1

Leadership- In the 21st Century -

Honors Engineering Seminar

2

TechnicalExpertise

ManagerialSkills

Leadership

3

Leadership in the 21Leadership in the 21stst Century Century

• “Must: deal with the intensification of systemic complexity emerging from the cybernetic, economic, political, and ecological realities that have created a more connected and interdependent world.”

• “…respond adaptively to the depth, scope, and pace of change that combined with complexity creates unprecedented conditions.”

• “…exercise…moral courage on behalf of the common good.”

- Sharon Dalog Parks

4

• “… mobilize people – groups, organizations, societies – to address their toughest problems.”

• “… mobilize people to address adaptive challenges – those challenges that cannot be resolved by expert knowledge and routine management alone.”

- Sharon Dalog Parks

5

LeadershipLeadership

The Art Of Influencing Others To Work The Art Of Influencing Others To Work Enthusiastically, Effectively, And Enthusiastically, Effectively, And

Ethically Toward Goals Identified As Ethically Toward Goals Identified As Being For The Common Good.Being For The Common Good.

6

““Work Enthusiastically”Work Enthusiastically”

• People can do everything they are required to by the rules, and your organization will, at best, be mediocre.

• People must work with enthusiasm. They must have their heart in it.

• You cannot buy enthusiasm, you cannot buy loyalty, you cannot buy devotion of hearts, minds and souls. These must be earned.

7

““Goals Identified as Being for the Goals Identified as Being for the Common Good”Common Good”

• This means the leader has:– Thought through the organization’s goals.– Talked with others about these goals.– Achieved buy-in.

• This requires a lot more effort than just telling others what to do.

8

How does a leader build influence?How does a leader build influence?

• By meeting peoples’ legitimate needs

• Through service and sacrifice

• By developing trust

9

Leaders identify and meet their Leaders identify and meet their followers’ followers’ legitimate needslegitimate needs

• A want is simply a wish or desire without any regard for the physical or psychological consequences.

• A need is a legitimate physical or psychological requirement for the well-being of a human being.

10

Maslow’s Hierarchy of Maslow’s Hierarchy of Human NeedsHuman Needs

Self- esteem

Belonging

Safety and Security

Food, water, shelter

Self-Actualization

11

• Leadership requires a great deal of effort.

• Leaders must decide whether they are willing to

extend themselves for those they lead.

• Leaders will be called upon to “sacrifice.”

– Their time

– Physical & mental energy

– Ego

– Bad mood days

• Leadership requires a great deal of effort.

• Leaders must decide whether they are willing to

extend themselves for those they lead.

• Leaders will be called upon to “sacrifice.”

– Their time

– Physical & mental energy

– Ego

– Bad mood days

Service And SacrificeService And Sacrifice

12

What People Expect from What People Expect from Their LeadersTheir Leaders

• Honesty

• To feel appreciated and respected

• Competence

• Forward-looking

• Inspiring

• To feel they are accomplishing something worthwhile

• To understand the contribution they are making

• To feel they are “in” on things

• Patience

13

What People Expect from Their What People Expect from Their Leaders (cont.)Leaders (cont.)

• Encouragement

• Hope

• To believe their leader understands their personal situation and challenges

• To be forgiven when they make mistakes

• Standards and boundaries

14

TRUST…TRUST…

TRUST…– Is the glue that holds relationships together

– Is not the result of an organizational imperative or program

– Comes … from being trustworthy

• Acting inconsistent with our words creates mistrust

15

• They are all volunteers!

• “You can buy a person’s time. You can even buy their physical place, but you cannot buy enthusiasm, you cannot buy loyalty, you cannot buy devotion of hearts, minds or souls. You must earn these.”

- Charles Francis

16

Leaders create and sustain the environment in which followers spend

most of their waking hours

A Key Role of LeadershipA Key Role of Leadership

17

The Keys to Establishing a Solid The Keys to Establishing a Solid EnvironmentEnvironment

VALUES

PURPOSE

VISION

18

About Organizational ValuesAbout Organizational Values

• The question is not whether an organization is value-based…

• Every organization is value-based.

