NASJE-AJA
Effective Leadership – An Overview
What, Why, and How
Seattle, October 4 – 7, 2015
Dr. Yvonne Stedham
University of Nevada, Reno
ystedham@unr.edu
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Why are we here … at this
conference, in this session?
2
Speaker is here …
Because I think about and know
something about organizational
effectiveness and efficiency,
management, leadership, and quality
of work life … in the Judiciary.
 Because I am an educator, and think,
I know something about teaching and
learning.

3
Audience is here …

Because ……
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NASJE

The National Association of State
Judicial Educators (NASJE) is a nonprofit organization, founded in 1975,
that strives to improve the justice
system through judicial branch
education.
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AJA

The objective and purpose of the
American Judges Association (AJA) is: to
promote and improve the effective
administration of justice; to maintain the
status and independence of the judiciary;
to provide a forum for the continuing
education of its members and the general
public; and for the exchange of new ideas
among all judges.
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Professional Development
On NASJE Website – Featured News (9/16/15):


Judicial educators create opportunities for
transformative education that strengthens
the administration of justice.
One of the most important and valuable
transformations we can facilitate is that
from new hire to supervisor, manager,
executive and beyond.
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Transformative Education


Transformational Learning (TL) is a learning
experience that induces more far-reaching
change in the learner than traditional contentbased education and especially those learning
experiences which reshape the learner, provide
a paradigm shift, and affect the learner’s
subsequent experiences.
In TL, the learner’s existing mental models are
challenged, shifted, and, thereby, expose
experiences to new interpretations which in turn
leads to changed behaviors
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Transformative Education

TL requires the experience of a deep, structural
shift in the learner’s basic premises of thought,
feelings, and actions. It is a shift of
consciousness that dramatically and irreversibly
alters our way of being in the world

A core aspect of TL is “to become aware of
one’s own tacit assumptions and expectations
and those of others and assessing their
relevance for making an interpretation” Mezirow
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Leadership Development and
Transformational Learning

Transformational Leadership
(Today – In this Session)

Developing Leadership Skills
through Mindfulness
• Mindful Leadership
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Purpose, Topics, and
Learning Objectives
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Purpose
To provide participants with an
understanding of the need for
leadership in the judiciary and to
motivate and assist participants in
developing their own leadership
potential.
And, a few words about “teaching”
leadership!
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Learning Objectives
1.
Understand the need for leadership in
organizations in general and in the
judiciary in particular.
2.
Know about different ideas of effective
leadership.
3.
Learn about transformational leadership
and the associated leadership practices.
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Topics
1.
Leadership – WHY
• Relevance
• The Need for Leadership in the
Judiciary
2.
Leadership – WHAT
• Describe, explain, demonstrate
• Who would you “follow”?
3.
Leadership – HOW
• From Transaction to Transformation
• The Leadership Practices
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Leadership – WHY
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Which of the following pictures ….
…. appropriately represents the
leader ???
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Leadership

Why are we talking about leadership ….
Leadership

Leaders shape “how we live”

Leadership and Change
• Leaders identify the need for change, initiate
and implement change
Leadership in
Organizations and
the Judiciary

Why do organizations exist?
(private, public; for-profit, not-for-profit)
 Success
of an organization?
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Leadership in Organizations
and the Judiciary

Success of an organization
• Efficiency
• Effectiveness
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Leadership in Organizations
and the Judiciary

How does an organization maintain
its effectiveness over the long
term?
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The Organization
Environment
Organization
Organization’s External Environment
Political
Strategic Management
Economic
Social
SWOT
Techno
logical
Environ
mental
Legal
Mission
Goals
Objectives
Organization’s Internal
Environment
People
Structure
Processes
Culture
External Environment
PESTEL Factors
Political
 Economic
 Social
 Technological
 Environment-Physical
 Legal

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Internal Environment
People
Structure
Processes
Culture
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Leadership in Organizations
WHY?
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Leadership – WHY?
Organizations need to change over
time to provide the products or
services that society wants or needs
efficiently and effectively
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Need for Leadership in
the Judiciary

Examples

Need for Change?

