1. Leadership Development
EDUC 741
Michael Dartt
Glenda Hyer
Karen Nelson
Brian Wardyga

3. “If we are wise, let us prepare for the worst.”
George Washington
“If we are wise, let us prepare for the worst.”

5. Martin Luther King
“I have a dream that one day this nation will rise up and live out the true meaning of its creed: ‘We hold these truths to be self- evident: that all men are created equal.’”
SConstitution.net Bibliography

7. Mary Kay Ashe
“God didn't have time to make a nobody, only a somebody. I believe that each of us has God-given talents within us waiting to be brought to fruition.”

9. Dr. Schneider
“If we are driven by an absolute higher standard it will totally transform how we lead.”

11. …I don’t know either

12. What do these five people have in common?
They are all leaders
How do we develop into effective leaders?

13. Leadership Development
“ Leaders are developed through learning, experience, and mentoring”
(Hackman & Johnson, 2004, p. 344).

14. Three Components of Leadership Development
Leadership Learning
Leadership Experience
Developmental Relationships

15. Leadership Learning

16. “Leadership and learning are indispensable to one another.”
Leadership Learning
One way of becoming more knowledgeable in the area of leadership is to keep current with leadership research.
“Leadership and learning are indispensable to one another.”
- John F. Kennedy

17. Leadership Learning
Formal Training Programs: 1. Individual Preparation Programs 2. Socializing Company Vision and Values 3. Strategic Leadership Initiatives

18. Leadership Experience

19. Leadership Experience
Practice communication skills
Volunteer to coordinate an activity
Teach a skill to a group
Practicums and internships
Get out of your comfort zone

20. Five Broad Types of Developmental Job Opportunities
Job transitions - alters routine
Creating change - find new ways to find ambiguous circumstances
High level of responsibility
Non-authority relationships - problem solving, negotiation, and conflict resolution
Obstacles - learning leadership through tough situations
(Ohlott, 1998)

21. Hardship (Hackman & Johnson, 2004, p. 347).
“Hardship differs from the other developmental opportunities because people encounter them with little or no warning”
(Hackman & Johnson, 2004, p. 347).

22. Five Types of Hardships and the Lessons They Teach
Lessons Learned
Business mistakes and failures
Career setbacks
Personal trauma
Problem employees
Downsizing
How to handle mistakes
What you really want to do
Sensitivity to others
How to stand firm
Recognition of what is important

24. Questions to Ask What caused the failure?
Was this truly a failure, or did I just fall short?
What success are contained in the failure?
What can I learn from what happened?
Am I grateful for the experience?
How can I turn this into a success?
Who can help me with this issue?
Where do I go from here?

25. Developmental Relationships

26. Developmental Relationships
Mentor: a character in Homer’s Odyssey who served as counselor & guide to the king’s son.
Mentors develop leaders out of protégés in two ways:
Career Functions
Psychosocial Functions

27. Developmental Relationships
Career Functions
Psychosocial Functions
Sponsorship
Coaching
Protection
Challenging
Assignments
Role Modeling
Acceptance-
Confirmation
Counseling
Friendship
_________________________________________________
From Leadership: A Communication Perspective (2004)
by Hackman & Johnson

28. Searching for a Mentor Indentify what (not who) you need
Evaluate yourself as a prospective protégé
Identify mentor candidates
Prepare for the obstacles
Approach possible mentors
_______________________________________________
From Mentors and Proteges (1982) by Linda Phillips-Jones

29. The 7 Habits of Highly Effective People
Be Proactive
Begin with the End in Mind
Put First Things First
Think Win/Win
Seek First to Understand, Then to be Understood
Synergize
Sharpen the Saw

30. What is a habit?

31. Habit 1: Be Proactive Choice We are responsible for our own lives.
Responsibility = “Response Ability”
Choice
Imagination
Conscience
Self Awareness
Independent Will
Stimulus
Response

32. Habit 1: Be Proactive
Reactive Proactive

33. Habit 2: Begin with the End in Mind
All things are created twice
Mental Creation Physical Creation
The Wake
“True North" Principles
Principle Centeredness
Personal Vision/Mission Statement

34. Habit 3: Put First Things First

35. Habit 3: Put First Things First

36. Habit 4: Think Win/Win Lose/Lose Lose/Win Win/Lose Win Win/Win
Win/Win or No Deal

37. Habit 5: Seek First to Understand, Then to be Understood
Levels of Listening
AB Responses
ignoring
pretending
selective listening
attentive listening
empathic listening
We evaluate
We probe
We interpret
We advise

38. Habit 6: Synergize The whole is greater than the sum of its parts.
1 + 1 = 3 or more.
Requires all other habits (high independence).
Examples:
Building a skyscraper
Winning a championship

39. Habit 7: Sharpen the Saw

40. Characteristics of Admired Leaders

41. Characteristics of Admired Leaders
Kouzes and Posner have conducted research studies and surveys over the past 25 years regarding what values, personal traits, or characteristics people typically look for in their leaders. The results have been very consistent. What characteristics do you look for in a leader?