• The question is: What are the real values and are these values the ones that will ensure the organization prospers in the long run?

19

Aligning Values and BehaviorAligning Values and Behavior

• From slogans and wall charts … to the heart

• Providing example – The leader must become the living symbol of their organization’s values.

20

The Importance of The Importance of Organizational ValuesOrganizational Values

“Without a set of operating values that are clearly defined and enforced (people are expected to behave

according to them) you’re at the mercy of people’s good intentions.”

(Blanchard)

21

Effective Leaders Focus Effective Leaders Focus on Purposeon Purpose

• Key question:

– Why does our organization exist?

– What business are we in?

– Is everything we are doing contributing

to mission accomplishing our purpose?

• Staying Focused

22

Effective Leaders Provide VisionEffective Leaders Provide Vision

• “… a picture of the future that the leader paints for those who follow.”

• “… a picture of how things would be if everything were running as planned.” (Blanchard)

• “ Providing people an opportunity to be a part of something bigger than themselves and to make a contribution.”

23

• “The multi-faceted capacity to be present (will) become a key factor in effective leadership.”

• Leaders must:– Be fully present,– Comprehend what is happening/ not happening– Hold steady in the field of action,– Make choices regarding when and how to

intervene from within the social groups in ways that help the group make progress on complex issues.

Effective Leaders are PresentEffective Leaders are Present

24

Signs Of A Miserable JobSigns Of A Miserable Job

JOBMISERY

IMM

ES

UR

EM

EN

TIRR

ELE

VA

NC

E

ANONYMITY

25

Effective Leaders Build and Effective Leaders Build and Sustain TeamsSustain Teams

Avoidance ofAccountability

Lack of Commitment

Fear of Conflict

Absence of Trust

Inattentionto Detail

26

Situational Leadership ModelSituational Leadership Model

27

Leadership- In the 21st Century -

Honors Engineering Seminar

Effective Leaders Focus on Effective Leaders Focus on Contribution…Contribution…

What can I do that, if done really well, will make a difference in the

organization?

“What good shall I

do this day?” “What good have I

done this day?”

Ben Franklin

29

Developing your capacity Developing your capacity for leadershipfor leadership

• Understand your natural leadership style.

• Know your abilities, interests, values and interpersonal style.

• Know your self-control threshold.

FIRST…Understand Yourself

30

SECONDSECOND…Study Leadership…Study Leadership

• Leadership is a profession, like being a doctor, a lawyer, or an educator.

• Expertise comes with consistent reading and observation.

31

Read about LeadershipRead about Leadership

• The Servant: A SimpleThe Servant: A Simple Story about the True EssenceStory about the True Essence of Leadershipof Leadership By: James C.By: James C. HunterHunter

• Leadership and the One Minute Manager: Increasing Effectiveness Through Situational Self Leadership By: Ken Blanchard

32

Read about LeadershipRead about Leadership

• The One Minute Manager Builds High Performing Teams By: Ken Blanchard

• Self Leadership and The One Minute Manager By: Ken Blanchard

33

Read about LeadershipRead about Leadership

• The Five Dysfunctions

of a Team: A Leadership

Fable

By: Patrick Lencioni

34

Observe LeadershipObserve Leadership

• In the moviesIn the movies– Remember the TitansRemember the Titans– Apollo 13Apollo 13– 12 Angry Men12 Angry Men– GloryGlory– Crimson TideCrimson Tide– GettysburgGettysburg

• In an organizationIn an organization– StudentStudent– CommunityCommunity– ChurchChurch

35

THIRD: Practice LeadershipTHIRD: Practice Leadership

• Lead a class or organization projectLead a class or organization project

• Seek FeedbackSeek Feedback

• Reflect on your experiencesReflect on your experiences

36

Reflect on each experienceReflect on each experience

• What’s happening?What’s happening?

• What’s not happening?What’s not happening?

• What do I want to be What do I want to be happening?happening?

• How can I make this happen?How can I make this happen?