Efficiency and Effectiveness
• Tension
• Ethical Dilemmas
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Resistance to Change

Why is it so difficult to create
change?

Why resistance to change?
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Resistance to Change
Uncertainty …..
 Fear …..

• Can I perform in the changed
environment?
• Can I deliver the newly defined
outcome?
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Leadership – WHAT
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Group Exercise
What makes a person an effective leader??

Gather in groups of 4-5 – 5 minutes
Based on your actual experience ……
1.
2.
3.
Describe an effective leader? Traits? Skills?
Behaviors?
Based on your answer to Q #1, how do you
“teach” someone to be an effective leader?
Pick a spokesperson
Typical Answers
Behaviors
 Provides direction - vision
 Asks for input and participation - empowerment
 Treats people with respect and trust
 Walks the talk
Traits and Skills
 Is honest and has integrity
 Is knowledgeable and has experience
 Good listener – communications skills
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Influence and Power

Five Bases of Power (French and Raven)
1.
2.
3.
4.
5.

Legitimate Power
Coercive Power
Reward Power
Expert Power
Referent Power (Charisma)
Position-based vs. Person-based Power
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What People Value in Leaders










Source:
88% Honest
71% Forward-looking
66% Competent
65% Inspiring
47% Intelligent
42% Fair-minded
40% Broad-minded
35% Supportive
34% Straightforward
33% Dependable
The Leadership Challenge










28% Cooperative
24% Determined
23% Imaginative
21% Ambitious
20% Courageous
20% Caring
17% Mature
14% Loyal
8% Self-controlled
6% Independent
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TRUST
the willingness to be vulnerable
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TRUST depends on
• Perceiving someone as having ability
(competent …)
• Perceiving someone as having integrity
(honesty …)
• Perceiving someone as having
benevolence (fair minded …)
Creating Trust - Ability

You will be more likely to follow someone
who you perceive as competent, as someone
who knows what they are talking about.

How do you know whether someone is
competent?
•
•
•
•
Observations - past behavior
Experience
Training
Conversations - relationship
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Creating Trust - Integrity

You will be more likely to follow someone
who you perceive as having integrity.

How do you know whether someone has
integrity?
• Tells the truth
• Consistency in behaviors
 Words and actions
 Across different people
• Observations - past behavior
• Conversations - relationship
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Creating Trust - Benevolence

You will be more likely to follow someone
who you perceive as being benevolent
towards you – has your best interest in mind.

How do you know whether someone is
benevolent?
• Cares about you
• Knows what is important to you
• Respects you
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Leadership…
…is a process whereby an individual
influences a group of individuals to
achieve a common goal.
Trust …
…is the foundation for effective
leadership.
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Leadership – HOW
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Leadership Effectiveness?
1.
2.
3.
4.
Leader Traits – Leaders are Born
Leader Behaviors and Styles
Situational Leadership
Transformational - Leader Practices
Relate to a person’s ability to identify,
initiate, and implement change through
influencing others.
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Leadership Effectiveness?
1.
Leader Traits
• Traits
• Personality
• Emotional
Intelligence
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Leadership Failure

Leaders failed because they were
viewed as having the following traits
•
•
•
•
intimidating, insensitive, abrasive
cold, aloof, arrogant
not trustworthy
self-centered, overly ambitious
Relate to TRUST
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Leadership Effectiveness?
2. Leader Behavior
and Styles
• Job centered and
employee centered
styles
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Leadership Effectiveness?
3. Situational
Leadership
• Define the “situation”
– Commitment and
ability of followers
• Leader must be able
to use different styles
–Supportive and
Directive
• Match Situation and
Style
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Leadership Effectiveness?
4. Leader Practices
• Transformational
Leadership
• The Leadership
Challenge
• Leadership Practices
Inventory
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Name the Following …
First Question

The two wealthiest people in the world

Academy Awards – last two best movies,
actors or actresses
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Name the following …
First Question

The 2 wealthiest people in the world

Academy Awards – Last two best
movies, actors, or actresses
Name the Following …
The 2 wealthiest people in the world:

