Leadership Lessons
Learned
CAPCSD Conference
April 10, 2014
Theory to Practice
-The Pragmatics of Leadership
-To lead well is to move an enterprise
forward with integrity, vision and a
positive attitude using whatever
resources at your disposal
Reframing Leadership
Structural Leader
Human Resource Leader
Social Architect
Analysis/Design
Catalyst/Servant
Support/Empowerment
Political Leader
Symbolic Leader
Advocate/Coalition Builder
Prophet/Poet
Inspiration/Frames Experience
Leadership
QUALITIES:
Strong Core Values
Focused
Optimistic
Leadership
Strong Core Values
(Holding the Center)
Leadership
-Integrity
-Today there is no clear path for leaders,
especially for women (Bateson, 1990;
Sandberg, 2013)
 Leadership is changing and constantly
redirected
 Leadership is improvising, like language
learning
-Integrity
 Creating external works in research,
courses, programs takes courage to
hold onto the past and break free.
 Creating oneself as a leader takes
courage and staying centered.
How to Live…Montaigne
-Twenty
Attempts to answer how to conduct an
honorable and correct life (Bakewell, 2010).
-Moral dilemmas of Leadership.
-Good of the few over good of the many
 Tobacco free campus
-Short term good over long term good
 Hiring more tenure track faculty
Leadership
Losing
Giving it up to the “Lord”
Leadership
Focused
(Holding the Center)
Focusing as Leader
-Primary task of leader is to direct attention of others
(Goleman, 2013)
-Understand your own biases
-Cultivate a triad of awareness
Inward Focus
“Know Self”
Other Focus
“Know
Team”
Outward
Focus
“Know
Larger
World”
Leadership
Optimistic
Embrace Change or Fear Change
-Presidents
with gray hair and gray suits
bemoaning change
-Language of defeat
-Not wanting to learn about new ways of doing
business
-Spiraling downward
-Higher Education is in denial…so much for
critical thinking
How to Find a Way
-Being Ridiculously In Charge (Cloud, 2013)
-”Find a Way Thinking,” Nick Roddey (2013)
-Asking How We Could Do “IT”
-Then asking what might be problems
-Once committed, Failure is not an option
-Showing people that they can do what they don’t
realize they can do…”getting Ripiched”
Innovation as Opportunity
-The
Innovative University (Christensen,
Eyring, 2011) disruptive innovation as good
-Innovative Incubator Project, UNE 2014:
 Bill and Melinda Gates Foundation
 Competency Based Online BS in Business to be
developed in 12 mos.
 Online growing, competency based degrees
coming. Adapt or atrophy.
Leadership
SKILLS:
Spinning the Plates
Being Responsible/Taking Risks
Keeping Equity and Balance
Leadership
Spinning the Plates
Leadership
Keeping Equity and Balance
(Cutting the Cake)
Leadership
Being Responsible/Taking Risks
(Picking Winners)
Blue Ocean
- Less
than 1% Science Students Study abroad
- Problem/Strategy Global Study:






