1 Leadership - In the 21 st Century - Honors Engineering Seminar

2 Technical Expertise Managerial Skills Leadership

3 Leadership in the 21 st Century “Must: deal with the intensification of systemic complexity emerging from the cybernetic, economic, political, and ecological realities that have created a more connected and interdependent world.” “…respond adaptively to the depth, scope, and pace of change that combined with complexity creates unprecedented conditions.” “…exercise…moral courage on behalf of the common good.” - Sharon Dalog Parks

4 “… mobilize people – groups, organizations, societies – to address their toughest problems.” “… mobilize people to address adaptive challenges – those challenges that cannot be resolved by expert knowledge and routine management alone.” - Sharon Dalog Parks

5 Leadership The Art Of Influencing Others To Work Enthusiastically, Effectively, And Ethically Toward Goals Identified As Being For The Common Good.

6 “ Work Enthusiastically” People can do everything they are required to by the rules, and your organization will, at best, be mediocre. People must work with enthusiasm. They must have their heart in it. You cannot buy enthusiasm, you cannot buy loyalty, you cannot buy devotion of hearts, minds and souls. These must be earned.

7 “Goals Identified as Being for the Common Good” This means the leader has: –Thought through the organization’s goals. –Talked with others about these goals. –Achieved buy-in. This requires a lot more effort than just telling others what to do.

8 How does a leader build influence? By meeting peoples’ legitimate needs Through service and sacrifice By developing trust

9 Leaders identify and meet their followers’ legitimate needs A want is simply a wish or desire without any regard for the physical or psychological consequences. A need is a legitimate physical or psychological requirement for the well- being of a human being.

10 Maslow’s Hierarchy of Human Needs Self- esteem Belonging Safety and Security Food, water, shelter Self- Actualization

11 Leadership requires a great deal of effort. Leaders must decide whether they are willing to extend themselves for those they lead. Leaders will be called upon to “sacrifice.” –Their time –Physical & mental energy –Ego –Bad mood days Leadership requires a great deal of effort. Leaders must decide whether they are willing to extend themselves for those they lead. Leaders will be called upon to “sacrifice.” –Their time –Physical & mental energy –Ego –Bad mood days Service And Sacrifice

12 What People Expect from Their Leaders Honesty To feel appreciated and respected Competence Forward-looking Inspiring To feel they are accomplishing something worthwhile To understand the contribution they are making To feel they are “in” on things Patience

13 What People Expect from Their Leaders (cont.) Encouragement Hope To believe their leader understands their personal situation and challenges To be forgiven when they make mistakes Standards and boundaries

14 TRUST… TRUST… –Is the glue that holds relationships together –Is not the result of an organizational imperative or program –Comes … from being trustworthy Acting inconsistent with our words creates mistrust

15 They are all volunteers! “You can buy a person’s time. You can even buy their physical place, but you cannot buy enthusiasm, you cannot buy loyalty, you cannot buy devotion of hearts, minds or souls. You must earn these.” - Charles Francis

16 Leaders create and sustain the environment in which followers spend most of their waking hours A Key Role of Leadership

17 The Keys to Establishing a Solid Environment VALUES PURPOSE VISION

18 About Organizational Values The question is not whether an organization is value-based… Every organization is value-based. The question is: What are the real values and are these values the ones that will ensure the organization prospers in the long run?

19 Aligning Values and Behavior From slogans and wall charts … to the heart Providing example – The leader must become the living symbol of their organization’s values.

20 The Importance of Organizational Values “Without a set of operating values that are clearly defined and enforced (people are expected to behave according to them) you’re at the mercy of people’s good intentions.” (Blanchard)

21 Effective Leaders Focus on Purpose Key question: –Why does our organization exist? –What business are we in? –Is everything we are doing contributing to mission accomplishing our purpose? Staying Focused

22 Effective Leaders Provide Vision “… a picture of the future that the leader paints for those who follow.” “… a picture of how things would be if everything were running as planned.” (Blanchard) “ Providing people an opportunity to be a part of something bigger than themselves and to make a contribution.”

23 “The multi-faceted capacity to be present (will) become a key factor in effective leadership.” Leaders must: –Be fully present, –Comprehend what is happening/ not happening –Hold steady in the field of action, –Make choices regarding when and how to intervene from within the social groups in ways that help the group make progress on complex issues. Effective Leaders are Present

24 Signs Of A Miserable Job JOB MISERY IMMESUREMENT IRRELEVANCE ANONYMITY

25 Effective Leaders Build and Sustain Teams Avoidance of Accountability Lack of Commitment Fear of Conflict Absence of Trust Inattention to Detail

26 Situational Leadership Model

27 Leadership - In the 21 st Century - Honors Engineering Seminar

Effective Leaders Focus on Contribution… What can I do that, if done really well, will make a difference in the organization? “What good shall I do this day?”“What good have I done this day?” Ben Franklin

29 Developing your capacity for leadership Understand your natural leadership style. Know your abilities, interests, values and interpersonal style. Know your self-control threshold. FIRST…Understand Yourself

30 SECOND…Study Leadership Leadership is a profession, like being a doctor, a lawyer, or an educator. Expertise comes with consistent reading and observation.

31 Read about Leadership The Servant: A SimpleThe Servant: A Simple Story about the True Essence of Leadership By: James C. Hunter Leadership and the One Minute Manager: Increasing Effectiveness Through Situational Self Leadership By: Ken Blanchard

32 Read about Leadership The One Minute Manager Builds High Performing Teams By: Ken Blanchard Self Leadership and The One Minute Manager By: Ken Blanchard

33 Read about Leadership The Five Dysfunctions of a Team: A Leadership Fable By: Patrick Lencioni

34 Observe Leadership In the moviesIn the movies –Remember the Titans –Apollo 13 –12 Angry Men –Glory –Crimson Tide –Gettysburg In an organizationIn an organization –Student –Community –Church

35 THIRD: Practice Leadership Lead a class or organization projectLead a class or organization project Seek FeedbackSeek Feedback Reflect on your experiencesReflect on your experiences

36 Reflect on each experience What ’ s happening?What ’ s happening? What ’ s not happening?What ’ s not happening? What do I want to be happening?What do I want to be happening? How can I make this happen?How can I make this happen?