Bill Gates, Carlos Slim, (Warren
Buffet).
Academy Awards – last best best
pictures:

2014 Birdman; 2013 12 Years a Slave;
(2012 Argo)
Name the Following …
Academy Award Best Actors:

2014 Eddie Redmayne – The Theory
of Everything; 2013 Matthew
McConaughey – Dallas Buyers Club;
(2012 Daniel Day-Lewis – Lincoln)
Name the Following …
Academy Award Best
Actress:
 2014 Julianne Moore –
Still Alice
 2013 Cate Blanchett –
Blue Jasmine
 (2012 Jennifer
Lawrence – Silver
Linings Playbook)
Name the following …
Second Question

A teacher or coach who helped you
through school

Two friends who helped you through
difficult times
Name the following ….
Which one of the two questions was
easier to answer?
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Name the following …

The people who make a difference in
our lives are not the ones who have
the most credentials, the most
money, most awards.

They are the ones who care about us.

It’s all about relationships
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Therefore …..

Leadership is not about position or fame or fortune.

Leadership is a relationship between those that
aspire to lead and those who choose to follow.

If we want to make a difference in the lives of others,
those people have to see us as someone who can
develop them.
But to develop others, we have to develop ourselves
The leader’s primary instrument is the self.
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Transformational Leadership

Linking roles of leadership and followership
• Leaders are people who tap into the
motives of followers in order to better
reach the goals of leaders and followers
• Different from power – inseparable from
the followers’ needs
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Leadership Theory
Development
Leader
Traits
Leader Behaviors
and Styles
Situational
Leader
Practices
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Transactional
Leader
Traits
Leader Behaviors
and Styles
Transformational
Situational
Leader
Practices
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Transactional
Transformational
Focus on Leader
Focus on Follower
Leader
Traits
Leader Behaviors
and Styles
Situational
Leader
Practices
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The Leadership Challenge
James Kouzes and Barry Posner
https://www.youtube.com/watch?v=3cpLFFZsbWY&list
=PLsRNoUx8w3rMHXNPgEJukmc9UZmLjRgkD
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Developing Leadership Skills
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Leadership Practices
1.
2.
3.
4.
5.
Model the way
Inspire a shared vision
Challenge the Process
Enable others to act
Encourage the heart
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Relevance

The more frequently people engage
in these practices, the more likely it is
that they are effective as a leader
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Leadership Practices

Judicial context
• Challenging the process?
• Enable others to act?

General
• Most difficult – Inspiring a shared
vision and Encouraging the heart
• Not difficult – Model the way
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Kouzes and Posner
To lead, create a shared vision
The best way to lead people in the future is to connect with
them deeply in the present. The only visions that take hold are
shared visions
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Transactional
Transformational
Focus on Leader
Focus on Follower
Leader
Traits
Leader Behaviors
and Styles
Situational
Leader
Practices
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Final Example

Franklin Roosevelt
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Session Summary
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1.
Leadership – WHY
Need for change – Leaders identify the need for change,
initiate, and implement change
2.
Leadership – WHAT
Influence others’ actions by creating relationships based
on trust (perceived ability, integrity, and benevolence).
1.
Leadership – HOW
Using transformational leadership practices to create
relationships based on trust - Modeling the way, Inspiring a
shared vision, Challenging the process, Enabling others to
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act, Encouraging the heart.
Readings






James Kouzes and Barry Posner (2012). “Leadership
Challenge”
James Kouzes and Barry Posner (2009). “To lead, create a
shared vision.” Harvard Business Review, January: 20-21
Northouse (2007). “Leadership: Theory and practice”
Robert Sutton (2007). “The No Asshole Rule”
Mezirow (2000). “Learning as Transformation: Critical
Perspectives on a Theory in Progress.”.
Senge, Scharmer, Jaworski, Flowers (2005). “Presence:
The Exploration of Profound Change in People,
Organizations, and Society.”
Go to the people,
Learn from them,
Live with them,
Start with what they know,
Build with what they have,
The best leaders,
When the job is done,
When the task is accomplished,
The people will say,
We have done it ourselves
Lao Tzu (600 B.C., China)