Costs extra and loans too much already
Can’t get good lab courses
Made cost neutral
Built Science labs
Maine to Morocco in 15 months
Eliminated costs/created new product
Blue Ocean Strategy
- How to create market space and make competition
irrelevant (Kim, Mauborgne, 2005)
- Leave the bloody waters by the shore and go for the
Blue Ocean, the deep water.
- VALUE INNOVATION occurs where costs savings
eliminate factors industry competes on and creates
elements industry never offered.
Leadership
Most Important Asset:
A Leader Must Love to Lead!
Resonant Leadership
-Power Stress can lead to dissonance(Boyatzis &
McKee, 2005)
-Leadership requires personal sacrifice and this
leads to inability to sustain the self
-Renewal requires:
 Mindfulness, a state of whole awareness of life.
 Hope, a belief in a better future.
 Compassion, understanding of human
motivations.
Leadership - Seven Secret Steps
Spinning the Plates
Focusing For and On Others
Cutting the Cake
Holding the Center
Returning the Investment
Seeing the Best
Loving the Work
Active Verbs – Leadership Takes Action
Intentional Leadership:
Harnessing Potential In People
& Programs
“Leadership matters”
Gail M. Whitelaw, PhD
The Ohio State University
whitelaw.1@osu.edu
Leadership matters:
 The science of leadership: Challenging the myths
 Evidence based leadership
 Diversity in leadership
 Gender
 Generation
 Strengths
 Creating a culture of leadership in
Communication Sciences and Disorders
Defining leadership:
 Leadership is a developmental process of
growing one's skills in leading others with
an awareness and knowledge of our own
honesty and integrity. (Leadership Center at
The University of North Georgia)
 Leadership is a process of social influence,
Defining leadership:
What leadership is NOT:
 Seniority or position in the hierarchy
 Titles
 Personal attributes (leadership is not an
adjective)
 Management
 (Kruse, 2013)
Some considerations in
leadership
(Loeb and Kindel, 1999)
 The “natural leader”
 Charisma should not be confused with skill
 Confusing leadership with command (the
authority to lead)
 Confusing leadership with management (focus
on tasks, do things) (an ongoing theme)
 The old adage of “manage things, lead
people”
Managing vs. leading
 Leaders
 First who, then what? Focus on people and getting
the “right people on the bus”, then getting them in
the right seats (Collins, 2001)
 Part of why we hope you are here today—
addressing how to get people on the bus
 Leaders do the right things; not to be confused with
the popular things: A couple of examples from
professional organizations
 Business being business vs. friendship being
friendship!
Leadership matters
 Studies vary in the influence that leaders have in an
organization, from less than 10% of difference
between best and worst organization to being all
knowing
 Pfeffer and Sutton (2006) indicate that although effects
of leadership are overstated, there are many rigorous
field studies and experiments that document situations
in which leadership skills and actions have significant
impact (See Goethals, Sorenseon, and Burns, 2004)
Theories of Leadership
 There is a science of leadership that can
be applied to this process
 Have evolved and changed over the
years, some with research, some with
changes in the “culture” in which
leadership occurs, some with a
generational approach
 Some vogue, some recycled and “old
school”
Themes in
leadership
Where we’ve been, where we’re
going
Where we’ve been
“Leaders are born, not
made”
 Theories that are based on the individual as leader and
what they are “born with”
 “Great man theory”
 Trait theory (Stogdill, 1948, 1974)
 People are born with traits that make them particularly
suited to leadership. These skills would include a
combination of goal orientation, ambition, and
decisiveness. May identify a particular personality or
behavioral characteristic shared by leaders.
 Outdated, as these traits are based on trait studies first in
the 1940’s, then in the 1970’s
“Leaders are made, not
born”
 Behavioral theories
 Successful leadership is based on a well defined set of
behavioral that can be learned through teaching and
observation
 Based on teaching leaders a set of skills in order to be
leaders
 Rooted in the psychological theory of behaviorism, this
leadership theory focuses on the actions of leaders
Organizational Theories
 These set of theories are based on the leader being “in
change” of the organization and focus on a leader/follower
hierarchy
 Transactional theory of leadership:
 People are motivated by “reward and punishment”
 Clear chain of command and clear structure for
followers
 Also known as “management theories”
 Used in business—when employees are successful,
they are rewarded, when they fail, they are
reprimanded
Where we are and where
we’re going
Newer theories of leadership
Current theories of
leadership
 Leadership is not just “top down” but
also “bottom up”
 Flatter hierarchy and see many people in
the organization in a leadership role, not
just “the leader”
 This type of leadership is sometimes
referred to as “thought leadership”—will
be referred to here as relational and
ethical leadership
Relational and ethical
leadership theories

Theories based on the root concept of “authentic leadership”, which
helps leaders develop the self-awareness they need to be effective

Feedback from those the leader interacts with, 360 degree
assessment, getting feedback and using it

Theories focus on the relationship between leader and others, not
necessarily a hierarchy

