EDUC 741

Michael Dartt

Glenda Hyer

Karen Nelson

Brian Wardyga

“If we are wise, let us prepare for the worst.”

“I have a dream that one day this nation will rise up and live out the true meaning of its

creed: ‘We hold these truths to be self-evident: that all men are created equal.’”

SConstitution.net Bibliography http://www.usconstitution.net/dream.html

“God didn't have time to make a nobody, only a somebody. I believe that each of us has God-given talents within

us waiting to be brought to fruition.”

“If we are driven by an absolute

higher standard it will totally transform how we lead.”

They are all leaders

How do we develop into effective leaders?

“ Leaders are developed through learning, experience,

and mentoring”(Hackman & Johnson, 2004, p. 344).

1. Leadership Learning2. Leadership Experience3. Developmental Relationships

One way of becoming more knowledgeable in the area of leadership is to keep current with leadership research.

“Leadership and learning are indispensable to one another.”

- John F. Kennedy

Formal Training Programs:

1. Individual Preparation Programs

2. Socializing Company Vision and Values

3. Strategic Leadership Initiatives

Practice communication skills Volunteer to coordinate an activity Teach a skill to a group Practicums and internships Get out of your comfort zone

1. Job transitions - alters routine

2. Creating change - find new ways to find ambiguous circumstances

3. High level of responsibility

4. Non-authority relationships - problem solving, negotiation, and conflict resolution

5. Obstacles - learning leadership through tough situations

(Ohlott, 1998)

“Hardship differs from the other developmental opportunities

because people encounter them with little or no warning”

(Hackman & Johnson, 2004, p. 347).

Hardship Lessons Learned

1. Business mistakes and failures

2. Career setbacks

3. Personal trauma

4. Problem employees

5. Downsizing

1. How to handle mistakes

2. What you really want to do

3. Sensitivity to others

4. How to stand firm

5. Recognition of what is important

What caused the failure?

Was this truly a failure, or did I just fall short?

What success are contained in the failure?

What can I learn from what happened?

Am I grateful for the experience?

How can I turn this into a success?

Who can help me with this issue?

Where do I go from here?

Mentor: a character in Homer’s Odyssey who served as counselor & guide to the king’s son.

Mentors develop leaders out of protégés in two ways:

1. Career Functions2. Psychosocial Functions

Career Functions Psychosocial Functions

• Sponsorship• Coaching• Protection• Challenging Assignments

• Role Modeling• Acceptance- Confirmation• Counseling• Friendship

_________________________________________________From Leadership: A Communication Perspective (2004) by Hackman & Johnson

1. Indentify what (not who) you need

2. Evaluate yourself as a prospective protégé

3. Identify mentor candidates

4. Prepare for the obstacles

5. Approach possible mentors

_______________________________________________From Mentors and Proteges (1982) by Linda Phillips-Jones

1. Be Proactive

2. Begin with the End in Mind

3. Put First Things First

4. Think Win/Win

5. Seek First to Understand, Then to be Understood

6. Synergize

7. Sharpen the Saw

We are responsible for our own lives. Responsibility = “Response Ability”

ChoiceImagination Conscience Self AwarenessIndependent Will

Stimulus Response

Reactive Proactive

All things are created twice

Mental Creation Physical Creation The Wake

“True North" Principles

Principle Centeredness

Personal Vision/Mission Statement

Lose/Lose Lose/Win Win/Lose Win Win/Win Win/Win or No Deal

Levels of Listening

AB Responses

• ignoring • pretending • selective listening • attentive listening • empathic listening

• We evaluate • We probe • We interpret • We advise

The whole is greater than the sum of its parts.

1 + 1 = 3 or more. Requires all other habits (high

independence).

Examples:

Building a skyscraper Winning a championship

Kouzes and Posner have conducted research studies and surveys over the past 25 years regarding what values, personal traits, or characteristics people typically look for in their leaders. The results have been very consistent.

What characteristics do you look for in a leader?

