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Daniel J Pesut PhD RN PMHCNS- BC FAAN Faculty Fellow Professor of Nursing dpesut@iupui

The Inside, Bright Side, and Dark Side of Leadership Why Leaders Fail or the Ambiguities of Effectiveness. Daniel J Pesut PhD RN PMHCNS- BC FAAN Faculty Fellow Professor of Nursing dpesut@iupui.edu IUPUI Office of Academic Affairs. Knowledge Work Questions.

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Daniel J Pesut PhD RN PMHCNS- BC FAAN Faculty Fellow Professor of Nursing dpesut@iupui

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  1. The Inside, Bright Side, and Dark Side of LeadershipWhy Leaders Fail or the Ambiguities of Effectiveness Daniel J Pesut PhD RN PMHCNS- BC FAAN Faculty Fellow Professor of Nursing dpesut@iupui.edu IUPUI Office of Academic Affairs

  2. Knowledge Work Questions • What concepts, tools, techniques, or resources are most useful? • How can the information be used? • Why is the information important? • Why care about the information?

  3. Outcomes • Define factors and variables associated with the inside, bright side and dark side of leadership. • Distinguish the differences between identity and reputation. • Assess and discuss the most likely behaviors that derail leaders. • Consider conducting a personal leadership feedback session with direct reports. • Create a personal leadership development plan based on self- management of potential leadership derailers and one’s intentional leadership legacy.

  4. Henri Lipmanowicz & Keith McCandless 1-2-4-Whole GroupProgressive, Rapid Cycle Conversation • Self-Reflection (no talking) • Pairs • Small Groups • Whole group

  5. Authentic Leaders • Pursue purpose with passion • Practice solid values • Lead with heart • Establish enduring relationship • Demonstrate self-discipline George, Bill & Sims, Peter ( 2007). True North, John Wiley & Sons, NY http://truenorthleaders.com/exercises.htm

  6. MOJO – More Joy* • Identity: Who do you think you are? • Achievement: What have you done lately? • Reputation Management: Who do people think you are? • Acceptance: When can you let go? Goldsmith, Marshall with Reiter, Mark (2009) Mojo: How to get it, how to keep it, how to get it back if you lose it, Hyperion, NY http://www.mojothebook.com/about-mojo-book/

  7. MOJO– What I bring to this activity • Motivation • Knowledge • Ability • Confidence • Authenticity Goldsmith, Marshall with Reiter, Mark (2009) Mojo: How to get it, how to keep it, how to get it back if you lose it, Hyperion, NY http://www.mojothebook.com/about-mojo-book/

  8. MOJO– What this activity brings to me • Happiness • Reward • Meaning • Learning • Gratitude Goldsmith, Marshall with Reiter, Mark (2009) Mojo: How to get it, how to keep it, how to get it back if you lose it, Hyperion, NY http://www.mojothebook.com/about-mojo-book/

  9. Denial Blame others Blame self Wait and hope “This has nothing to do with me” “It’s their fault” “It’s my fault” “Somebody should do something” Protect and Defend:Disempowered Johnson, Rosemary. (1998). Team Leader, Healing Health Services, St. Charles Medical Center, 2500 NE Neff Rd, Bend, OR, 97701; (541-383-6977).

  10. Learn and Grow: Empowered Acknowledge the situation Accept ownership Find solutions Take action and learn “I’m a piece of the puzzle.” “It starts with me.” “This can work.” Renewal, make it happen.

  11. Are you more inclined to… • Protect and Defend OR • Learn and Grow 15 Countdown

  12. Strategic Self Awareness Accountability --I feel emotions Compassion--I think assumptions, opinions, judgments Respect--I want wishes, desires, requests

  13. What is Personality

  14. Johari Window http://kevan.org/johari

  15. The Inside of Leadership* * Hogan Assessments MVPI Scale http://www.hoganassessments.com/motives-values-preferences-inventory

  16. The Bright Side of Leadership* * Hogan Assessments HPI Scale http://www.hoganassessments.com/hogan-personality-inventory

  17. Why Leaders Fail Arrogance: You’re right and everyone else is wrong Melodrama: You always grab the center of attention Volatility: Your mood shifts are sudden and unpredictable Excessive Caution: The next decision you make may be your first Dotlich David & Cairo, Peter (2003) Why CEOs Fail Jossey-Bass, San Francisco, CA.

  18. Why Leaders Fail Habitual Distrust: You focus on the negatives Aloofness: You disengage and disconnect Mischievousness: You know that rules are only suggestions Eccentricity: Its fun to be different just for the sake of it Dotlich David & Cairo, Peter (2003) Why CEOs Fail Jossey-Bass, San Francisco, CA.

  19. Why Leaders Fail Passive Resistance: Your silence is misinterpreted as agreement Perfectionism: You get the little things right while the big things go wrong Eagerness to please: You want to win any popularity contest Dotlich David & Cairo, Peter (2003) Why CEOs Fail Jossey-Bass, San Francisco, CA.