Theories place a premium on transforming belief into action

Focus on creating a positive environment

“Servant leadership” https://greenleaf.org/what-is-servant-leadership

Principle centered leadership (Covey, 1990)
Level 5 Leadership (Collins,
2005)
 Build a superior team then figure out the
best path to greatness: this concept is “first
who, then what”: “getting the right people
on the bus then getting them in the right
seats”
The “Stockdale paradox”:
 Believe in the end that you will prevail
despite difficulties WHILE confronting
the most brutal facts about the current
reality
 Believe there will be a positive outcome
Level 5 Leadership (Collins,
2005)
 Vision: Maintain core ideology yet be open
to change…understand what is sacred and
cannot be changed and what should be
open for change
 Focus is on BHAGs…big, hairy,
audacious goals
 Contrast to management: Focus on
getting the day to day things done
Biology of Leadership
(Goleman and Boyatzis, 2008)
 Based on theories of emotional intelligence and
impact on leadership
 What happens “in the brain when people interact”
 Postulated in neurology of interaction
 Social intelligence is described as a “set of
interpersonal competencies, built on specific neural
circuits, that inspire people to be effective”
 As a leader, help brain learn new skill by working
hard and garnering information from multiple
sources (the 360 degree assessment)
Diversity in leadership
Channeling the best in individuals and
organizations
Avoiding “group think” in a
new age of leadership
 The world is full of gatherings for the like-
minded. People go to a great deal of trouble to
sequester themselves with people who think
like them and to screen out people who are
different. Instead, leave your comfort zone and
seek out diverse people who will challenge
your assumptions. If you practice being
present, inquiring, and listening, you world
will never be the same. Before you know it,
you will have crossed divides that would
otherwise have been impassable.
(Gerzon,2006)
Diversity as a key word
in leadership
 Breadth of skills and strengths
 Balance of gender
 Are there still biases? Example from my recent
presentation/panel
 Generational considerations
 Cultural considerations
 Historical perspectives of leadership in contrast to
current needs and demands

Diversity in gender in
leadership
Research that shows stylistic differences

Women tend to be more collaborative than men
 Question is Nature vs. Nurture

Evidence of nature: Women and men seem to have
neurobiological differences related to communication (how
much they talk, what they say, using visual cuing) (Robison,
2005)

Evidence of nurture: Women resent being disciplined by
other women (theorized that they are rarely rebuked in
school and take it personally) from a paper titled “Wait Until
Your Father Gets Home”
 (Atwater as cited in the Economist, 2000)
Diversity in gender in
leadership
 Despite earning the majority of
college degrees, women make up
just 19% of the U.S. Congress, 5%
of Fortune 500 CEOs and 10% of
heads of state. (Sandberg and
Chavez, 2014)
The paradox for women
 If women behave like women, they are viewed as not
possessing leadership skills
 If women behave like men, they are seen as “bullies”
“bitches” and “aggressive”
 Recent focus on the word “bossy”: http://banbossy.com/
 Not addressing this can impact profitability of an
organization, since gender diversity has been proven to
result in better decision making
 (Gerber in Robison, 2005)
 Gender mix shows potential for best leadership
 (Walker, 2004)
Generational/cultural
considerations
 “The workplace we inhabit today is awash
with the conflicting voices and views of the
most age- and value-diverse workforce this
country has known since our great-greatgrandparents abandoned field and farm for
factory and office.” (Zemke, Raines, and
Filipczak, 2000, p. 9)
Generational
considerations
 Meta-analysis of generational research: Gen Y and
Millennials (contiuum)
 Collaboration in problem solving
 Granting and garnering respect
 Interested in social responsibility; focus on helping others
 In organizations, comfort and autonomy are important;
security is less important to these generations than to
previous generations
 Dedicated, focused on collaborative goals, trusting,
relationship focused, optimistic
Generational
considerations
 Mentoring and reverse mentoring
 Reverse mentoring between millennials and boomers
(Murphy, 2012)
 Leaders “…are beginning to realize that knowledge is not a
one-way street. It’s in everyone’s best interest to share
expertise.” (Greengard, 2002)
 Building leadership from the “bottom of the pyramid”
 Communication: Social media
 http://online.wsj.com/news/articles/SB100014240529702
03753704577255531558650636
Angel’s Advocates: A compliment to
the “devil’s advocate”: A new era
 Bring best thinking to the table before poking holes in
it
 Bring information, insights, and initiate epiphanies
 Listen to other people
 Need both devil’s advocates and angel’s advocates
 Angels are collaborative
 Devils help to challenge idea and support defense for
ideas
 Banducci, 2005
Theories are fine, but…
How do we build a culture of leadership for
the future
Where will we find tomorrow’s
leaders? (Hill, as cited in Hemp,
2008)
 Current organizational research suggests:
 There is a need to broaden the search for
leadership
 “Talent isn’t necessarily portable”…example of
experience
 The thought that any experience prepares
someone to deal with tragedy, devastation,
someone out of their experience level
 “Homegrown leadership”
Where will we find tomorrow’s
leaders? (Hill, as cited in Hemp,
2008)
 Current organizational research suggests:
 Leadership is about making emotional connections
to motivate and inspire people, and our
effectiveness at doing this has strong cultural
overtones
 Many talented people have been overlooked: How
to recognize the full pool for potential leadership
 Who volunteers or gets selected/nominated
might not be who is needed?
Where will we find tomorrow’s
leaders? (Hill, as cited in Hemp,
2008)
 “Leading from behind” (Nelson Mandela)
 A leader, he said, is “like a shepherd. He
stays behind the flock, letting the most
nimble go out ahead, whereupon the others
follow, not realizing that all along they are
being directed from behind.“
 Someone who understands how to create a
context or culture in which other people are
willing and able to lead.
Where will we find tomorrow’s
leaders? (Hill, as cited in Hemp,
2008)
 “Leading from behind” (Nelson Mandela)
 This type of “leading from behind” is often
overlooked
 Many see leaders as “out in front”, great
model for some situations, but very
ineffective for others
 Why do people become leaders? Some
for personal glory and recognition
Where will we find tomorrow’s
leaders? (Hill, as cited in
Hemp, 2008)
 “Leading from behind” (Nelson Mandela)
 Don’t let preconceptions about the way a leader
looks and acts blind you to real leadership
potential
 Lead from behind skills developed working in
volunteer situations—diverse tasks and diverse
individuals…where you learn most
 Let people make themselves visible
 Takes into account issues of diversity and
globalization
How to identify the full
range of leadership needed
Getting the right people on the bus, then getting
them into the right seats (a paraphrase from Jim
Collins’ Good to Great (2001)
Identifying skills
 Self knowledge and knowledge to share in building a
team
 Many tools and options
 Myers-Briggs Personality Types
(http://www.myersbriggs.org)
 DiSC Assessment (Dominance, Influence, Steadiness,
Conscientousness) (https://www.discprofile.com)
 Leadership “Colors”: True Colors Personality Types
(http://truecolorsintl.com/)
 Calling cards: The Inventure Group (The Power of
Purpose) (https://www.inventuregroup.com)
Identifying skills:
StrengthsFinder
 The science of leadership
 Fifty years of research from Gallup