Honest Forward-looking Inspiring Competent

These four characteristics have received over 60% of the votes on character tests over the past 25 years (with the exception of Inspiring in 1987) across different countries.

As noted by Kouzes & Posner (2007), “Because leadership is a reciprocal process between leaders and their constituents, any discussion of leadership must attend to the dynamics of this relationship” (p. 28).

These authors have developed various leadership surveys which leaders can utilize to receive feedback from superiors, peers, and subordinates in order to improve their relationship and collaborative skills in order to inspire others to work toward a shared vision.

Kevin Cashman (1998) believes that there is too much of a focus on the “external” acts of leadership.

He proposes that the most important aspect of leadership comes from an expression of who we are as people, which forms the basis for seven pathways to develop self-leadership skills.

1. Personal Mastery - Learning what is important to you will impact how you lead;

2. Purpose Mastery - Discover what you are good at and enjoy doing and use your gifts and talents for the benefit of others;

3. Change Mastery - Be adaptable and open to change, taking advantage of opportunities, seeing a new reality, increasing the possibilities;

4. Interpersonal Mastery - Develop interpersonal skills and seek feedback;

5. Being Mastery – Exploring one’s being; self-reflection;

6. Balance Mastery – Taking time for self, family, and friends; Working to be understanding of this critical need;

7. Action Mastery – Leading as a whole person; being authentic; being yourself.

“These pathways are not stages of development . . . Rather they are viewed holistically as integrated pieces of a collective framework”

(Hackman and Johnson, 2004, p. 362).

John Gabarro (1987) uses the term “taking charge” to describe how managers in new positions become leaders.

“New managers rely heavily on legitimate power, which is based on organizational position” (Hackman and Johnson, 2004, p. 363).

Gabarro identified three types of work processes: cognitive, organizational, and interpersonal.

1. Taking hold

2. Immersion

3. Reshaping

4. Consolidation

5. Refinement

Teacher education programs, mentor teachers, andeducators can develop the leadership skills of othereducators in three ways by teaching the importance of:

1. Content (What is said )2. Communication (How something is said)3. Conduct (How a person lives)

Anger assassinates relationship!!! (p. 74)

(Schultz, 2002)

“Do not let the book of the law depart from your mouth; meditate on it day and night, so

that you may be careful to do everything written in it. Then you will be prosperous

and successful.”

(Joshua 1:8, NIV)

Educate children on the importance of prayer(James 5:16)

Albrecht Durer

Teach students how to hold their tongue (Proverbs 17: 27-28)

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Promote an attitude of self-worth (Psalm 8:5)

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Teach children how to manage conflict(Proverbs 15:1)

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Educate on the importance of honesty (Proverbs 16:13)

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Teach children the importance of admitting mistakes(Proverbs 11:2)

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Instill an attitude of hard work(Proverbs 19:15)

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Teach students how to use their time wisely(James 4:14)

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Remember, if you can teach children to obey God’s Word, then they will be successful

and prosper.

Encarta

Cashman, K. (1998). Leadership from the inside out. Provo, UT: Executive Excellence Publishing.

Covey, S. R. (1989). The seven habits of highly effective people. New York, New York: Simon and Schuster.

Gabarro, J. J. (1987). The dynamics of taking charge. Boston, MA: Harvard University Press.

Hackman, M. Z., & Johnson, C. E. (2004). Leadership: A communication perspective (4th ed.). Long Grove, IL: Waveland Press.

Kouzes, J. M., & Posner, B. Z. (2007). The leadership challenge (4th ed.). San Francisco, CA: Jossey-Bass.

Ohlott, P. J. (1998). Job assignments. In C. D. McCauley, R. S. Moxley, & E. Van Velsor (Eds.), The center for creative leadership handbook of leadership

development (pp. 127-159). San Francisco, CA: Jossey-Bass.

Phillips-Jones, L. (1983). Mentors and proteges. New York, New York: Arbor House.

Schultz, G. (2002). Kingdom education: God’s plan for educating future generation (2nd ed.). Nashville, TN: LifeWay Press.