Macomb Community College

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Leadership Past, Present and Future
Dr. Tracy Edwards
_at_ April 10, 2008
tracy.edwards_at_lethbridgecollege.ab.ca
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Presentation available atwww.lethbridgecollege.a
b.ca/presentation
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With thanks!
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The Plan . . .

• Quick history of leadership
• A Leadership Quiz
• Leaderships evolution
• Kouzes and Posner
• Whats next?

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A historical perspective . . .
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Trait Theory to 1947

• Based on nobility and being born into positions
  of leadership
• Leaders have natural abilities of power and
  influence

Great Man theory
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Behavioural Approach 1950s 1960s

• Shifted from what leaders are to what leaders
  do
• Studies at U of Michigan and Ohio State
• What kind of behaviors were characteristic of
  effective leaders?

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Contingency Theories 1960s and 70s

• Situational factors alter the effectiveness of
  leadership
• No one size fits all
• Fit style to situation

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Transformational Leadership 1978 - present
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Theoretical Beginnings. . .

• Transactional vs Transformational Leadership
• The leaders impact on followers
• Create trust, loyalty, admiration, respect
• Encourage the heart!

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A Leadership Quiz. . .
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Who are they, and what makes them great (or not)?
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Leadership Transitions
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Characteristics of Admired Leaders (in )

• 1. Honest 88
• 2. Forward-Looking 71
• 3. Competent 66
• 4. Inspiring 65

Kouses and Posner, Academic Administrators Guide
to Exemplary Leadership, 2003

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Leadership as Service
Servant leadership is a practical philosophy and
model that supports people who choose to serve
first, and then lead as a way of expanding
service to individuals and institutions. Servant
leadership encourages collaboration, trust,
foresight, listening, and the ethical use of
power and empowerment.
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New Metaphors for Leaders

• Gardeners
• Midwives
• Stewards
• Servants
• Missionaries
• Facilitators
• Convenors

Meg Wheatley, Leadership and the New Science, 1999
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Leadership with Emotional Intelligence
Great leaders move us. They ignite our passions
and inspire the best in us. When we try to
explain why they are effective, we speak of
strategy, vision, or powerful ideas. But the
reality is much more primal Great leadership
works through emotions.
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Level Five Leadership

• Builds enduring greatness through a paradoxical
  blend of personal humility and professional will

Humility Will Level 5
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Fundamental State of Leadership

• Reflective Action
• Authentic Engagement
• Appreciative Inquiry
• Grounded Vision
• Adaptive Confidence
• Detached Interdependence
• Responsible Freedom
• Tough Love

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Higher Ground Leadership
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• Leadership is a relationship
• Credibility
• DWYSYWD
• Leaders develop capacity
• Leaders listen deeply
• Leaders are shared possibility thinkers

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The Achilles Heel of Leaders

• Believe they know it all
• Believe they are in charge
• Believe the rules dont apply to them
• Believe they will never fail
• Believe they did it all by themselves
• Believe they are better than the little people
• Believe they are the organization

Kouzes and Posner (2006) A Leaders Legacy
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Model the Way
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Inspire a Shared Vision
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Encourage the Heart
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Enable Others to Act
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Challenge the Process
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But whats next?
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Generative Process/Leadership

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Just published. . .
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Newer still. . .
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Adaptive vs Generative Processes
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A problem that is generatively complex cannot be
solved with a prepackaged solution from the past.
A solution has to be worked out as the situation
unfolds, through a creative, emergent, generative
process.
A. Kahane (2004) Solving Tough Problems
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Generative Leadership for Generative Processes
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The Role of the Leader in Setting the Stage
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Creating a Safe Place. . .
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Generative Leadership in Action

• Recognizing lenses

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Generative Leadership Action

• Suspending judgment

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Generative Leadership in Action

• Openness to possibility

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No great idea ever entered the mind through an
open mouth.
Source Unknown
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Generative Leadership in Action

• Ignoring old scripts

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And now at this point in the meeting, Id like
to shift the blame away from me toward someone
else.
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Generative Leadership in Action

• No re-loading

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Trust is openness. Trust is valuing other
people such that you respect their opinions and
perspectives. You listen to them. Trust means
moving outside your comfort zone and letting go
of always doing it your way, or even the way that
its always been done before.
Kouzes and Posner (2006) A Leaders Legacy
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Participant Expectations
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The Generative Process. . .

• Pay attention to your state of being and how you
  are talking and listening
• Speak up
• Remember, you dont know the truth about anything
• Engage with and listen to others who have a stake
  in the system

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GP (more). . .

• Reflect on your own role in the system
• Listen with empathy
• Listen to what is being said not just by yourself
  and others but through all of you
• Stop talking!!
• Relax and be fully present

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Tracys Take on Leadership . . .
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An uncomplicated look at an evolving discipline .
. .
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Introducing. . . Melvis!
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My Five Point Leadership ALERT
uthenticity

• A

istening

• L

mpathy

• E

elationships/Respect
rust

• T

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Theres a deep human yearning to make a
difference
Kouzes and Posner (2003) Academic
Administrators Guide to Exemplary Leadership
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We can only speak in terms of relationships.
Ethics for the New Millennium Dalai Lama, 1999

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Questions/comments?
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Leadership Past, Present and Future
Dr. Tracy Edwards
_at_ April 10, 2008
tracy.edwards_at_lethbridgecollege.ab.ca