Research-based management consulting company
 Concept of identifying an individual’s talents and helping
them develop these into strengths
 Reward behaviors you want to see
 Focus on what people do well
 Motivation to get more of this behavior
 “Playing to” strengths
 Strengths lead to success
Identifying skills:
StrengthsFinder
 Think of a performance assessment:
 Often focus on weaknesses: We get what
we focus on
 Addressing weaknesses results in
prevention of failure Can help develop
some skills that help the person not to
“fail”, but not likely to help make them
successful as leaders or build their desire
to grow and change/engage in the
developmental process of leadership
 The hypothetical clinical supervisor
StrengthsFinder
 Talents vs. Strengths
 Talents: A naturally recurring pattern of
thought, feeling, or behavior
 Developed early in life, as young as 3-5
years of age
 Talents developed and become strengths
aged 3-15 years
 Brain is wired and strengths do not
change much after age 15 years
StrengthsFinder
 Talents vs. Strengths
 Strengths: Ability to provide consistent performance
 Expands natural talents to capitalize on leadership in
the workplace and the volunteer space
 Gallup research suggests that using a strengths based
approach results in people who are:
 Six times more likely to be engaged in their jobs
 Three times more likely to report an excellent
quality of life
 12.5% more productive in their jobs
StrengthsFinder
 Thirty-four “themes” that are strengths: Based on the
Clifton StrengthsFinder 180-item questionnaire
 As part of assessment, top 5 strengths are identified
 Categorize into 4 major areas
 Executing (Action)
 Influencing (Persuading and selling)
 Relationship building (Synergy that makes the
entity greater than the sum of the parts)
 Strategic thinking (Focusing on what we can be)
 Getting the right people/skills/strengths in the right
jobs
Why StrengthsFinder
works for “us”
 StrengthsQuest: Designed for students, staff, and
faculty at Universities
 Used at over 600 Schools and Universities in the US
with the goal to assist in career exploration and aid in
leadership development
 Ohio State is requiring all incoming freshman to
participate in StrengthsQuest to identify each student’s
themes, beginning Fall, 2014.
 http://www.strengthsquest.com
Resources on our own
campuses
 Leadership Centers at most Universities

