure
–Vital for changing your leadership style Benefits of double-loop learning •Strategic planning, projections
–Adding ‘tools’ to your leadership ‘toolbox’ •Better recognition and definition of problems Developmental Opportunities
Learning •Improved communication •Larger organizations may offer more
•Involves change •Increased decision-making effectiveness opportunities for in-depth developmental
•Is relatively permanent Leadership Development through experiences
•Is acquired through Experience •Smaller organizations can provide nurturing,
experience •Factors that make experience valuable for feedback, and breadth of experience for a
personal growth: young leader
Learning Process –The people you work with Technical Competence
Competence Model (Bateman) See also Maxwell –The characteristics of the task itself • Leaders typically first stand out based on
Ch 2 The People You Work With technical proficiency
-unconscious incompetence-> conscious •A boss à catalyst or inhibitor – Competency/proficiency = basis for
incompetence-> conscious competence-> •Peers with different backgrounds, emergence or selection of a leader
unconscious competence perspectives, or agendas – Performance/reputation for competence
Single and Double-Loop Learning •Problem subordinates critical
Single-loop learners •Mentors (having one and being one) Changing Requirements for Success
•Seek little feedback Best Developmental Tasks
•Stay within their belief system “comfort zone” •Challenge your comfort zones

Allocation of Activities by Time Source: Luthans, 1988

•Successful = speedy promotion Emotional Intelligence –High EI scores, not high IQ,
•Effective = work quality/quantity, •Self-Awareness characterize high performers
employee satisfaction •Self-management • Examples: Cerner e-mail; Enron (Ask Why..)
Learning to Learn from Experience •Self-motivation Reading emotions
•Learning = change, stressful •Empathy •Non-verbals (expression, posture, gestures)
•Requirements to learn from experience •Social Skills •Paraverbals (tone of voice, pitch, volume,
– Commitment to life-long learning •Research Findings intensity)
– Willingness to let go of fear of failure and the –Marshmallow test •Video: silent meeting
unknown

Chapter 3: Additional Readings

•Learning Agility Equals Leadership Success: LA is best fostered by encountering new challenges and getting the right feedback to improve performance; ex: landing
an airplane on an aircraft carrier; agile learners deliver results even in new situations; 1-commitment to learning, 2-put yourself in challenging situations 3-be
relentless in seeking and accepting feedback about performance; test your existing skills and learn about new ones; ex: Eleanor Roosevelt- pushed societal
boundaries and redefined the role of First Lady, radio commentator, columnist, spoke at important press conferences, used her skills to support her passion for
advancing civil rights and the women’s movement; ex: Kurt Warner the NFL player sought criticism and feedback from his coach because of mediocre game
performance, used feedback to improve his game and reclaim his career
Learning agility equals leadership success: have a commitment to learn, look for challenges, encourage constructive feedback RYAN
Develop agile learners by: solid commitment to learning, putting yourself in challenging situations, relentless in getting performance feedback.
Eleanor Roosevelt-first woman to speak national convention, write syndicated column, earn money as lecturer, radio commentator, hold regular press conferences
COURAGE not to care “Warner is a very coachable player, and he did what professionals do when they get good, if stern, advice. He listened to it…He acted on it and
led an underdog team to within a mere few points of a world championship.”
•Be Big: leaders need all followers to Be Big- be engaged, bringing their voices, and stopping up and stepping out; people feel uncertainty about their job and view
being small and unseen as safer; Small “Me”- staying in comfort zone, staying invisible, staying silent, I don’t matter; Small “You”- putting others in a box, making
others invisible, not noticing abilities, not appreciating uniqueness; Small “We”- going it alone; Protecting one’s position, distrust, not reaching out; Being Big- People
show up with thoughts, experience, wisdom, and courage, people contribute and bring their voices, people take risks, people take off blinders, people reach out and
engage
KATZ Do not stay in comfort zone, stay invisible, stay silent, think you don’t matter.
Do not stereotype, take notice of others, see others shortcomings instead of strengths
Do not go alone, protect position, distruct, not reach out
DO show up, contribute, take risks, take off blinders, support others, reach out and engage
How to Build Great Leaders: Top companies are forcing employees to take on new tasks, like IBM sending John Tolva to Ghana and he had to work with teammates
from India, Germany, Brazil and other countries and what connected them wasn’t language or culture but the values that IBM had instilled in them, these “stretch
assignments” give them a shake in perspective; developmental assignments are important o build leaders and importance of assignments and how they’re being
adapted to pay off in today’s global economies are what research says in ranking of the world’s Top Companies for Leaders; “people are our most important asset”,
CEO Jeff Immelt put in charge of GE’s recall of million refrigerators that he had no experience in but that it was important to build leadership skills; global growth
assignments because that’s where the market is going, the next frontier is experiences that are socially responsible; many corporate cultures are so short term that
they don’t think this is important but this is an investment in the long-term, the perspective is key because “we can’t afford not to do this, we’re looking into the next
several decades”
HORWITZ 7 soft questions: Differentiation, strategic readiness, entrepreneurship, diversity, market driven HR, knowledge management, international HRM
Teach the “Hard Stuff” with “soft stuff” in mind, so that students understand the metrics required to assess past performance, improve future performance and build
value

