1. Examining Leadership and Yourself
Marion Lynch (Associate Dean Oxford Deanery)
&
Templeton College

2. Aim
Objectives

3. Intro setting the scene. The Theory Bit
Intro setting the scene. The Theory Bit. Leading, influencing, making the difference and getting what you want.
Issues related to making decisions, assertiveness and influencing were aspects noted last time.
We will examine the reasons behind these (causes) rather than ‘cures’.
We will do this with fun.

4. Leadership archetypes based on Jung/Olivier Mythodrama
STATIC
DYNAMIC
‘FEMININE’
‘MASCULINE’
ORDER
GOOD KING
ACTION
WARRIOR
Deliberate
Methodical
Logical
Practical
Motivating
Forceful
Confronting
Confident
Set objectives
Recognise effort
Attend to detail
Challenge everything
Defeat opposition
Fight battles
CHANGE
MEDICINE WOMAN
NURTURE
GREAT MOTHER
Empathic
Reassuring
Receptive
Warm
Form relationships
Build trust
Develop others
Imagine the future
Build visions
Create solutions
Creative
Adaptable
Visionary
Inspired
See: Richard Olivier (2001) ‘Inspirational Leadership’

5. Method Experiential Learning
We are going to experience each of these ways of working.
As a group we will spend five minutes in each ‘climate’
Once we have accessed all area we will decide which it is that we prefer, which we hate and look at why.
We will then review how we work, what goes wrong and see if it can be analysed through our own ways of working

6. Leadership archetypes gone wrong based on Jung/Olivier Mythodrama
STATIC
DYNAMIC
‘FEMININE’
‘MASCULINE’
RIGIDITY
BITTER OLD MAN
TYRANNY
MERCENARY
Cynical
Weary
Burnt-out
Belligerent
Insensitive
Attribute blame
Obsessed with
detail
Fight everyone
Cause conflict
Bully people
ECCENT-
RICITY
MAD WOMAN
OVER
NURTURE
DEVOURING MOTHER
Naïve
Devouring
Destroy
relationships
Encourage
egocentrism
Addicted to change
Cause confusion
Change what’s
good
Crazy
Uncritical
See: Richard Olivier (2001) ‘Inspirational Leadership’

7. We are all potential leaders within the NHS
Leaders have certain strengths that make them effective.
Ideas?
However, what happens to people when they feel that they are not succeeding?
How do they manage / change / adapt?

8. Strengths that can become ‘derailers’
Diligent
Charming
Vivacious
Shrewd
Careful
Independent
Imaginative
Focussed
Perfectionist
Manipulative
Dramatic
Mistrustful
Cautious
Detached
Eccentric
Passive Aggressive

9. Bringing it to their reality: Reflections
What have you learnt from this session about yourself and others?
How do you feel?
What are you going to do differently?
What will be the implications for you and for others?

10. Evaluation