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Authentic Leadership Part I

Date post: 12-May-2015
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LEADERSHIP STRATEGIES and TOOLSOrganizations and communities count on leaders, now in uncertain times more than ever. This webinar will help you, as an early or mid-career leader, assess your leadership, consider principles of effective leadership in organizations and communities, and plan to become a more effective leader.Instructor: Craig Dreeszen
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Leadership Strategies and Tools A Webinar Presented by NYS ARTS Craig Dreeszen, Ph.D., 2009 This program is made possible with support from National Endowment for the Arts, American Express Foundation and the New York State Council on the Arts, a State Agency
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Page 1: Authentic Leadership Part I

Leadership Strategies and ToolsA Webinar Presented by NYS ARTS Craig Dreeszen, Ph.D., 2009

This program is made possible with support from National Endowment for the Arts, American Express Foundation and the New York State Council on the Arts, a State Agency

Page 2: Authentic Leadership Part I

Your instructor, Dr. Craig Dreeszen

Leadership experience President of boards Chair of committees Directed university department Leads consulting teams Facilitates community task forces Father of an independent-minded

daughter

Education M.ED. Organizational

Development Ph.D. Regional Planning

Page 3: Authentic Leadership Part I

“Leadership is much more an art, a belief, a condition of the heart, than a set of things to do.

The visible signs of artful leadership are expressed, ultimately, in its practice.”

Max DePree , Leadership is an Art

Page 4: Authentic Leadership Part I

In this session we will:

Consider the changing context of leadership

Explore how we learn about leadership

Start to discuss prevailing leadership theories

Identify leaders, mentors, books

We hope you will: Keep a journal of your

notes and observations Reflect on your

experience with leadership

Post reflections on our blog

Page 5: Authentic Leadership Part I

• Do you have leadership experience?

• Do you have a formal leadership role?

• Are you part of an organization?• Is your organization in

crisis?• Will your organization face

leadership transition?

Page 6: Authentic Leadership Part I

Please introduce yourself

Why are you interested in leadership?

Your instructor imagines an attentive group of adult learners.

Page 7: Authentic Leadership Part I

Here’s some of what I hope you may learn from this webinar.

Learn principles of effective leadership

Examine the basis of your own leadership

Make a plan to enhance your own leadership effectiveness

What do you hope to learn?

Page 8: Authentic Leadership Part I

Nearly everyone experiences leadership, but leadership itself is elusive.

“Leadership is like beauty; it's hard to define, but you know it when you see it.” Warren Bennis

Leadership is enigmatic and arts leadership is even more so.

“The only real training for leadership is leadership.” Anthony Jay

Page 9: Authentic Leadership Part I

Leadership theories come and go Each offers

wisdom But, no magic

bullet No perfect

theory No single path to

leadership

We’ll consider many theories and suggest how you might learn

Then you may decide what you wish to learn and how to improve your own leadership

“Leadership cannot really be taught. It can only be learned.” Harold S. Geneen

Page 10: Authentic Leadership Part I

Observe leaders

Follow leaders & mentors

Read

Study

Reflective practice

Page 11: Authentic Leadership Part I

What leaders do you admire? In your organization

or community? From news coverage? Mythic heroes?

What have you learned from them?

The Dalai Lama

“Patience…a resolute response against adversity stemming from a settled temperament unperturbed by either external or

internal disturbance.” H.H. The Dali Lama

Page 12: Authentic Leadership Part I

Think of a leader you have willingly followed What about the leader

inspired you? How does this person’s

leadership compare with your own?

What can you learn?

Think of a leader you could not follow What went wrong? What can you learn?

Page 13: Authentic Leadership Part I

We’ll consider a few texts and online resources

Courses and workshops

Self-assessment instruments

Independent study

Page 14: Authentic Leadership Part I

Study of leadership is incomplete without consideration of followers

A leader, by definition, has followers

“The only test of leadership is that somebody follows.” Robert K. Greenleaf

“He who thinketh he leadeth and hath no one following him is only taking a walk.” Anonymous

Page 15: Authentic Leadership Part I

Bob Terry analyzed leadership literature and summarized six schools of thought. From Terry I first learned formal leadership theory, and this strongly influenced my thinking on leadership.

Terry’s Arts Leadership Institute influenced a generation of arts leaders.

Leadership: From Skills to Authentic Engagement, Arts Leadership Institute, University of Minnesota (1989)

Page 16: Authentic Leadership Part I

“Exclusive theories say that leaders are born, not made and define inherent characteristics…”

“Inclusive theories believe that everyone can be leaders by developing their strengths, minimizing weaknesses,…finding opportunities…”

Page 17: Authentic Leadership Part I

Informal theories, such as…small group process, hold that leadership is dynamic and flows from one person to another…

Formal: Hersey and Blanchard, Situational Leadership…match leadership styles to followers’ needs in each situation

Page 18: Authentic Leadership Part I

Position theory concentrates on the head of bureaucratic organizations

Organic theory proposes that leadership emerges as a function of the organization’s changing environment – differs during growth, retrenchment, etc.

Page 19: Authentic Leadership Part I

Content theory promotes a leader as a futurist who predicts/defines the future based on trends

Process theory defines a leader as one who can be creative, inspire, and communicate about the future

Page 20: Authentic Leadership Part I

“Power over” theories focus on building influence and support to make something happen

“Power with” theories – empower followers, using participatory management, community building as a collective effort

Page 21: Authentic Leadership Part I

Intrinsic theory suggests that leadership is inherently ethical, its opposite is tyranny

Extrinsic theory suggests that real leadership is rooted in integrity

Page 22: Authentic Leadership Part I

“All views have merit and leadership requires:

Knowledge of self and others (trait) Sensitivity to shifting contexts (situational) Organizational astuteness (organizational) Political savvy (power) Clear sense of direction and innovation (vision) Ethical clarity and commitment (ethical)”

Yet leadership is more than the sum of the six theories:

“Leadership is the courage to bring forth and let come forth authentic action in the commons.”

Page 23: Authentic Leadership Part I

Which of these ways of framing leadership seem helpful to you?

Can an understanding of leadership theory improve practice?

Questions? Observations?

Page 24: Authentic Leadership Part I

We explore more leadership principles. We consider differing leadership contexts:

with and without formal roles, in organizations, in partnerships, in communities.

We discuss leaderless organizations bad leadership.

You may self-assess your leadership.

Page 25: Authentic Leadership Part I

Recall a situation in which your leadership was effective or you were confident in your leadership. What can you observe about

your approach, skill, situation, relationship with followers?

Recall a contrasting situation. What differs from your

successful and unsuccessful leadership?

What does this teach you about leadership? Post an observation on our blog.


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