1. The Academy for Advanced Leadership and Development www.chairacademy.com

2.  Explore 20 th Century Models  Deconstructing Leadership  Examine 21 st Century Imperatives  Emerging Realities  Evolving Values  Review and Reflection

3.  Review the leadership models that were in place during the past 100 years. What key attributes would you ascribe to each of them?  2 nd Industrial Revolution (Circa 1900-)  Digital Revolution (Circa 1950-)  Counter Culture Revolution (Circa 1960-)  Information Revolution (Circa 1995-)  Globalization (Circa 2005-)  Have Fun!  Be Safe!

4. TheoryEraComments Great Man Theory 19 th century Innate qualities that emerge as needed (Lincoln, Gandhi, Caesar) Trait Leader centered 1940s-- Innate qualities linked to skills like self confidence, determination, integrity, intelligence, sociability, etc. Skills Leader centered 1950s-- Shift away from innate qualities to learnable skills: technical, human, conceptual. Style What leaders do! 1960s-70s Two general kinds of behaviors: task and relationship—Leadership grid. Situational1970s- 1980s Different situations demand different styles, leader must adapt. Contingency1960s- 1980s Matches leader style to setting—linked to leader-follower relations, task, position. Path-Goal1970s How leaders motivate followers to achieve goal. Exchange1970s Leaders get things done through followers. Transformational1980s-- Inspire followers to do their best.

5. www.valuescentre.com 5 The Barrett Seven Styles of Leadership Consciousness Service Making a Difference Internal Cohesion Transformation Self-esteem Relationship Survival Crisis Director Relationship Manager Manager/Organiser Facilitator/Influencer Integrator/Inspirer Mentor/Partner Wisdom/Visionary

6. www.valuescentre.com 6 Transformation Consciousness Service Making a Difference Internal Cohesion Transformation Self-esteem Survival Relationship Facilitator/Influencer Enabler of human interactions Invites participation Team member & builder Empowers others Promotes learning/innovation

7. 21 st Century Global, Complex, Independent networks Accelerating rate of change Chaos and Uncertainty Growth, boundaries and consequences 20 th Century Local, simple hierarchy of relationships Consistent change Stable environment Boundless growth with little regard for consequences

8. www.valuescentre.com 8 Internal Cohesion Consciousness Service Making a Difference Internal Cohesion Transformation Self-esteem Survival Relationship Integrator/Inspirer Develops employees Creates cohesion Positive attitude Values-driven Displays integrity Emotional intelligence

9. www.valuescentre.com 9 Making a Difference Consciousness Service Making a Difference Internal Cohesion Transformation Self-esteem Survival Relationship Mentor/Partner Mentor Systems perspective Strategic alliances Partnerships with customers & suppliers Responsive member of the local community

10. www.valuescentre.com 10 Service Consciousness Service Making a Difference Internal Cohesion Transformation Self-esteem Survival Relationship Wisdom/Visionary Wants to be of world service Global vision Long-term perspective At ease with uncertainty Comfortable with solitude Concern for future generations

11. “As a result of cultural evolution and technological revolution, the balance of power between leaders and followers has shifted—with leaders becoming weaker and followers stronger.” Barbara Kellerman

12. Focus of Shift TrendsConsequence PowerLeaders-Followers Men-Women Young-Mature Bottom up Technology/Info Less hero and hierarchy, more blended, down to earth and shared. Often times leader least/last informed. Social/ Global Leader has less control over action, interconnected to valued though less tangible results. Greater social awareness of the implications of what we do and why it matters; disillusioned with leaders focused on short-term gains without consideration of long term consequences. Leadership Paradigm Traditional power- authority-control giving way to more collaborative model. Develop leaders who have a deeper understanding of themselves, their organizations and their communities.

