LEADERSHIP PARADIGMS  AN EXTREMELY IMPORTANT CONSIDERATION IN OUR UNDERSTANDING OF LEADERSHIP IS THE SITUATION IN WHICH IT IS PRACTICED. LEADERSHIP FOR WHAT PURPOSE? IS A CENTRAL QUESTION IN OUR EFFORT TO DISSECT AND UNDERSTAND LEADERSHIP PROCESS.

LEADERSHIP MYTHS  LEADERS ARE BORN, NOT MADE  LEADERSHIP IS HIERARCHICAL, AND YOU NEED TO HOLD A FORMAL POSITION (STATUS OR POWER) TO BE CONSIDERED A LEADER  YOU HAVE TO HAVE CHARISMA TO BE AN EFFECTIVE LEADER  THERE IS ONE STANDARD WAY OF LEADING

LEADERSHIP MYTHS  IT IS IMPOSSIBLE TO BE A MANAGER AND A LEADER AT THE SAME TIME  YOU ONLY NEED TO HAVE COMMON SENSE TO LEARN HOW TO BE AN EFFECTIVE LEADER

LEADERSHIP DEFINITIONS  1930-LESS THAN A DOZEN FORMAL DEFINITIONS OF LEADERSHIP  FORMAL DEFINITIONS  1993-AT LEAST 221 DEFINITIONS OF LEADERSHIP FOUND IN SCHOLARLY PUBLICATIONS AND AT LEAST 366 PUBLICATIONS DO NOT INCLUDE A FORMAL DEFINITION OF LEADERSHIP

LEADERSHIP DEFINITIONS  MUMFORD (1906) – LEADERSHIP IS ONE PERSON CONTROLLING OTHERS OR INDUCING THEM TO FOLLOW HIS OR HER COMMAND  GARDNER (1990) - THE PROCESS OF PERSUASION OR EXAMPLE BY WHICH AN INDIVIDUAL OR TEAM INDUCES A GROUP TO PURSUE OBJECTIVES HELD BY THE LEADER

LEADERSHIP DEFINITIONS  Leadership is not so much about technique and methods as it is about opening the heart. Leadership is about inspiration—of oneself and of others. Great leadership is about human experiences, not processes. Leadership is not a formula or a program, it is a human activity that comes from the heart and considers the hearts of others. It is an attitude, not a routine. -Lance Secreten

METAPHORICAL DEFINITIONS OF LEADERSHIP  METAPHOR-FIGURE OF SPEECH IN WHICH A WORD OR PHRASE DENOTING ONE KIND OF OBJECT IS USED IN PLACE OF ANOTHER  All the world's a stage  Life is a journey  A lifetime is a day, death is sleep  Time is a thief

MAX PEPREE LEADERSHIP JAZZ  “JAZZ-BAND LEADERS MUST CHOOSE THE MUSIC, FIND THE RIGHT MUSICIANS, AND PERFORM IN PUBLIC. BUT THE EFFECT OF THE PERFORMANCE DEPENDS ON SO MANY THINGS…… THE ENVIRONMENT, THE VOLUNTEERS PLAYING IN THE BAND, THE NEED FOR EVERYBODY TO PERFORM AS INDIVIDUALS AND AS A GROUP.”

LEADERSHIP APPROACHES  GREAT MAN  TRAIT  BEHAVIORAL  SITUATION/CONTINGENCY  RECIPROCAL

GREAT MAN  MID 1800s-EARLY 1900s  LEADERSHIP DEVELOPMENT BASED ON DARWINIAN PRINCIPLES  LEADERS ARE BORN, NOT MADE  LEADERS HAVE NATURAL ABILITIES OF POWER AND INFLUENCE  MAJOR CRITICISM-RESEARCH DOES NOT SUPPORT HEREDITARY FACTORS

TRAIT APPROACH   LEADER HAS SUPERIOR QUALITIES  CERTAIN INDIVIDUALS POSSESS A NATURAL ABILITY TO LEAD  LEADERS HAVE TRAITS WHICH DIFFERENTIATE THEM FROM FOLLOWERS (HEIGHT, INTELLIGENCE, ETC.)  MAJOR CRITICISM - IGNORES SITUATIONAL FACTORS

BEHAVIORAL APPROACH  1950s-1960s  THERE IS ONE BEST WAY TO LEAD  LEADERS WHO EXPRESS HIGH CONCERN FOR BOTH PEOPLE AND PRODUCTION WILL BE EFFECTIVE  MAJOR CRITICISM-SITUATIONAL VARIABLES AND GROUP PROCESSES ARE IGNORED

SITUATIONAL APPROACH  1950s-1980s  LEADERS ACT DIFFERENTLY DEPENDING ON THE SITUATION  THE SITUATION WILL DETERMINE WHO EMERGES AS A LEADER  DIFFERENT LEADER BEHAVIORS REQUIRED FOR DIFFERENT SITUATIONS  MAJOR CRITICISM-THEORIES LACK ACCURATE MEASURES

RECIPROCAL APPROACH  1978-PRESENT  LEADERSHIP IS A RELATIONAL PROCESS  LEADERSHIP IS A SHARED PROCESS  EMPHASIS ON FOLLOWERSHIP  MARJOR CRITICISM-LACK OF RESEARCH; PROCESS OF COLLABORATION AND EMPOWERMENT ARE DIFFICULT TO ACHIEVE AND MEASURE

PRIMARY AND SECONDARY GREATNESS  TO FOCUS ON PERSONALITY BEFORE CHARACTER IS TO TRY TO GROW THE LEAVES WITHOUT THE ROOTS.  TO FOCUS ON TECHNIQUE IS LIKE CRAMMING YOUR WAY THROUGH SCHOOL. YOU MIGHT GET BY IN A CLASS, BUT IF YOU DON’T PAY THE PRICE DAY IN AND DAY OUT, YOU NEVER ACHIEVE TRUE MASTERY OF THE SUBJECT.

INSIDE-OUT VS. OUTSIDE-IN  INSIDE-OUT MEANS TO START FIRST WITH SELF-TO START WITH THE MOST INSIDE PART OF SELF-WITH YOUR PARADIGMS, YOUR CHARACTER, AND YOUR MOTIVES  IF YOU WANT THE SECONDARY GREATNESS OF PUBLIC RECOGNITION, FOCUS FIRST ON PRIMARY GREATNESS OF CHARACTER

BREAKING BARRIERS  PCL TALKS ABOUT “PROGRAMS FOR BREAKING BARRIERS.” WHAT DOES BREAKING THE SOUND BARRIER HAVE TO DO WITH LEADERSHIP?

 ONCE WE BREAK “THE BARRIER” IT BECOMES EASIER FOR OTHERS TO DO IT. IF WE CAN’T BREAK THE BARRIER, WE CAN ONLY SEE LIMITATIONS. LOW PERFORMANCE IS OFTEN INSTITUTIONALIZED IN THE STRUCTURE AND SYSTEMS.