Psychology 1508: Leadership Cultivation “Insist on yourself; never imitate Your own gift you can present every moment with the cumulative force of a whole life’s cultivation; but of the adopted talent of another you have only an extemporaneous half possession That which each can best, none but his Maker can teach him Where is the master who could have instructed Franklin, or Washington, or Bacon, or Newton? Do that which is assigned to you, and you cannot hope too much or dare too much.” Ralph Waldo Emerson Are Leaders Born? • Leadership is a skill “If you truly believe leaders are born to lead, you may avoid engaging in situations and experiences that trigger your full leadership potential You may even engage in those situations and experiences, but fail to derive the deep meaning from those events that can enhance your leadership development Your beliefs about leadership can become self-fulfilling and self-limiting.” Bruce Avolio • Acquired/stable skills (Wood & Bandura, 1989) Are Leaders Made? • Engenders passivity “Education is a remarkable thing, but it is well to remember from time to time that nothing that is worth knowing can be taught.” Oscar Wilde Leaders Make Themselves! “They all agree that leaders are made, not born, and made more by themselves than by any external means.” Warren Bennis “All of the leaders I talked with agreed that no one can teach you how to become yourself, to take charge, to express yourself, except you.” Warren Bennis • Conditions rather than causes (Hackman, 2001) The Leadership Development Field “Leadership scholars should consider why the gap between theory and practice persists Why, for example, is there a rather large literature on ethical leadership, but scant or even no evidence that this literature makes much of a difference? Does the divide between what we preach and what we practice say something about the nature of leadership educations? If yes, how should leadership teaching and training be changed so as to make it more effective?” Kellerman & Webster The Leadership Development Field “Although studies have shown that real change can result from training, most of the time the change doesn’t seem to be sustained, which is why it is often called the honeymoon effect Considering that more than 60 billion dollars spent in North America alone on training, this is a sobering observation.” Goleman et al What Are We Trying to Cultivate? • Emotional Intelligence “While the precise ratio of EI to cognitive abilities depends on how each are measured and on the unique demands of a given organization, our rule of thumb holds that EI contributes 80 to 90 percent of the competencies that distinguish outstanding from average leaders—and sometimes more To be sure, purely cognitive competencies, such as technical expertise, surface in such studies—but often as threshold abilities, the skills people need simply to an average job.” Daniel Goleman Soft Is Hard • Limbic vs neo-cortex change Soft Is Hard • Limbic vs neo-cortex change “The problem is that most training programs for enhancing emotional intelligence abilities, such as leadership, target the neocortex rather than the limbic brain The thinking brain can comprehend something after a single hearing or reading The limbic brain, on the other hand, is a much slower learner—particularly when the challenge is to relearn deeply ingrained habits Leadership learning, therefore, requires a different model from what works for the thinking brain: It needs lots of practice and repetition.” Daniel Goleman No Five Easy Steps to Leadership EI Leadership Skills • • • • • • • • Self-awareness Openness to criticism Ability to manage emotions Motivation Self-confidence Honesty and integrity Ability to develop others Courage Authenticity “Authority is granted to people who are perceived as authoring their own words, their own actions, their own lives.” Parker Palmer “To be authentic is literally to be your own author, to discover your native energies and desires, and then to find your own way of acting on them.” Warren Bennis Know Thyself and Be Thyself “Know thyself.” The Oracle of Delphi “This above all: To thine own self be true, And it must follow as night follows day, Thou canst not then be false to any man.” Shakespeare Good teaching cannot be reduced to technique; good teaching comes from the identity and integrity of the teacher Parker Palmer Step 1: Know Thyself “‘Know thyself’ was the inscription over the Oracle at Delphi And it is still the most difficult task any of us faces But until you truly know yourself, strengths and weaknesses, know what you want to and why you want to it, you cannot succeed in any but the most superficial sense of the word.” Warren Bennis • Key to well-being (Campbell et al., 1996) Knowing Oneself, Knowing Others “If a person is perpetually oblivious to his own feelings, he will also be tuned out to how others feel.” Daniel Goleman “In going down into the secrets of his own mind he has descended into the secrets of all minds.” Ralph Waldo Emerson “We must remember that knowledge of one’s own deep nature is also simultaneously knowledge of human nature in general.” Abraham Maslow • The extrinsic incentives bias (Heath, 1999) Getting to Know Ourselves • Reflection “Managers’ self-ratings are less accurate than others’ ratings when compared to ‘objective criterion measures Generally speaking, managers appear to have little knowledge of their own strengths and weaknesses.” Beverly Alimo-Mecalfe 360 Degrees Feedback (Forward) • Predicting success (McEvoy & Beatty, 1989) • Finding leverage points Step 2: Be Thyself “Becoming a leader is synonymous with becoming yourself It’s precisely that simple, and it’s also that difficult.” Warren Bennis • The “One Type of Leader” myth • How can I be a leader; let me count the ways • Overlap between passions and strengths “Excellent team leaders are aware of their natural styles—they know what they like to do, what they can easily and well, and what they can accomplish only with difficulty if at all They learn over time how to exploit their special stregths and preferences, and how to contain or circumvent their weaknesses.” Richard Hackman Strengths Passions Zone of Great Leadership Strengthening Our Strengths “We’re typically over-qualified in naming our weaknesses and much less savvy about those things at which we are naturally good.” Stavros & Torres “Only when you operate from strengths can you achieve true excellence One cannot build performance on weaknesses It takes far more energy to improve from incompetence to mediocrity than to improve from first-rate performance to excellence.” Peter Drucker “The real tragedy of life is not that each of us doesn’t have enough strengths, it’s that we fail to use the ones we have.” Buckingham & Clifton Success Through Strengths “Confidence is more than empty ‘pep talk.’ There was a movement in California to build self-esteem because somebody had decided schoolchildren did not have enough self-esteem You don’t build self-esteem by patting people on the back and telling them they’re wonderful Confidence is a much more complex phenomenon that comes from experiencing one’s strengths in action.” Rosabeth Moss Kanter “Presidents don’t great things by dwelling on their limitations, but by focusing on their possibilities.” Henry Kissinger ... 2001) The Leadership Development Field Leadership scholars should consider why the gap between theory and practice persists Why, for example, is there a rather large literature on ethical leadership, ... literature makes much of a difference? Does the divide between what we preach and what we practice say something about the nature of leadership educations? If yes, how should leadership teaching... precise ratio of EI to cognitive abilities depends on how each are measured and on the unique demands of a given organization, our rule of thumb holds that EI contributes 80 to 90 percent of the competencies