1. LEADERSHIP POINT OF VIEW
Joyce Osland
San Jose State University

2. Who can take a leadership point of view?

3. Identify These Language Cues
That will never work!
What did they do last time?
We’ve never done it that way.
I need you to clear the obstacles for me.
This hasn’t been approved.
You won’t be able to fund it.
That’s not my job.
What do you want me to do?
Contrarian
Administrator
Admin. & Bureaucrat
Follower
Bureaucrat
Contrarian
Bureaucrat
Follower

4. The Leadership Point of View (LPV)
Seeing what needs to be done
Understanding the underlying forces at play in a situation
Having the courage to initiate action to make things better.
How often do you do this at work? In other circles of influence?

5. NOMINAL GROUP TECHNIQUE – Your Learning Organization
STEP 1. Write 3-5 phrases that describe:
A. The ideal state of your cohort
B. The current state of your cohort
STEP 2 Round robin of answers
STEP 3 Check for clarity and duplicates
STEP 4 Mark the 3 statements that are most significant to you

6. The Leadership Challenge at School
What needs to be done, if anything, to improve your cohort?
What are the underlying forces at play?
What action can you personally initiate to make things better?

7. The Leadership Challenge at Work
Reflect on and write the answers to these questions:
What needs to be done, if anything, to improve your work unit?
What are the underlying forces at play?
What action can you personally initiate to make things better?

8. How Can You See the Big Picture?
Constantly broaden your vision
Do your homework
Solicit the views of others
Develop your judgment about what does and doesn’t work

9. Personal Roots of Leadership and Power
What are the personal roots of your leadership and influence? Who has influenced the development of your leadership, vision, strength, power, courage, and accomplishment? Who has been particularly influential in your development as a leader to date?
The person you select to discuss may be a family member, a person from your private or professional life, or a public figure. A colleague will interview you, focusing on the question: “Who has had a profound impact on you and your leadership and what has been the nature of that impact?”

10. Global Business Issues
From a bureaucratic manufacturing-based economy to a high-tech information-based economy
Globalization and interdependence
From service industries to an “experience economy”
The China Century
Growing population pressures
Energy use
Tensions between haves and have-nots

11. THE PRESENT PARADIGM SHIFT
Hyperchange
Information overload harder to integrate
Lifelong learning critical to survival
Power comes from access to info, the key competitive/managerial advantage
Empowered employees - flatter organizations
“People closest to the work know best”
Boundaryless & virtual organizations
Team structures and decision making
Speed is critical

12. Group Exercise
Using Clawson and your own brainpower, prepare in the next 15 minutes a 2 minute presentation on the following:
Team 1 Describe the current context for leadership
Team 2 Write a description for an infocracy leader – what are their traits and behaviors?
Team 3 – How should they be developed?
Team 4 – What do organizations have to do to support the development of future leaders so they will be successful?