1. What is Leadership? Susan M. Adams, PhD Bentley College © Copyright Susan Adams, Ph.D.

2. Indications of the Importance of Leadership 206,293 books on leadership (Amazon) 206,293 books on leadership (Amazon) About 1,800,000 scholarly articles (Google Scholar) About 1,800,000 scholarly articles (Google Scholar) Ancient philosophers (Sun Tzu, Plato, Aristotle, Shakespeare, Machiavelli) Ancient philosophers (Sun Tzu, Plato, Aristotle, Shakespeare, Machiavelli) Level of compensation for leaders is high Level of compensation for leaders is high

4. What would you do? A. A. B. B. C. C.

5. Manager versus Leader Manager Plans, budgets Plans, budgets Organizing, staffing Organizing, staffing Controlling, problem solving to execute Controlling, problem solving to execute Produces consistency Produces consistency From Kotters A Force for Change Leader Establishes direction Establishes direction Aligns people Aligns people Motivates, Inspires to execute Motivates, Inspires to execute Produces change Produces change

6. Learning to Lead Knowledge Behavioral Skills Attitude Artistry

7. Effective Leadership Elements of Effective Leadership From Multidimensional Leadership: A Multidimensional Approach to Establishing Effective Leadership by Susan Adams Situation Person ResultsProcess

8. Situation Considerations REALISTIC VISION = HISTORY (sins & successes of the past) PEOPLE INVOLVED (likes, dislikes, dreams, capabilities) ENVIRONMENT (competitors, regulations, economy, organizational structures and systems)

9. Followers Homogenous or heterogeneous? Homogenous or heterogeneous? Level of expertise? Level of expertise? Level of interest? Level of interest? Level of power? (influencing up and across the hierarchy) Level of power? (influencing up and across the hierarchy) Preferred ways of learning? Preferred ways of learning? Size of following? Size of following?

10. Personal Characteristics for Leadership Capabilities Trustworthy Credible Leader

11. All Successful Leaders Need: Intelligences: Intelligences: linguistic intelligence linguistic intelligence interpersonal intelligence (EQ) interpersonal intelligence (EQ) existential intelligence existential intelligence others by situation: logical/mathematical, musical, spatial, body/kinesthetic, naturalist, intrapersonal others by situation: logical/mathematical, musical, spatial, body/kinesthetic, naturalist, intrapersonal Instinct – feeling/sensing patterns Instinct – feeling/sensing patterns Integrity – demonstrated by honesty Integrity – demonstrated by honesty

12. Sources of Power Position Position Legitimate authority Legitimate authority Reward Reward Punishment Punishment Information Information Centrality Centrality Non-substitutable Non-substitutable Expertise (ability to control and generate desired resources) Expertise (ability to control and generate desired resources) Referent (liked) Referent (liked) Social Capital (who you know) Social Capital (who you know) Resource Dependency ScarcityImportantNon-substitutable

13. Types of Followers Survivors Effective Followers Yes People Alienated Followers Sheep Active Passive Dependent, Uncritical Thinking Independent, Critical Thinking From Robert E. Kelley, In Praise of Followers, Harvard Business Review, 1988 & 2001

14. Obstacles to Results Inexperience Inexperience Not knowing where to spend time, energy, attention (What is important? Urgent?) Not knowing where to spend time, energy, attention (What is important? Urgent?) Daring versus Reckless Daring versus Reckless Over-inflated sense of capabilities Over-inflated sense of capabilities Ineffective communication to provide focus and learning Ineffective communication to provide focus and learning

15. Leadership Styles TASK FOCUS PEOPLE FOCUS LEARNING FOCUS CoerciveAffiliative Pacesetter Democratic Coaching Directive

16. Adult Learning Theorists (Think-Think) Planners (Think-Do) Abstract Life Experiencing Concrete Life Experiencing Activists (Do-Do) Reflectors (Do-Think) CognitiveAffective Learning

17. Planners Characteristics: Prefer preparation time; extensive training before undertaking new experiences Characteristics: Prefer preparation time; extensive training before undertaking new experiences Management Considerations: Interventions most effective in preliminary planning stage. Use explanations and clarifications of expectations as much as possible before a change occurs. Management Considerations: Interventions most effective in preliminary planning stage. Use explanations and clarifications of expectations as much as possible before a change occurs. Strength: Prevent problems through anticipation. Great models for those who follow. Strength: Prevent problems through anticipation. Great models for those who follow.