An example: The Leadership Center at Ohio State
 Great education, training, and consultation at reasonable
rates
 Approaches to addressing diversity
 http://leadershipcenter.osu.edu
 Grant opportunity that may be overlooked: Leadership
Education in Neurodevelopmental and Other Disabilities
(LEND) grant: http://www.aucd.org

Cultural competence is one of the foci

Forty-three programs in 37 states
Resources from professional
organizations
 Great opportunities to becoming involved in
profession/University/program, etc.
 Leadership skills by “osmosis”
 Possibility of transferrable skills
 Just serving as a volunteer, on a committee, on a
board, etc. may not help the “leadership cause”
 Learn “bad behaviors”
 Get turned off by experience
 Wrong people/wrong seats
Resources from professional
organizations
 Specific programs from professional
organizations
 American Academy of Audiology (AAA):
Jerger Future Leaders in Audiology
Conference (JFLAC)
 American Speech-Language-Hearing
Association (ASHA): MSLP:Minority
Student leadership Program, LDP:
Leadership Development Program
 State organizations: Ohio Academy of
Audiology (OAA) as an example
Resources from
CAPCSD
 Leadership resources:
 http://www.capcsd.org/resources/
 Scholarship for leadership for doctoral and MA
students
 Kudos for topic of the conference
Strengthening our future..
 Must focus on the differences between leadership
and management
 Error of professional organizations
 Task management vs. leadership
 Capacity Building
 Tactical thinking vs. visionary and
strategy
 Conflict management
 Negotiation
Goal for leadership
 “If your actions inspire others to
dream more, learn more, do
more and become more, you are
a leader.”
 Sinek (2014)
References
Banducci, B. (2005). Women’s philanthropic leadership: How
is it different? New Directions for Philanthropic Fundraising. 50
(4), 39-53.
Collins, J. (2001) Good to Great. New York: HarperBusiness.
Gerzon, M. (2006). Leading through conflict: how successful leaders
transform differences into opportunities. Boston: Harvard
Business Press.
Goleman, D. and Boyatzis, R. (2008). Social Intelligence and
the Biology of Leadership. Harvard Business Review, 86(9),
74-81.
Greengard, S. (2002). Moving forward with reverse mentoring.
Workforce, ---(3), 15.
References
.
Hemp, P. (2008). Where will we find tomorrow’s leaders?
Harvard Business Review. 86(1), 123-129.
Keller, E. & Berry, J. (2003). The Influentials. New York: The
Free Press.
Kruse, K. (2013) What is Leadership? Forbes online
http://www.forbes.com/sites/kevinkruse/2013/04/09/what-isleadership/
References
Loeb, M. and Kindel, S. (1999) Leadership for Dummies.
Foster City, CA: IDG.
Lyons, S. & Kuron, L. (2013) Generational differences in the
workplace: A review of the evidence and directions for
future research. Journal of Organizational Behavior
(Supplement), 35, S139-S157.
Murphy, W.M. (2012). Reverse mentoring at work: Fostering
Cross-Generational learning and developing millenial
leaders. Human Resource Management, 51 (4), 549-573.
Pfeffer, J. and Sutton, R.I. (2006). Hard facts: Dangerous halftruths and total nonsense. Boston: Harvard Business School
Press.
Robison, J. (2005). Why can’t women be leaders too? Gallup
Management Journal.
References
Sandberg, S. & Chavez, A.M. (2014) Sheryl Sandberg and
Anna Maria Chávez on 'Bossy,' the Other B-word: The
Saturday Essay. The Wall Street Journal (March 8, 2014)
Sinek, S. (2014). Leaders Eat Last: Why Some Teams Pull
Together and Others Don’t. New York: Portfolio
Hardcover.
Zemke, R., Raines, C., & Filipczak, B. (2000). Generations
at work: Managing the clash of veterans, boomers, xers, and
nexters in your workplace. Toronto: Amacom.