13. “We are in a time of accelerating, disruptive change. In the VUCA world— one characterized by volatility, uncertainty, complexity, and ambiguity—traditional skills won’t be enough.....” Bob Johansen

14.  Expect the world to be even more volatile, uncertain, complex and ambiguous.  Look for both danger and opportunity.  Leaders must learn new skills.  Leader development programs need to adapt.

15. Market ForcesPeople IssuesCompetencies Scale and scope of service. Who’s on the bus?Social CompetitionHow might they be best employed? Technical Funding Requirements What does it take to make them effective? Leadership Revenues SourcesInternal/External?Financial PartnershipsLocal/Global?Ethical Major leadership challenges for the 21 st Century can be grouped into three categories: market forces, people issues, and leadership competencies.

16. “The challenges... Leaders face today barely resemble those of just 30 years ago. We must either face up to the serious shift in our identities or continue to perish professionally and organizationally at alarming rates.” John McGuire and Gary Rhodes 2009 Of the 100 largest Fortune 500 companies in 1900, only 16 are identifiable today.

17. www.valuescentre.com 17 The Barrett Seven Styles of Leadership Consciousness Healthy Motivations/ Unhealthy Motivations Wisdom/Visionary Partner/Mentor Integrator/Inspirer Facilitator/Influencer Manager/Organiser Relationship Manager Crisis Director Financial Stability Profit, Compliance, Shareholder Value, Employee Health and Safety. Control, Greed Relationships Employee Recognition, Employee and Customer Loyalty, Conflict Resolution. Manipulation, Blame High Performance Systems, Processes, Company Pride, Quality, Best Practices. Power, Status Continuous Renewal and Learning Accountability, Adaptability, Empowerment, Teamwork, Delegation, Personal Growth Internal Cohesion Shared Values, Vision, Commitment, Integrity, Trust, Passion, Creativity, Openness, Transparency Collaboration with Partners Strategic Alliances, Community Involvement, Environmental Stewardship, Coaching, Mentoring Service to Humanity and the Planet Social Responsibility, Future Generations, Long-term Perspective, Ethics, Compassion, Humility

18. 3 Leadership Logics/Cultures Defined as: Dependent- Conformer Authority and control are held at the top. Honoring the organization’s code takes precedence over applied learning that may threaten the status quo. Mistakes treated as weaknesses. Independent- Achiever Distributes authority and control through the ranks; focuses on success in a challenging world and adapting better than the competition. Mistakes treated as opportunities to learn Interdependent- Collaborator Authority and control are shared based on strategic competence for the whole organization; the mind- set tends toward collaborating across boundaries. Mistakes are embraced as a tool for collective success. Change Begins With YOU!

19.  Form three groups.  Designate facilitator, time keeper, recorder, reporter, etc.  Take 30 minutes to consider the future forces that will impact post secondary education.  Market, people, competencies.  Assess how well-prepared you and/or your organizations are for the future—next 30+ years. Cultural Climate.  Identify the key issues/actions your organization(s) should be addressing now to better prepare for the future.  Summarize the results of your discussion to share.

20. Transforming Your Leadership Culture Step 1 Awaken Step 2 Unlearn/Discern Step 3 Advance Organizational Culture and Leadership Stage 1 Unfreeze Disconfirmation of Beliefs, Values, Artifacts, Habits Stage 2 Adapt Stage 3 Refreeze McGuire & RhodesEdgar Schein Whether it’s YOU or YOUR Team/Organization— the natural tendency is to maintain the status quo.

21. Empower us to create a better future Enable us to cope with change Ensure we exist!

22. Record 2-3 ideas, issues that came out of the discussion that were most meaningful to you.

23. Personal/Professional Investment Plan 2013-2014 Personal Object of My Desire Time to complete. Things to do. Why this matters to me. How will I know I’m done; what does success look/feel like? Journal Discussion with mentor/buddy. Objective assessment. Professional Object of my Desire Time to complete. Things to do. Why this matters to me. How will I know I’m done; what does success look/feel like? Journal Discussion with mentor/buddy. Objective assessment.