  20. The derailer I’ve most often had to contend with from a leader or colleague is ... • Arrogance • Melodrama • Volatility • Excessive Caution • Habitual Distrust • Aloofness • Mischievousness • Passive Resistance • Perfectionism • Eagerness to Please How can this behavior be both a strength and a shortcoming? 10 Countdown

  21. The Dark Side of Leadership* * Hogan Assessments HDS Scale http://www.hoganassessments.com/assessments-hogan-development-survey

  22. The Dark Side of Leadership* * Hogan Assessments HDS Scale http://www.hoganassessments.com/assessments-hogan-development-survey

  23. In this set of behaviors, which one is the most relevant to you? • Excitable • Skeptical • Cautious • Reserved • Leisurely 0% 0% 0% 0% 0% 10 Countdown

  24. In this set of behaviors, which one is most relevant to you? • Bold • Mischievous • Colorful • Imaginative • Diligent • Dutiful 0% 0% 0% 0% 0% 0% 10 Countdown

  25. Henri Lipmanowicz & Keith McCandless 1-2-4-Whole GroupProgressive, Rapid Cycle Conversation • Self-Reflection (no talking) • Pairs • Small Groups • Whole group

  26. I have intentionally thought about leaving a legacy? • True • False 10 Countdown

  27. “Each of us lives on in the memories we create, in the systems and practices we set in place (or don’t) and in the lives we touch.” Kouzes, James & Posner, Barry (2006). A Leader’s Legacy. Jossey-Bass, San Francisco, CA

  28. “Legacies are not the result of wishful thinking. They are the results of determined doing. The legacy you leave is the life you lead. We live our lives daily. We leave our legacy daily. The people you see, the decisions you make, and the actions you take -- they are what tell your story.” Kouzes, James & Posner, Barry (2006). A Leader’s Legacy. Jossey-Bass, San Francisco, CA

  29. “Legacies are passed on in the stories we tell.” Kouzes, James & Posner, Barry (2006). A Leader’s Legacy. Jossey-Bass, San Francisco, CA

  30. Dare to be a person, not a position Dare to connect with people Dare to drive the dream Significance Relationships Aspirations Courage Leadership Legacy Kouzes, James & Posner, Barry (2006). A leader’s legacy. Jossey-Bass, San Francisco, CA Brooks, Marta., Stark, Julie., Caverhill, Sarah (2004). Your leadership legacy: The difference you make in people’s lives. Berrett-Koehler, San Francisco.

  31. Personal Leadership Legacy Reflection & Assessment • Have you put into place a system that enables people to feel connected and how to respond to their work accordingly? • Have you left an operating system that is not dependent on you to give your employees what they need to be successful? Yount, Shane. (2007). Leaving your leadership legacy: Creating a timeless and enduring culture of clarity, connectivity, and consistency. OakleePress, Richmond, VA.

  32. Personal Leadership Legacy Reflection & Assessment • What is more important to you the results you achieve or how you achieve them? • Have you made the impact you wanted to in your work? • Will employees remember you as someone who made a difference in their lives? Yount, Shane. (2007). Leaving your leadership legacy: Creating a timeless and enduring culture of clarity, connectivity, and consistency. OakleePress, Richmond, VA.

  33. Personal Leadership Legacy Reflection & Assessment • When you are gone will you leave your “mark” on the organization? How ? • Will the values you instilled and live by endure long after you have left? • Have you put into place a system that enables others to have a sense of clarity, knowledge and information that each needs to be effective? Yount, Shane. (2007). Leaving your leadership legacy: Creating a timeless and enduring culture of clarity, connectivity, and consistency. OakleePress, Richmond, VA.

  34. Legacy Reflection • What is more important to you the results you achieve or how you achieve them? • Have you made the impact you wanted to in your work? • Will employees remember you as someone who made a difference in their lives? Yount, Shane. (2007). Leaving your leadership legacy: Creating a timeless and enduring culture of clarity, connectivity, and consistency. OakleePress, Richmond, VA.

  35. Legacy Reflection • When you are gone will you leave your “mark” on the organization? How ? • Will the values you instilled and live by endure long after you have left? • Have you put into place a system that enables others to have a sense of clarity, knowledge and information that each needs to be effective? Yount, Shane. (2007). Leaving your leadership legacy: Creating a timeless and enduring culture of clarity, connectivity, and consistency. OakleePress, Richmond, VA.

  36. Legacy Reflection • Have you put into place a system that enables people to feel connected and how to respond to their work accordingly? • Have you left an operating system that is not dependent on you to give your employees what they need to be successful? Yount, Shane. (2007). Leaving your leadership legacy: Creating a timeless and enduring culture of clarity, connectivity, and consistency. OakleePress, Richmond, VA.

  37. Legacy Reflection • What lessons am I teaching in each interaction I have? • What stories will others tell about me in the future? What will others learn from those stories? Kouzes, James & Posner, Barry (2006). A leader’s legacy. Jossey-Bass, San Francisco, CA

  38. Appreciative InterviewsCreating Momentum by Building On and Designing With “What Works Right Now” Find a partner you don’t know well and share a story about the leadership legacy you hope to create

  39. Future Pacing • What concepts, tools, techniques are most useful? • How can the information be used? • Why is the information important? • Why care about the information?

  40. Start - What am I going to start doing as a result of my learning? Stop – What am I going to stop doing as a result of my learning? Continue – What am I going to continue doing as a result of my learning?

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