Building Your Leadership Self-Image •Leadership develops through experience and formal education
•Avoid selling yourself short As you think so you are – As you Imagine so you become!
•Understand the importance of leadership, keep an open mind To sail across the ocean, you must first be willing to lose sight of the shore
•Avoid self-defeating generalizations Life isn't about finding yourself. Life is about creating yourself. - George
•Experiment and take a few risks with different leadership roles Bernard Shaw
More Inspiration
CH12: Ldrshp issues. Norm Decision Model: Vroom/Yetton (1973): Leaders can improve group performance by using optimal amount of follower participation
in the decision-making process. Optimal amount varies on situation. How much followers should influence decision-making process. Issues: No ? about leader
(personality, skill level) and no effectiveness proved. Sit ldrshp: providing the right leadership style to match the follower’s needs/readiness and focus on follower’s
recognizes their role in defining a successful leader. Assumes all leaders same qualities. Readiness refers to a follower’s ability and willingness to accomplish a
particular task. Path/goal Identify leader behaviors that, in given situation, are acceptable (source of satisfaction) & motivational. Directive, supportive, participate,
and achievement based. Research supported but best used for researchers and ignores roles of ldrshp. All these theories are not good for different ldrshp styles and
limited scope. Transactional leaders: set goals and extrinsic Transformational leaders: Inspire through personal good. VERY charismatic! Scary leaders! Change
must benefit society as a whole, not just themselves. VERY effective. Highly emotional. Builds self-efficacy. They usually are risky, querky, articulate personal vision.
GREAT on building trust! Highly inspiring&expectations on self. Followers ID with leader, emotionally, and support them. Sit: crises, innovation, time, social nets,
downsizing. To be a charismatic leader: be positive, passion, great communication skills, great bond w/followers. Difficult once leader is gone. Servant ldrshp: First
priority for a leader is service: putting others first (employees, customers, community) Key difference is motivation of the leader – a need to serve others & provide
team members with support, remove barrier, nurture dreams.
CHAPTER 13 Acting the Part of the Leader (Warren Bennis): A leader is like an actor because they have to be masters at engaging the audience, a leader succeeds
only hen followers share his vision. Leaders have the ability to bring together a fragmented public. Most leaders acquire greatness when it is a role thrust upon them,
like LBJ”s cabinet member John Gardner who didn’t know he was a good manager until he had to become one during WWII because role and talent can produce
greatness and life made him pull those qualities out. Sydney Pollack had to leap into unknown, accepting risk of failure to become a director, this adaptive trait is
most important in determining who will become a leader. You also have to have empathy and selling an alternative vision of the world in which we are a part, like
Gandhi and India, MLK Jr’, leadership creates institutions that last after the stars who made them are gone
• Explains leadership as being transformational because they have to convince followers to take action for the collective good, have a vision for the future to
satisfy follower’s needs
• All transformational leaders are charismatic, but not all charismatic leaders are transformational
• If their changes benefit the organization/society->they are transformational (only themselves, only charismatic)
• A transformational leader is sensitive to followers’ emotional states, emotionally express and empowers followers by building self-efficacy
• Different than transactional leadership when there is an exchange relationship to get needs met, but this more transitory because it does not result in
societal change and perpetuates status quo, motivating by an external reward and setting a clarifying role requirement
Charismatic Leadership Theory: followers make attributions of heroic leadership when they observe vision, personal risk, sensitivity to environment and followers and
unconventional behaviors
• Ex: Dance with Wolves, they inspire and make self-sacrifices with unconventional behavior
• Remember: this is a reaction of followers, not a leaders’s characteristics
• Follower characteristics: heightened emotion, willing subordination, empowerment feelings
• Situational characteristics to perceived charismatic: crisis, task interdependence, value of innovation, time, downsizing
○ Ex: Fire Alarm example
• To be a charismatic leader: you have to have passion to generate enthusiasm, supreme communication skills, create a bond that inspire others to follow
(LMX) so you can tap into follower’s emotions, has to motivate to connect emotionally
• Remember though it can fade when that person leaves

