Dubrin Chapter 15: Leadership Development Succession

1. Dubrin Chapter 15:Leadership Development & Succession Professor Kristen Bohlander 3/27/2012 1/03 1

2. Leadership Development Involves: Education Training Job Experience Coaching Self-Help 3/27/2012 1/03 2

3. Two major components of leadership development: Self-awareness Single loop learning (like a thermostat) Double loop learning (like a manual-set A/C) Self-discipline Continuous monitoring of one�s own behavior; making improvements 3/27/2012 1/03 3

4. Other methods of development: Education knowledge without application Experience converting knowledge into skill Mentoring informal or formal 3/27/2012 1/03 4

5. Leadership as a partnership (from Dubrin, Ch 1) Everyone, at every level is responsible to define goals and work toward them Everyone has a voice Joint accountability for outcomes Absolute honesty and trust 3/27/2012 1/03 5

6. Leadership Succession Choosing the next leader; this involves: Succession planning Emotional involvement Developing a leadership pool or pipeline 3/27/2012 1/03 6

7. When developing the leadership pool, what traits, motives, and characteristics will leaders look for? (see Dubrin, Ch 2) 3/27/2012 1/03 7

8. Traits (Dubrin Ch 2) 3/27/2012 1/03 8

9. Motives (Dubrin Ch 2) Power Personalized Power-personal luxuries Socialized Power-helping others Drive and achievement-joy in accomplishment for its own sake Strong work ethic Tenacity and resilience-determination to overcome obstacles and to prove toughness 3/27/2012 1/03 9

10. Characteristics (Dubrin Ch 2) Intelligence Knowledge of tasks Creativity Insight Conceptual thinking Openness to experience 3/27/2012 1/03 10

11. Charismatic Leadership (ch 3) Charisma: charming, colorful personality; an unexplainable quality that attracts others Involves the attributions followers make toward the leader and the results he/she achieves 3/27/2012 1/03 11

12. Charismatic Leadership (ch 3) Socialized charisma Restrains the use of power in order to benefit others Brings everyone�s values in line Personalized charisma Rarely restraint their use of power Lead others toward elf-serving goals Personalized leadership is not considered ethical in most realms (Dubrin, chapter 6) Is there ever a time when this may be ethical? 3/27/2012 1/03 12

13. How to be charismatic (ch 3) Treat everyone as if they are the most important person you meet that day Handshake Give sincere compliments Thank people Smile Maintain fascination for your world Be animated 3/27/2012 1/03 13

14. Transformational Leadership (ch 3) A leader who brings positive, major changes to an organization Some transformational leaders are charismatic! Some transformational leaders are servant leaders! All transformational leaders create positive change! 3/27/2012 1/03 14

15. So, who will be our future leaders? Those who possess: credibility integrity goodwill knowledge of the bottom line knowledge of and contact with suppliers, customers, and workers 3/27/2012 1/03 15

16. Prediction: Future leaders will� create simpler, faster-moving organizations have dynamic personalities communicate on many levels bring back trust recognize needs of others motivate others to make changes (see ch 10 for more about motivation) 3/27/2012 1/03 16

17. Some say� �that future leaders will not want the traditional perks of being a leader (such as prestige, high income, status, advancement in the company, or control over resources.) Dubrin, Ch 1 3/27/2012 1/03 17

18. Does this mean that our future leaders will move toward SERVANT LEADERSHIP? 3/27/2012 1/03 18

19. Servant Leadership Serve first, lead second Leo, �Journey to the East� 3/27/2012 1/03 19

20. Will future leaders be less charismatic? Will they be more willing to take the �back seat?� �or is this not an accurate prediction? What do you think? 3/27/2012 1/03 20

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22. Circle up! Chapter 15 student discussion questions 3/27/2012 1/03 22