1. Leadership Emergence: Developmental Activities that Impact Growth and Performance
Deborah Olson, PhD, Associate Professor Management & Leadership
To know one's strengths, to know how to improve them,
and to know what one cannot do (well) -- are the keys to continuous learning.
Peter Drucker

2. Overview Leadership Development Overview
Olson, D.A. (accepted, 2017). Developing leadership talent through multiple experiences. The SAGE Encyclopedia of Industrial and Organizational Psychology, S.G. Rogelberg, 2nd Edition.
Kottke, J., Olson, D.A., & Shultz, K.S. (in press, 2016). Use of practicum classes to solidify the scientist-practitioner model in master’s level training. In Wankel, C. and Wankel, L. (Eds). Integrating curricular and co-curricular endeavors to enhance student outcomes. Emerald Publishing Group.
Clarity of Focus: Leadership Development Experiences:
Three Key Experiences
Case Example: Creating “lollipop moments” – Everyday Leadership

3. Leadership Development Overview
Leadership: Complexity of Challenges, Opportunities, Problems, Issues
Context Matters:
Technology vs. Educational vs. Non-profit vs. Health care . . .
Billions spent by organizations annually to facilitate growth and learning
Meaningful outcomes impact on the use of talents to optimize performance
Not just having experiences . . .
Reflection: When I was successful When I wasn’t . . .
Building networks, relationships, mentoring relationships

4. Leadership Development Experiences
Interpersonal Versatility: Building relationships; finding mentors
Learning and Insight: Assignments and jobs that facilitate growth: technical, political, network expansion
Adaptability: Becoming more flexible to optimally respond to different people and situations.

5. Relationships: Expanding Interpersonal Versatility and the Importance of Mentors
Leadership is an Interpersonal Influence Process
Early Leadership Belief: Technical Focus “what is the right way to do this”
Impact of Education Process (right answer)
Doesn’t everyone do it this way?
Leadership Reality: Wide range of different approaches and people
Mentors who give perspective and feedback on “how”
Asking challenging questions, frustrations, “making introductions”, conflicts
Role models, emotional sounding board, mistakes in perspective

6. Assignments and Jobs that Facilitate Learning
Early career assignments: applying technical skills (doing things right)
Evolving careers: creative approaches, doing the right things (Bennis)
Building Credibility through WHAT and HOW work is completed
Getting buy-in and support
Political and interpersonal savvy
Reflection: What made that successful What caused that problem . . .

7. Responding to Challenges and Opportunities: Expanding Adaptability
Building confidence: Focus on options; not taking it personally
Resilience: Relying on networks of support – “I don’t need to do this alone”
Optimism: It’s not just thinking positively, it’s building resources in each action and interaction.
Higher performance
Greater Life Satisfaction
Stronger Relationships

8. Case Example: Summer Internship Best Practices Recommendations Reflections
Student Internship: Focusing on Development for both the Intern and Manager/Mentor
Impact on Talents and Learnings
Lollipop Moments (Drew Dudley – Everyday Leadership)

9. Best Practices Breanna Tony Review/Revise Training Plan each week
Flexibility of meeting topics (training/discussion) based on changing work tasks
Direct & thorough feedback on work projects each week
Tony
Link discussion agenda to performance and developmental goals
Integrate changes into the whole summer plan

10. Recommendations Breanna Tony
Integrate In The Zone/Loathed It logging & discussion
Review goals regularly in order for manager or employee to remove any obstacles in the way of their accomplishment
Tony
Integrate detailed training plan with performance goals
Link strengths to activities
Use performance appraisal/plan to drive discussion (the form doesn’t matter)

11. Reflections Breanna Tony
I have learned more about my strengths - how they help me and how they may hinder me.
I have learned how to delegate or ask for help on tasks that are my own, but that others may have the talents for.
Look at the big picture!
Tony
Guide creative learning through questions, not answers
Strengths matter – what to emphasize vs ignore
Use virtual communication to balance autonomy and access

12. Everyday Leadership http://www. ted

13. References
Bell, C.R. & Goldsmith, M. (2013). Managers as mentors: Building partnerships for learning. San Francisco, CA: Berrett-Koehler Publishers.
Hanson, B. (2013). The leadership development interface: Aligning leaders and organizations toward more effective leadership learning. Advances in Developing Human Resources, 15,
Hughes, R.L., Beatty, K.C., & Dunwoodie, D.L. (2014). Becoming a strategic leadership: Your role in your organization’s enduring success (2nd ed). New York, NY: John Wiley & Sons.
Johansen, B. (2012). Leaders make the future: Ten new leadership skills for an uncertain world. San Francisco, CA: Berrett-Koehler Publishers.
King, S.N., Altman, D., & Lee, R.J. (2011). Discovering the leader in you: How to realize your leadership potential. San Francisco, CA: Jossey-Bass Publishers/A Wiley Imprint.
Scisco, P., McCauley, C.D., Leslie, J.B., & Elsey, R. (2014). Change now! Five steps to better leadership. Greensboro, NC: CCL Press.

14. Questions ? Comments! Reflections #