Leadership Development Karl A. Smith University of Minnesota

Leadership Development Karl A. Smith University of Minnesota

Leadership Development Karl A. Smith University of Minnesota [email protected] www.ce.umn.edu/~smith January 2005 Engineers Leadership Institute Minnesota Society for Professional Engineers Leadership Characteristics of Admired Leaders (people you know and have worked with) Take 2 minutes and list the characteristics that come to mind for leaders you admire 2 Characteristic Honest 1 Characteristics of Admired Leaders 1993 U.S. 1987 U.S. Percentage of Percentage of

People Selecting People Selecting 87 83 Forward-looking Inspiring 71 62 68 58 Competent 58 67 Fair-minded 49 40 Supportive

46 32 Broad-minded 41 37 Intelligent Straightforward 38 43 34 34 Courageous 33 27

Dependable 32 32 Cooperative 30 25 Imaginative 28 34 Caring 27 26 Mature 14

23 Determined Ambitious 13 20 10 21 Loyal 10 21 Self-controlled 5 13 Independent 5

13 James M. Kouzes & Barry Z. Posner. 1993. Credibility: How leaders gain and lose it, why people demand it. San Francisco: Jossey-Bass. Distributed Actions Approach to Leadership Leadership is any action that helps a group achieve its goals AND maintain cooperative relationships among members. Task AND Maintenance Collins Level 5 Leadership Level 5 Level 5 Executive Builds enduring greatness through a paradoxical combination of personal humility plus professional will Level 4 Effective Leader Catalyzes commitment to and vigorous pursuit of a clear and compelling vision; stimulates the group to high performance standards Level 3 Competent Manager Organizes people and resource toward the effective and efficient pursuit of predetermined objectives Level 2 Contributing Team Member Level 1 Highly Capable Individual

5 New Leadership Competencies The Leader's Handbook (Scholtes, 1998) 1. The ability to think in terms of systems and knowing how to lead systems. 2. The ability to understand the variability of work in planning and problem solving. 3. Understanding how we learn, develop, and improve; leading true learning and improvement. 4. Understanding people and why they behave as they do. 5. Understanding the interaction and interdependence between systems, variability, learning, and human behavior; knowing how each affects the others. 6. Giving vision, meaning, direction, and focus to the 6 organization. The Ten Commitments of Leadership (Kouzes & Posner, 1987) Challenging the Process 1. Search for Opportunities 2. Experiment and Take Risks Inspiring a Shared Vision 3. Envision the Future 4. Enlist Others Enabling Others to Act 5. Foster Collaboration

6. Strengthen Others Modeling the Way 7. Set the Example 8. Plan Small Wins Encouraging the Heart 9. Recognize Individual Contribution 10. Celebrate Accomplishments The Seven Habits of Highly Effective People (Covey, 1989) Be Pro-Active: Take the initiative and the responsibility to make things happen. Begin With an End in Mind: Start with a clear destination to understand where you are now, where you're going, and what you value most. Put First Things First: Manage yourself. Organize and execute around priorities. Think Win/Win: See life as a cooperative, not a competitive arena where success is not achieved at the expense or exclusion of the success of others. Seek First to Understand: Understand then be understood to build the skills of empathic listening that inspires openness and trust. Synergize: Apply the principles of cooperative creativity and value differences. Renewal: Preserving and enhancing your greatest asset, yourself, by renewing the physical, spiritual, mental and social/emotional dimensions of your nature.

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