Greg Reynolds, Ph. D. University of Illinois at Springfield Authentic Leadership Greg Reynolds, Ph. D. University of Illinois at Springfield

Management versus Leadership Managers Leaders Administer Ask how and when Focus on system Maintain Rely on control Have a short-term perspective Accept the status-quo Imitate copy Innovate Ask what and why Focus on people Develop Inspire trust Have a long-term perspective Challenge the status-quo Originate Show originality

What is Leadership? Donald H. McGannon Peter F. Drucker Lao Tzu Leadership is action, not position. Peter F. Drucker Leadership is not magnetic personality—that can just as well be a glib tongue. It is not "making friends and influencing people"—that is flattery. Leadership is lifting a person's vision to higher sights, the raising of a person's performance to a higher standard, the building of a personality beyond its normal limitations. Lao Tzu To lead people, walk beside them ... As for the best leaders, the people do not notice their existence. The next best, the people honor and praise. The next, the people fear; and the next, the people hate ... When the best leader's work is done the people say, 'We did it ourselves!'“

Management Theory Douglas McGregor – Theory X (Autocratic Manager) and Theory Y (Participative Manager) W. Edwards Deming – 14 Key Principals of Management and PDSA William Ouchi – Theory Z (“Japanese” management style)

Motivation Theory Abraham Maslow and Frederick Herzberg Leading to Dissatisfaction Leading to Satisfaction Physiological Safety Belonging Esteem Self-actualization

The Five Practices James M. Kouzes and Barry Z The Five Practices James M. Kouzes and Barry Z. Posner Santa Clara University Model the Way Inspire a Shared Vision Challenge the Process Enable Others to Act Encourage the Heart

Credibility is the foundation of Leadership “Leadership is in the eyes of other people; it is they who proclaim you as a leader.” Carrie Gilstrap, Hewlett-Packard CHARACTERISTICS OF ADMIRED LEADERS HONEST FORWARD-LOOKING INSPIRING COMPETENT What is Credibility Behaviorally? DWYSYWD: Do What You Say You Will Do

Model the Way “The action that made the most difference was setting a personal example.” Idan Baqr-Sade, BridgeWave Clarifying Values Setting Example the Example Find your voice by clarifying your personal values Affirm shared values. Unity is forged, not forced Personify the shared values Teach others to model the values

Inspire a Shared Vision “You have to paint a powerfully compelling picture of the future for people to want to align with the vision.” Vicky Ngo-Roberti, VMware, Inc. Envisioning the Future Enlisting Others Envision the future by imagining exciting and ennobling possibilities Find a common purpose by listening to others Enlist others in the common vision by appealing to shared aspirations Animate the vision through speaking from the heart with positive communication

Challenge the Process “Leaders are not afraid to take risks and step outside of their comfort zone.” Chris Hintz, Cisco Systems Search for Opportunities Experiment and Take Risks Seize the initiative and seek innovative ways to change, grow and improve Exercise outsight and let ideas flow freely from the outside in Experiment and take risks by constantly generating small wins and learning from mistakes Learn from experience

Enable Others to Act “To be successful, teams must adopt a www Enable Others to Act “To be successful, teams must adopt a www.com (we will win) mind–set, and not an imm.com (I, me, myself) mind-set.” Lily Cheng, PACE Learning & Consultancy Foster Collaboration Strengthen Others Foster collaboration by promoting cooperative goals and building trust Facilitate relationships. Every significant relationship should be treated as if it will last a lifetime Helping others take ownership in and responsibility for the success of the group by enhancing their competence and confidence Enhance self- determination of others by helping them develop competence and confidence

Encourage the Heart “Through appreciation and celebration we show people that they are significant and their contributions are vital to our overall success.” Soumya Mitra, EMC Corporation Recognize Contributions Celebrating Recognize contributions by showing appreciation for individual excellence Personalize recognition. Saying “thank you” goes a long way in sustaining high performance People are just more willing to follow someone they like and trust Celebrate the values and victories by creating a spirit of community Be personally involved. Nothing communicates more clearly than what the leaders do Stories by their nature are public forms of communication.

Leadership Is Everyone’s Business “Don’t ever let anyone tell you that you can’t make a difference. If we all work on our little parts of the planet, we will change the world.” Tara Church, Quinn Emanuel Urquhart Oliver & Hedges LLP Leadership is learned. It’s just pure myth that only a lucky few can ever understand the intricacies of leadership Leaders make a difference. If you are to become a better leader, you must first believe that leadership applies to you and that you can be a positive force in the world First lead yourself. Leadership development is self-development A leader with integrity has one self. A leader without integrity is putting on an act Humility: You can’t do it alone. You are human and you need the help of others

The Secret To Success In Life “Leadership is not an affair of the head The Secret To Success In Life “Leadership is not an affair of the head. Leadership is an affair of the heart.” James Kouzes and Barry Posner Constituents look for leaders who demonstrate an enthusiastic and genuine belief in the capacity of others, who strengthen people’s will, who supply the means to achieve, and who expresses optimism for the future The best kept secret of a successful leader is love: staying in love with leading, with the people who do the work, and with the organization

The Leadership Challenge, 4th Edition By James M. Kouzes and Barry Z. Posner August 2007 , Jossey-Bass http://www.leadershipchallenge.com/WileyCDA/Section/id-131011.html