Leadership Issues The Normative Decision Model

Chapter 12: Contingency Theories -Vroom/Yetton (1973): •Leaders can improve group performance by using
Chapter 13: Transformational and Charismatic Leadership (pp 628-652) optimal amount of follower participation in the decision-making process
Introduction •Optimal amount of participation varies based on situation
-Three contingency theories of leadership: •Normative decision model -Normative decision model determines how much input subordinates should
(Vroom/Yetton)•Situational leadership model (Hershey/Blanchard)•Path-goal have in decision-making process
theory (House) -Sequence of diagnostic questions used to evaluate situation
-Transformational and charismatic leadership -Five leadership styles on continuum of participation: •From: Make decision
-Servant leadership alone •To: Share problem with the group, developing consensus decision
-Theories rather than maxims

The Decision Tree: 1) State the problem

Normative Decision Model and Interactional Framework

Issues with the Normative Decision Model
-Questions could/should be placed in another part of the tree
-There are no questions about the leader’s personality, motivations, values,
or attitudes.
-Views decision making as taking place at a single point in time
-Assumes leaders equally skilled at using all five decision procedures
-No evidence that leaders using the model are more effective
Situational Leadership Theory (Hershey/Blanchard)
-Successful leadership is contingent on providing the right leadership style to
match the follower’s needs/readiness
-Focus on follower’s recognizes their role in defining a successful leader
-Assumes leaders can develop and use different leadership styles
-Widely popular, taught in leadership training classes, not much research
support
Situational Leadership

The Situational Leadership Model – Follower Readiness

-Readiness refers to a follower’s ability and willingness to accomplish a particular task
-Readiness is not an assessment of an individual’s personality, traits, values, age, etc.
-Any given follower could be low on readiness to perform one task but high on readiness to perform a different task
Situational Leadership Model and the Interactional Framework

Path-Goal Theory •Directive leader

-Identify leader behaviors that, (specific guidance, schedules)
in given situation, are: •Acceptable (source of satisfaction)•Motivational •Supportive leader
-Make valued awards available (goals) (friendly, shows concern)
-Provide coaching, guidance, support needed to reach goals (path) •Participative leader (consults with followers, uses suggestions)
-Assumes leader style is flexible •Achievement-oriented leader (sets challenging goals, expects high
-Four behaviors tested performance)
-Research supports theory: •Effective leader compensates for what’s -Structured tasks, bureaucracy: •Supportive leadership
lacking in employee or work setting -High internal locus of control: •Participative leadership
-Ambiguous/stressful tasks, high conflict, external locus of control:•Directive Examples of Applying Path-Goal Theory
leadership