42. Top Ranked Characteristics
Honest
Forward-looking
Inspiring
Competent
These four characteristics have received over 60% of the votes on character tests over the past 25 years (with the exception of Inspiring in 1987) across different countries.

43. The Leadership Challenge

44. The Leadership Challenge
As noted by Kouzes & Posner (2007), “Because leadership is a reciprocal process between leaders and their constituents, any discussion of leadership must attend to the dynamics of this relationship” (p. 28).

45. The Leadership Challenge
These authors have developed various leadership surveys which leaders can utilize to receive feedback from superiors, peers, and subordinates in order to improve their relationship and collaborative skills in order to inspire others to work toward a shared vision.

46. Kevin Cashman’s Leadership from the Inside Out
Kevin Cashman (1998) believes that there is too much of a focus on the “external” acts of leadership.
He proposes that the most important aspect of leadership comes from an expression of who we are as people, which forms the basis for seven pathways to develop self-leadership skills.

47. The Seven Pathways to Develop Effective Self-Leadership Skills
1. Personal Mastery - Learning what is important to you will impact how you lead;
2. Purpose Mastery - Discover what you are good at and enjoy doing and use your gifts and talents for the benefit of others;
3. Change Mastery - Be adaptable and open to change, taking advantage of opportunities, seeing a new reality, increasing the possibilities;

48. The Seven Pathways (Continued)
4. Interpersonal Mastery - Develop interpersonal skills and seek feedback;
5. Being Mastery – Exploring one’s being; self-reflection;
6. Balance Mastery – Taking time for self, family, and friends; Working to be understanding of this critical need;
7. Action Mastery – Leading as a whole person; being authentic; being yourself.

49. The Seven Pathways to Mastery
“These pathways are
not stages of
development . . .
Rather they are viewed
holistically as
integrated pieces of a
collective framework”
(Hackman and Johnson, 2004, p. 362).

50. The Process of Taking Charge
John Gabarro (1987) uses the term “taking charge” to describe how managers in new positions become leaders.
“New managers rely heavily on legitimate power, which is based on organizational position” (Hackman and Johnson, 2004, p ).
Gabarro identified three types of work processes: cognitive, organizational, and interpersonal.

51. The Process of Taking Charge The Five Stages – The First Year
Taking hold
Immersion
Reshaping
Consolidation
Refinement

52. The Leadership Truth

53. Leadership Development for Educators
Teacher education programs, mentor teachers, and
educators can develop the leadership skills of other
educators in three ways by teaching the importance of:
Content (What is said )
Communication (How something is said)
Conduct (How a person lives)
Anger assassinates relationship!!! (p. 74)
(Schultz, 2002)

54. Leadership Example
For leadership development to succeed, regardless of an individual’s age, educational level, or life/cultural experiences, it must grounded in one essential truth.

55. Leadership Truth
“Do not let the book of the law depart from your mouth; meditate on it day and night, so that you may be careful to do everything written in it. Then you will be prosperous and successful.” (Joshua 1:8, NIV)

56. Biblical Principles for Leadership Development in Children
Educate children on the importance of prayer (James 5:16)
Albrecht Durer

57. Biblical Principles for Leadership Development in Children
Teach students how to hold their tongue (Proverbs 17: 27-28)
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58. Biblical Principles for Leadership Development in Children
Promote an attitude of self-worth (Psalm 8:5)
Hahlbohm

59. Biblical Principles for Leadership Development in Children
Teach children how to manage conflict (Proverbs 15:1)
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60. Biblical Principles for Leadership Development in Children
Educate on the importance of honesty (Proverbs 16:13)
Wikipedia.com

61. Biblical Principles for Leadership Development in Children
Teach children the importance of admitting mistakes (Proverbs 11:2)
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62. Biblical Principles for Leadership Development in Children
Instill an attitude of hard work (Proverbs 19:15)
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63. Biblical Principles for Leadership Development in Children
Teach students how to use their time wisely (James 4:14)

64. Biblical Principles for Leadership Development in Children
Remember, if you can teach children to obey God’s Word, then they will be successful and prosper.
Encarta

65. References
Cashman, K. (1998). Leadership from the inside out. Provo, UT: Executive Excellence Publishing.
Covey, S. R. (1989). The seven habits of highly effective people. New York, New
York: Simon and Schuster.
Gabarro, J. J. (1987). The dynamics of taking charge. Boston, MA: Harvard University Press.
Hackman, M. Z., & Johnson, C. E. (2004). Leadership: A communication
perspective (4th ed.). Long Grove, IL: Waveland Press.
Kouzes, J. M., & Posner, B. Z. (2007). The leadership challenge (4th ed.). San
Francisco, CA: Jossey-Bass.
Ohlott, P. J. (1998). Job assignments. In C. D. McCauley, R. S. Moxley, & E. Van
Velsor (Eds.), The center for creative leadership handbook of leadership development (pp ). San Francisco, CA: Jossey-Bass.
Phillips-Jones, L. (1983). Mentors and proteges. New York, New York: Arbor House.
Schultz, G. (2002). Kingdom education: God’s plan for educating future generation
(2nd ed.). Nashville, TN: LifeWay Press.

66. The End