1. Qualities of Senior Leaders in Organizations:
Purpose, Passion, and People
Stephen P. Hundley, Ph.D.
Senior Advisor to the Chancellor for Planning and Institutional Improvement
Professor of Organizational Leadership

2. Learning Outcomes
Upon conclusion of our time together, you should be able to:
Identify qualities of senior leaders
Explain the importance leaders play in shaping an organization’s culture and success
Describe actions to take to develop leadership capacity
Conduct a personal leadership situational analysis
Plan to incorporate leadership development in a variety of contexts
Refer to the note-taking handout on your table and follow-along during the session.

3. I. Qualities of Senior Leaders
At your table, select a timekeeper, scribe, and spokesperson
Identify one leader from any of these domains:
Business, sports, government/politics, entertainment, or humanitarian endeavors
Describe the person in terms of their accomplishments or the impact they have made in their respective domain
List some of the general leadership qualities that distinguish this person compared to others
What are some leadership lessons to learn from this person?

4. I. Qualities of Senior Leaders
Unifying characteristics of successful leaders:
Purpose
They know what they want to accomplish
Passion
They have an intrinsic motivation to succeed
People
They surround themselves with others who help them accomplish success

5. I. Qualities of Senior Leaders
Knowledge / Skills / Abilities / Traits of Leaders:
Knowledge
Technical expertise, along with knowledge of both the organization and industry
Skills
Interpersonal skills – people skills, communication, conflict resolution, etc.
Task-oriented skills – planning, problem-solving, decision-making, goal setting, etc.
Abilities
Analytical, good judgment, ability/capacity to think strategically and multi-dimensionally
Traits
High energy/drive, intelligence, solid emotional health, honesty/integrity, self-confidence, resilient

6. II. Importance Leaders Play in Organizations
What do leadership thought leaders have to say about the importance of leadership?
Peter Drucker
"The only definition of a leader is someone who has followers.“
Warren Bennis
"Leadership is the capacity to translate vision into reality.”
Bill Gates
"As we look ahead …leaders will be those who empower others.“
John Maxwell
"Leadership is influence - nothing more, nothing less."

7. II. Importance Leaders Play in Organizations
One definition of leadership:
Leadership is the process whereby one individual influences other group members toward the attainment of defined group or organizational goals.
What is your own personal definition of leadership?

8. II. Importance Leaders Play in Organizations
What do leaders do?
Develop a vision and plan
Structure the organization
Select, orient, and train managers
Motivate others
Manage information
Build teamwork
Promote change, risk-taking, and innovation

9. II. Importance Leaders Play in Organizations
What does IUPUI expect of its senior leaders (Deans, Vice Chancellors, Unit Leaders, etc.)?
Strategic Vision
Alignment with campus/university goals, strategic planning and goal setting, securing and allocating resources to support/achieve goals
Dynamic Leadership
Advocacy for unit, achievement of mission-related activities (teaching, research, etc.), relationship- building, resource generation, consensus-building, collegial environment, promoting interdisciplinary efforts
Administrative and Operational Functions
Personnel and fiscal management, talent development, diversity and access, quality offerings of the programs and services of unit, continuous improvement
Personal Goals
Maintain one’s own professional development, work-life balance, good citizenship/stewardship of role

10. II. Importance Leaders Play in Organizations
How is leadership effectiveness evaluated in organizations?
Overall organizational health
Clear purpose and direction
Return-on-investment for shareholders
Valuation and net worth
Growth and stability
Quality products and services
Reputation in industry and community
Loyalty of customers and employees
Development of future leaders within spheres of influence and responsibility

11. III. Strategies to Develop Leadership Capacity
Where and how does leadership exist in an organization?
Formal and informal leadership
Organizationally-sanctioned, but also personally demonstrated (perhaps most important!)
Centralized and distributed leadership
Set by the “tone at the top” and also shared throughout the organization
Leadership on both an ongoing and an ad hoc basis
Defined leadership role(s) and emergent, situational leadership role(s)

12. III. Strategies to Develop Leadership Capacity
Succeeding and exceeding in current job duties and responsibilities
Taking on “stretch” goals and assignments, including proposing new or redesigned work processes
Becoming involved in special projects, committees/councils, and task forces
Conducting individual reading, research, and self-directed learning
Engaging in professional development opportunities
Demonstrating a positive attitude and a willingness to embrace change, ambiguity, and flexibility
Mentoring, coaching, and serving as a role-model for others
Seeking out opportunities for leadership responsibility, including letting others know of your desires
Being aware of strengths, weaknesses, opportunities, and threats, and engaging in action planning

13. III. Strategies to Develop Leadership Capacity
What are some examples of how individuals have developed leadership their own personal leadership capacity?
What are some successful strategies and pitfalls-to-avoid in developing personal leadership capacity?
What resources or approaches can you recommend for developing personal leadership capacity?

14. IV. Personal Leadership Situational Analysis
Refer to and complete the table at the top of page 2 of note-taking handout:
What are my current leadership strengths?
What are some leadership weaknesses I need to address?
What are some opportunities for leadership development?
What threats to leadership development do I need to recognize and/or overcome?

15. V. Action Planning for Leadership Development
Refer to and complete the table at the bottom of page 2 of note-taking handout:
Personal – what can you do individually to enhance your leadership development?
Academic – what can you study to grow your leadership knowledge base?
Professional – what can you do at work to seek out leadership roles/experiences?
Community – what can you do outside of work to sharpen leadership skills?
Other – what other opportunities do you have to acquire leadership competence?

16. Please stay in touch with me!
Stephen Hundley
University Hall (AD) 4049
(office)
(mobile)

17. Qualities of Senior Leaders in Organizations:
Purpose, Passion, and People
Stephen P. Hundley, Ph.D.
Senior Advisor to the Chancellor for Planning and Institutional Improvement
Professor of Organizational Leadership