Leadership
- In the 21st Century -
Honors Engineering Seminar
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Technical
Expertise
Managerial
Skills
Leadership
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Leadership in the 21st Century
• “Must: deal with the intensification of
systemic complexity emerging from the
cybernetic, economic, political, and
ecological realities that have created a more
connected and interdependent world.”
• “…respond adaptively to the depth, scope,
and pace of change that combined with
complexity creates unprecedented
conditions.”
• “…exercise…moral courage on behalf of the
common good.”
- Sharon Dalog Parks
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• “… mobilize people – groups, organizations,
societies – to address their toughest
problems.”
• “… mobilize people to address adaptive
challenges – those challenges that cannot be
resolved by expert knowledge and routine
management alone.”
- Sharon Dalog Parks
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Leadership
The Art Of Influencing Others To Work
Enthusiastically, Effectively, And
Ethically Toward Goals Identified As
Being For The Common Good.
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“Work Enthusiastically”
• People can do everything they are required
to by the rules, and your organization will, at
best, be mediocre.
• People must work with enthusiasm. They
must have their heart in it.
• You cannot buy enthusiasm, you cannot buy
loyalty, you cannot buy devotion of hearts,
minds and souls. These must be earned.
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“Goals Identified as Being for the
Common Good”
• This means the leader has:
– Thought through the organization’s goals.
– Talked with others about these goals.
– Achieved buy-in.
• This requires a lot more effort than just
telling others what to do.
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How does a leader build influence?
• By meeting peoples’ legitimate needs
• Through service and sacrifice
• By developing trust
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Leaders identify and meet their
followers’ legitimate needs
• A want is simply a wish or desire
without any regard for the physical or
psychological consequences.
• A need is a legitimate physical or
psychological requirement for the wellbeing of a human being.
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Maslow’s Hierarchy of
Human Needs
SelfActualization
Self- esteem
Belonging
Safety and Security
Food, water, shelter
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Service And Sacrifice
• Leadership requires a great deal of effort.
• Leaders must decide whether they are willing to
extend themselves for those they lead.
• Leaders will be called upon to “sacrifice.”
– Their time
– Physical & mental energy
– Ego
– Bad mood days
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What People Expect from
Their Leaders
• Honesty
• To feel appreciated and respected
• Competence
• Forward-looking
• Inspiring
• To feel they are accomplishing something worthwhile
• To understand the contribution they are making
• To feel they are “in” on things
• Patience
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What People Expect from Their
Leaders (cont.)
• Encouragement
• Hope
• To believe their leader understands their
personal situation and challenges
• To be forgiven when they make mistakes
• Standards and boundaries
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TRUST…
TRUST…
– Is the glue that holds relationships together
– Is not the result of an organizational imperative or
program
– Comes … from being trustworthy
• Acting inconsistent with our words creates
mistrust
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• They are all volunteers!
• “You can buy a person’s time. You can
even buy their physical place, but you
cannot buy enthusiasm, you cannot
buy loyalty, you cannot buy devotion of
hearts, minds or souls. You must earn
these.”
- Charles Francis
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A Key Role of Leadership
Leaders create and sustain the
environment in which followers spend
most of their waking hours
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The Keys to Establishing a Solid
Environment
VALUES
PURPOSE
VISION
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About Organizational Values
• The question is not whether an
organization is value-based…
• Every organization is value-based.
• The question is: What are the real
values and are these values the ones
that will ensure the organization
prospers in the long run?
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Aligning Values and Behavior
• From slogans and wall charts … to the
heart
• Providing example – The leader must
become the living symbol of their
organization’s values.
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The Importance of
Organizational Values
“Without a set of operating values that
are clearly defined and enforced
(people are expected to behave
according to them) you’re at the mercy
of people’s good intentions.”
(Blanchard)
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Effective Leaders Focus
on Purpose
• Key question:
– Why does our organization exist?
– What business are we in?
– Is everything we are doing contributing
to mission accomplishing our purpose?
• Staying Focused
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Effective Leaders Provide Vision
• “… a picture of the future that the leader
paints for those who follow.”
• “… a picture of how things would be if
everything were running as planned.”
(Blanchard)
• “ Providing people an opportunity to be a
part of something bigger than themselves
and to make a contribution.”
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Effective Leaders are Present
• “The multi-faceted capacity to be present
(will) become a key factor in effective
leadership.”
• Leaders must:
–
–
–
–
Be fully present,
Comprehend what is happening/ not happening
Hold steady in the field of action,
Make choices regarding when and how to
intervene from within the social groups in ways
that help the group make progress on complex
issues.
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Signs Of A Miserable Job
JOB
MISERY
ANONYMITY
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Effective Leaders Build and
Sustain Teams
Inattention
to Detail
Avoidance of
Accountability
Lack of Commitment
Fear of Conflict
Absence of Trust
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Situational Leadership Model
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Leadership
- In the 21st Century -
Honors Engineering Seminar
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Effective Leaders Focus on
Contribution…
What can I do that, if done really well,
will make a difference in the
organization?
“What good shall I
do this day?”
Ben Franklin
“What good have I
done this day?”
Developing your capacity
for leadership
FIRST…Understand Yourself
• Understand your natural leadership style.
• Know your abilities, interests, values and
interpersonal style.
• Know your self-control threshold.
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SECOND…Study Leadership
• Leadership is a profession, like being a
doctor, a lawyer, or an educator.
• Expertise comes with consistent
reading and observation.
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Read about Leadership
• The Servant: A Simple
Story about the True Essence
of Leadership
By: James C. Hunter
• Leadership and the One Minute
Manager: Increasing Effectiveness
Through Situational Self
Leadership
By: Ken Blanchard
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Read about Leadership
• The One Minute Manager
Builds High Performing
Teams
By: Ken Blanchard
• Self Leadership and
The One Minute Manager
By: Ken Blanchard
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Read about Leadership
• The Five Dysfunctions
of a Team: A Leadership
Fable
By: Patrick Lencioni
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Observe Leadership
• In the movies
–
–
–
–
–
–
Remember the Titans
Apollo 13
12 Angry Men
Glory
Crimson Tide
Gettysburg
• In an organization
– Student
– Community
– Church
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THIRD: Practice Leadership
• Lead a class or organization project
• Seek Feedback
• Reflect on your experiences
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Reflect on each experience
• What’s happening?
• What’s not happening?
• What do I want to be
happening?
• How can I make this happen?
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