1. The Transforming Leader C. Dean Pielstick, Ed.D. © 1998

2. Management vs. Leadership

3. Management Planning, budgeting, organizing, and controlling some activity through the use of (more or less) scientific techniques and formal authority - John Kotter

4. Leadership The process of persuasion or example by which an individual (or leadership team) induces a group to pursue objectives held by the leader or shared by the leader and his or her followers - John Gardner

5. Dilemma I Leadership as a phenomenon vs. Position of leadership

6. Dilemma II Dilemma II Formal vs. Informal Leadership

7. Dilemma III Use of Power vs. Leadership

8. Power l Legitimate (or position) l Coercive l Reward l Expert l Referent

9. Dilemma IV Charisma vs. Leadership

10. Other Definitions Management is the efficiency of climbing the ladder; Leadership determines whether the ladder is leaning against the right wall Peter Drucker

11. Management is doing things right; Leadership is doing the right thing Warren Bennis & Burt Nanus

12. When persons with vision mobilize resources so as to arouse, engage and satisfy the motives of the followers James MacGregor Burns When persons with vision mobilize resources so as to arouse, engage and satisfy the motives of the followers James MacGregor Burns

13. Transactional Leadership Transactional Leadership To create an economic, political or psychological exchange to achieve a goal and meet needs

14. Actions l Reciprocity l Networking l Coalition building l Encouragement l Team building

15. Transformational Leadership To engage each other to higher levels of motivation and morality, having a transforming effect on both; instilling purpose

16. Leading Leading is engaging others to collectively achieve a shared vision of high moral purpose for the common good.

17. Research Findings l Shared Vision l Communication l Relationships l Culture l Guidance l Character

18. Research Findings l Shared Vision l Communication l Relationships l Culture l Guidance l Character

19. Characteristics of an Admired Leader 1. Honesty & Integrity (87%) 2. Visionary (71%) 3. Inspiring (68%) 4. Competent (58%) Jim Kouzes & Barry Posner

20. Credibility l Trustworthy l Expertise l Dynamism

21. The difference? l Integrity - Trustworthy l Inspiring - Dynamism l Competent - Expertise VISIONARY

22. VISION Distinguishes leaders from other credible people Jim Kouzes

23. Why? l Attracts commitment and energizes people l Creates meaning in workers’ lives l Establishes a standard of excellence l Bridges the present and the future

24. Shared Vision... To engage each other to higher levels of motivation and morality, having a transforming effect on both; instilling purpose

25. Morality l Values l Principles l Ethics Doing the right thing l Purpose Something bigger than yourself

26. This is the true joy in life, being used for a purpose recognized by yourself as a mighty one...

27. I am of the opinion that my life belongs to the whole community and as I live it is my privilege--my privilege to do for it whatever I can...

28. Life is no brief candle to me; it is a sort of splendid torch which I’ve got a hold of for the moment and I want to make it burn as brightly as possible before handing it on to future generations. George Bernard Shaw

29. Things which matter most must never be at the mercy of things which matter least Goethe

30. Research Findings l Shared Vision l Communication l Relationships l Culture l Guidance l Character

31. Communication l Listen l Articulate l Use metaphors, stories... l Dialogue l Written l Non-verbal

32. Research Findings l Shared Vision l Communication l Relationships l Culture l Guidance l Character

33. Relationships l Interactive, shared, collaborative, engaged l Trusting, caring, responsive, challenging, risk-taking, supportive, forgiving l Participatory decision-making, consensus building, managing conflict l CHARISMA!???

34. Research Findings l Shared Vision l Communication l Relationships l Culture l Guidance l Character

35. Culture l Shared Values and Beliefs  Treat everyone with dignity and respect  Honesty and integrity  Fairness and justice  Service  Excellence

36. Continued... l Means of Shaping Culture  Metaphors, stories, rituals, myths  Ceremonies, celebrations  Symbolism

37. Research Findings l Shared Vision l Communication l Relationships l Culture l Guidance l Character

38. Guidance l Build Trust l Teach l Lifelong Learning l Service l Symbolic Actions

39. Continued... l Strategic Planning l Risk Taking l Team Building l Quality/Excellence

40. EXCELLENCE can be attained if you... l Care more than others think is wise l Risk more than others think is safe l Dream more than others think is practical l Expect more than others think is possible

41. Research Findings l Shared Vision l Communication l Relationships l Culture l Guidance l Character

42. Character l Principle-Centered  Treat everyone with dignity and respect  Honesty and integrity  Fairness and justice  Humility

43. Continued... l Higher purpose l Self-confidence l Empowerment l Passion for serving l Disenchanted with status quo

44. Continued... l Intelligence l Cognitive complexity l Expertise l Systemic perspective l Unbiased

45. Continued... l Positive Attitude l Personable l Energy l Resourceful l Giving l Sense of humor

46. The most lasting and pervasive leadership of all is intangible and non-institutional. It is the leadership of influence fostered by ideas embodied in social or religious or artistic movements, in books, in great seminal documents, in the memory of great lives greatly lived. James MacGregor Burns

47. Never doubt that a small group of thoughtful, committed people can change the world. Indeed, it’s the only thing that ever has. Margaret Mead

48. What you can do... l Daily-behavior checklist l Volunteer l New activities l Mentor l Teach others l Network l Shadow a leader

49. Continued... l Internship or sabbatical l Study leadership l Study leaders l Write about leader or leadership l Keep a journal l Additional training

50. T he E nd