leading as if lives depend on it thomas a. kolditz, phd professor and director, leadership...
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Leading as if Lives Depend On It
Thomas A. Kolditz, PhD
Professor and Director, Leadership Development Program
Yale School of Management
@thomaskolditz
Experience Assessment(Put them up and keep them up!)
Targeted?
Extreme sport?
Military, Police, Fire Experience?
Life Threatening Crisis?
Death in Your Organization?
Government or Organization In Crisis?
Responsible or Accountable for the Death of Another Person?
Why Talk about Leadership in Dangerous Contexts at a Business
School like Yale SOM?1. What is dangerous is uncertain, and leadership in uncertainty hinges on
trust. Trust is an important commodity in all relationships, especially those requiring leader influence.
2. It’s easy to draw meaningful parallels between dangerous contexts and managing significant uncertainty—characteristic of the contemporary business environment.
3. In leading across sectors, there is a moral imperative to relationships in uncertainty and, often, life changing outcomes or consequences.
4. We can learn about the nature of leadership versus management by studying leaders in dangerous contexts. Management fades to the background.
5. People routinely underestimate their proximity to crisis.
In the following video clip, listen to the physician and the technician who assisted him, and
try to identify the specific skill or ability that allows them to perform under pressure.
CLASSIC IN EXTREMIS LEADERSHIP (Graphic Video)
Video used with permission from MilitaryTimes.com
Overview
Background and Intent
Studies Conducted in Iraqi Combat Zone
- Prototype Study
- Theoretical Model Study
In Extremis Leadership Framework
Inherent MotivationInherent Motivation
“Hollywood does us no favors.”
In Extremis Leadership Framework
Inherent Motivation Learning (outward) Learning (outward)
OrientationOrientation
In Extremis Leadership Framework
Inherent Motivation Learning (outward)
Orientation Shared RiskShared Risk
“All these people making these big salaries should be out there on the front line, and I am disappointed,” a frustrated Borough President
James Molinaro said Thursday morning. “And my advice to the people of Staten Island is, ‘Do not donate to the American Red Cross. Let
them get their money elsewhere.’”
In Extremis Leadership Framework
Inherent Motivation Learning (Outward)
Orientation Shared Risk Common LifestyleCommon Lifestyle
Reduced social distance is high payoff and counterintuitive
In Extremis Leadership Framework
Inherent Motivation Learning (outward)
Orientation Shared Risk Common Lifestyle Competence, Loyalty, Competence, Loyalty,
Trust (in that order)Trust (in that order)
In Extremis Model of a Trusted Leader
Attribute
1. Competent
2. Loyal
3. Honest/Good Integrity
4. Leads by Example
5. Confident
6. Courageous (physical & moral)
7. Self-Control (maintains composure)
8. Shares Information
9. Personal Connection with Followers
10. Trusts Followers
Sweeney, P.J. (2007). Trust: The key to combat leadership. In D. Crandall (Ed.), Leadership lessons from West Point (pp. 252-277). San Francisco: Jossey-Bass.
TRUST DEMANDS AUTHENTICITYTRUST DEMANDS AUTHENTICITY
Discussion