Week 5 Lecture
Dr. Jim Lloyd
The Leadership ChallengeLeadership isn’t about personality, it is about
behavior
The exemplary leadership practices grounded in researchBegan in 1983
Model the WayInspire a Shared VisionChallenge the ProcessEnable Others to ActEncourage the Heart
Key Points to: Model the WayClarify Values & Set the ExamplePeople follow the person first and then the play…
why?Credibility—DWYSYWDDetermine your guiding principles…what are your
values?What is the “great”Let people know what you believe—open your
heartForge values around common principles & ideals
QUESTION—how did the Bank America guy accomplish this?
Intro Points to: Inspire a Shared VisionImagine “the way it ought to be” and begin to try and
articulate what that looks like“leaders live their lives backwards”—what does that
mean?Commanding versus Inspiring?
Enlisting othersDialogue, not a monologue
How can you find out what your constituents’ dreams are?
Articulate the vision at every opportunityExplain the visionWhy should others follow?How can they help?What does this mean for them?
Key Points to: Challenge the ProcessExperiment and take calculated risks
Leaders search for opportunities to innovate, grow and improve
Leaders are the patrons and adopters of innovation
How is this like the Adaptive Challenge we’ve talked about?
How can you be a pioneer?
Key Points to: Enabling Others to Act
“I” instead of “we”Collaboration and building trust—how does
this fit into the DLT and BLT concepts that were discussed in OLAC?
P. 21—”not hoarding power”—how does this fit in with “Defined Autonomy?”
How can you turn constituents into leaders themselves?
Key Points to: Encourage the HeartGenuine recognition of contributions
What impact does this sort of thing have on culture and how constituents feel towards the organization?
Leadership is a Relationship
CredibilityThe foundation of leadershipWhat do people look for?
Original study had 75,000 peopleHonestForward-LookingInspiringCompetent
These characteristics solidified the 5 Leadership Characteristics
HonestyEthical…principled…integrity…character
People don’t want to be lied to or deceivedWhen you follow someone who has been
dubbed dishonest, you feel as though you have compromised yourself
Closely tied to values and ethics.
Forward-LookingVision…dream…goal…callingSense of direction and concern for future of
the organizationMust be clear and people must be able to
connect to it.
How can you as a leader exemplify this characteristic through your day to day actions?
CompetentTrack record…get things done…guide
organization
How can you as an administrator demonstrate competence on a day to day basis?
First Law of Leadership
If you don’t believe in the messenger, you won’t believe the message
Second Law of Leadership
DWYSYWD—Do What You Say You Will Do
The two operative words are “do” and “say”
You need to clarify what you believe in (your values) and be an example of those values to others.
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