Concluding Thoughts about Path-Goal Theory

-Helps to identify potentially relevant situational moderator variables
-Assumes only way to increase performance is increase follower’s motivation
levels
-Ignores leadership roles of :•selecting talented followers •building skill levels
through training •redesigning work
-Path-goal model more useful for researchers; less useful for practitioners
Path-Goal Theory and Interactional Framework

Contingency Theories: Limitations
-Successful use relies on leader’s perception of
followers and situation
2 leaders in same situation
à different conclusions
à different actions
-Limited scope - none account for: •Levels of
stress•Organizational culture/structure•Working
conditions•Technology•Economic conditions
Transactional vs. Transformational (Burns)
Transactional leaders
-Set goals, clarifying role/task requirements
-Motivate by reward (extrinsic)
Transformational leaders
-Inspire followers to transcend their own self-
interests for good of the organization
-Transform followers by force of personality
Transformational Leadership:
All transformational leaders are charismatic, but
not all charismatic leaders are transformational
•Changes à benefit of organization or society
(transformational)
•Changes à benefit of leader
(can be charismatic, not transformational)
Transformational Leadership: Bass (2000)
-Most thoroughly researched transformation
leadership theory
-Leaders can be transformational and/or
transactional
-Transformational leaders get better results -Followers make attributions of heroic or
because: extraordinary leadership abilities when observe
•Heighten followers’ awareness of goals and certain behaviors
means to achieve them •Vision and articulation
•Convince followers to take action for collective •Personal risk
good •Environmental sensitivity
•Vision for the future helps followers satisfy (needs and constraints)
higher-order needs •Sensitivity to follower needs
Transformational Leadership Impact •Unconventional behavior
-Significantly better predictor of organizational -Charismatic leaders use these behaviors to
effectiveness than transactional or laissez-faire build trust in themselves and attainability of
leadership their goals
-High correlation with Five Factor Model: Charismatic Leaders
-Possible for leaders to develop their Influence followers by:
transformational leadership skills (not just 1.Articulating an compelling vision
biology) -No guarantee that leaders who of the future
practice the appropriate techniques will be seen 2.Inspiring strong personal attachments to
as charismatic self/vision
Transformational 3.Communicating high performance
Characteristics:Personalized Leadership expectations
Components : 4.Conveying, through words and actions, a new
-More sensitive to followers’ emotional states set of values
-Emotionally expressive – particularly 5.Making self-sacrifices and engaging in
nonverbally unconventional behavior to demonstrate
-Empower followers by building their self- convictions about the vision
efficacy Charismatic Leadership: Follower
Charismatic Leadership Theory Characteristics
-Charisma more a function of the followers’
reactions to a leader than of leader’s
characteristics
-Reactions followers have toward charismatic
leaders:
•Identification with leader/vision
•Heightened emotional levels
•Willing subordination to leader
•Feelings of empowerment
Charismatic Leadership: Situational
Characteristics
-Help determine whether a leader is perceived
as charismatic
-Situational factors:
•Crises
•Task interdependence
and social networks
•Value of innovation
•Downsizing, outsourcing
•Time/tenure
Becoming a Charismatic Leader
-Develop an aura of charisma: •Maintain an
optimistic view •Use passion as a catalyst for
generating enthusiasm
•Develop supreme communication skills:
-Audience analysis -Rhetoric/speaking and
writing skills -Paraverbals and nonverbals
-Create a bond that inspires others to follow
(LMX theory)
-Tap into follower emotions to bring out their
potential (motivation)
Charismatic Leaders: Impact
-Charismatic leadership tied to high
performance, employee satisfaction
-Little evidence that changes remain permanent
after leader is gone (Jim Collins: Good to Great)
Servant Leadership (Greenleaf, 1970’s)
-Inspiration for many current business experts
(Covey, Blanchard, Zigarmi, DePree)
-Leadership philosophy for a number of
companies (SW Air, Men’s Wearhouse,
TDIndustries)
-First priority for a leader is service:
putting others first (employees,
customers, community)
-Key difference is motivation of the leader – a
need to serve others
•Provide team members with support
•Remove barriers
•Nurturing their career dreams
Additional Reading
The Impact of Path-Goal Leadership Styles on Work Group Effectiveness and Turnover Intention: effective in motivating diverse groups and capturing the benefits of
innovation, creativity and productivity; Path-goal provided a framework that explains success through increasing motivation through clarification, direction, structure,
and rewards; when leading a group the leader’s behavior impact their work groups; PG styles enable leaders to assess needs and clarify goals in work group
situations; flexibility of the styles raise retention rates by enhancing group satisfaction; dissatisfaction directly contributes to turnover intentions; positive relationship
between PG leadership styles and work group effectiveness
Situational Leaders: three steps- 1) Identify the specific job 2) assess current performance readiness 3)Match leaders response