18. Activists Characteristics: Prefer to stay busy; low tolerance for extended talk; would rather jump into a new experience Characteristics: Prefer to stay busy; low tolerance for extended talk; would rather jump into a new experience Management Considerations: Interventions should include positive and negative consequences for behavior and structural constraints to keep the individual on track. Lots of public praise is helpful. Management Considerations: Interventions should include positive and negative consequences for behavior and structural constraints to keep the individual on track. Lots of public praise is helpful. Strength: Provide trailblazing for change efforts. Terrific data for planners. Strength: Provide trailblazing for change efforts. Terrific data for planners.

19. Reflectors Characteristics: Prefer to jump into new situations and understand later Characteristics: Prefer to jump into new situations and understand later Management Considerations: Interventions should include critical incidents review, regular periodic reviews, and open door policy for informal sense-making chats. Management Considerations: Interventions should include critical incidents review, regular periodic reviews, and open door policy for informal sense-making chats. Strength: Promote individual and organizational learning. Strength: Promote individual and organizational learning.

20. Theorists Characteristics: Prefer to stay out of implementation situations; like to watch, analyze, and advise Characteristics: Prefer to stay out of implementation situations; like to watch, analyze, and advise Management Considerations: Interventions should include information and explanations for reality checks. Provide details about history and nuances of the situation. Management Considerations: Interventions should include information and explanations for reality checks. Provide details about history and nuances of the situation. Strength: Can pinpoint problems before and after they happen. Can help planners and reflectors. Strength: Can pinpoint problems before and after they happen. Can help planners and reflectors.

21. Feedback Preferences External Feedback Preference Internal Feedback Preference * * Need internal ability to generate accurate feedback to rely on internal feedback

22. Frameworks for Leading Organizations Human Resource Frame Political Frame Structural Frame Symbolic Frame From Bolman and Deal, Reframing Organizations: Artistry, Choice, and Leadership

23. Human Resource View Metaphor: organization as extended family Metaphor: organization as extended family Image of leader: servant, catalyst Image of leader: servant, catalyst Change strategy: build relationships, listen, communicate openly, educate, involve and empower others Change strategy: build relationships, listen, communicate openly, educate, involve and empower others Focus of change: skills, attitudes, teamwork, communications Focus of change: skills, attitudes, teamwork, communications

24. Political View Metaphor: organization as jungle Metaphor: organization as jungle Image of leader: advocate, negotiator Image of leader: advocate, negotiator Change strategy: map the terrain, create an agenda for change, network, attract allies, defuse opposition, negotiate Change strategy: map the terrain, create an agenda for change, network, attract allies, defuse opposition, negotiate Focus of change: building a power base, gaining access to and influencing key players Focus of change: building a power base, gaining access to and influencing key players

25. Structural View Metaphor: organization as complex machine Metaphor: organization as complex machine Image of leader: analyst, architect Image of leader: analyst, architect Change strategy: do your homework, analyze whats working and what isnt, design new approach, implement Change strategy: do your homework, analyze whats working and what isnt, design new approach, implement Focus of change: structure, plans, policies, procedures, data, logic Focus of change: structure, plans, policies, procedures, data, logic

26. Symbolic View Metaphor: organization as theater Metaphor: organization as theater Image of leader: prophet, poet Image of leader: prophet, poet Change strategy: reframe and reinterpret, develop rituals and ceremonies, tell stories, create drama Change strategy: reframe and reinterpret, develop rituals and ceremonies, tell stories, create drama Change focus: meaning, belief, faith Change focus: meaning, belief, faith

27. Effective Leadership The Art & Science of Leadership From Multidimensional Leadership: A Multidimensional Approach to Establishing Effective Leadership by Susan Adams SituationPerson Results Process Analysis & Intuition