Chapter 12-13: Additional Readings

-What’s in your leadership model?(Johnson): Competitive desire approach(belief in employees. leader providing significant autonomy to the executive team
embracing empowerment as part of their culture. makes sure the executive team has a detailed and shared vision of the business objectives and goals. he believes
his role as chief executive is to provide the shared vision and make sure that is clear and also current)**effective leaders create a culture where employees can
express themselves and fight for what is right;employees become responsibly fanatical about aligning their resources to add value to the customer and the
company.*a mistake many leaders make is the self-imposed responsibility to have all the answers.good leaders willing to show imperfection.*servant-leadership
encourages collaboration, trust, foresight, listening, and the ethical use of power and empowerment.*good managers get employees to respect them, effective
leaders get employees to not only respect them but more importantly, respect themselves. *leadership is the ability to influence, inspire and motivate others to
accomplish specific objectives-creating a culture that helps direct the org. in such a way that it makes it cohesive and coherent keeping ST tactical goals & obj. in
alignment with LT strategic initiatives.
-Do you Have the Skills of a Servant Leader?: care about the organization and its people; best way to motivate workers to new heights of performance; Do you listen
well? Do you have empathy? Can you help people heal? Do you have foresight? Are you persuasive? Do you have vision? Are you flexible? Do you work to gain trust?
Are you passionate about helping others develop their potential? Are you a community builder?
-do you have the skills of a servant leader?(burrell) putting needs of others first. care about org. and its people. best way to motivate workers to new heights
of performance. listen well(solicit feedback and advice. seek out employees knowledge and wisdom.)have empathy(understand the feelings needs & problms of
others. recognize workers’ contributions and unique circumstances)help people heal(help others move on, accept change, and heal)value learning(be eager to learn
new things. understand the importance of personal development.)have foresight(learn from failure, focusing on what went wrong rather than finding blame. courage
to change course if realities show youre moving in wrong direction)persuasive(rely on persuasion rather then threats, force, or position
power.convince>coerce.effective at building loyalty and consensus)have vision(belief in orgs values and integrity. inspire people with a vision for the
future)flexible(change direction quickly to accomodate needs of others. adapt and respond effectively to unexpected change)work to gain trust(show character,
trustworthiness, responsibility, and accountability for actions. strong sense of ethics and lead by example)passionate about helping other develop their potential(act
as mentors, motivators, and coaches, helping remove organznal roadblocks that hinder emplyee growth)community builder(foster partnership, teamwork, &
community. encourage emplyees to collaborate, pool knowledge and resources, develop cohesiveness, and work toward common goals)

-Obama the Sovereign: leadership style=inspiration; inspiration is redefining what is possible; most collective action is the result of inspiration; Obama’s trip to
Europe- inspired by listening, acknowledging, relating, confronting, setting boundaries, and defining an escapable future; understand the positions of others, confront
arguments; emotional steadiness- genuine to his beliefs