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Leadership: A Personal Reflection 5 Crucial Qualities Jesse Leraas E7137 Educational Leadership Final Project

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5 Crucial Leadership Qualities <ul><li>Visionary: </li></ul><ul><ul><li>Ability to set the direction of the organization </li></ul></ul><ul><li>Inspirational: </li></ul><ul><ul><li>Ability to Motivate </li></ul></ul><ul><li>Communication: </li></ul><ul><ul><li>Ability to Express the Message </li></ul></ul><ul><li>Empathy: </li></ul><ul><ul><li>Ability to make Connections with Constituents </li></ul></ul><ul><li>Manage Change </li></ul><ul><ul><li>Ability to Move the Organization Forward </li></ul></ul>

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Visionary <ul><li>“ If leaders are to be admired and respected, they must have the ability to see across the horizon of time and imagine what might be . We are not inclined to follow those who are directionless...” </li></ul>Kouzes, J. & Posner, B.Z. (2003). Credibility : how leaders gain it and lose it, why people demand it . San Francisco, CA : Jossey-Bass. “ Honest or not, leaders who don't know where they are going are likely to be joined by the rest of us for only as far as we ourselves can see…”

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Visionary <ul><li>“… Constituents ask that a leader have a well-defined orientation toward the future. We want to know what the organization will look like, feel like, be like when it arrives at its goal in six months or six years. </li></ul>Kouzes, J. & Posner, B.Z. (2003). Credibility : how leaders gain it and lose it, why people demand it . San Francisco, CA : Jossey-Bass. We want to have a described to us in rich detail so that we will know when we have arrived and so that we can select the proper route for getting there” (p. 16).

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Inspiration <ul><li>Kouzes & Posner. (2003). The leadership challenge . Francisco, CA : Jossey-Bass, edition: 3rd ed. </li></ul><ul><li>“ It’s not enough for a leader to have a dream about the future... </li></ul>What ever the circumstances, when leaders breathe life into our dreams and aspirations, we’re much more willing to enlist in the movement” (p. 31).

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Inspiration <ul><li>“ For organizations riding the waves of change (and what organization is not these days?), traditional management is not enough...” </li></ul><ul><li>Goleman, D. (1998). Working with emotional intelligence . New York : Bantam Books. </li></ul>“ In times of transformation, a charismatic, inspiring leader is called for” (p. 169).

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Communication <ul><li>Baldoni, John. (2003). Great Communication Secrets of Great Leaders . Blacklick, OH, USA: McGraw-Hill Co. Retrieved January 31, 2008, from http://site.ebrary.com/lib/argosy/Doc?id=10152916&ppg=16. </li></ul>“ Communications is a two-way process that involves both SPEAKING & LISTENING, and also checking for UNDERSTANDING.” “ This is not easy. The ability to communicate is the leader’s most effective tool…”

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Communication <ul><li>Baldoni, John. (2003). Great Communication Secrets of Great Leaders . Blacklick, OH, USA: McGraw-Hill Co. Retrieved January 31, 2008, from http://site.ebrary.com/lib/argosy/Doc?id=10152916&ppg=16. </li></ul>“… The capacity to construct a message, address it to another, listen for feedback, process that feedback, and continue to communicate in ways that are understood is one of the hardest things a leader will have to do” (p. 16).

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Empathy <ul><li>Blank, Warren. (2001). Skills of Natural Born Leaders . Saranac Lake, NY, USA: AMACOM. Retrieved January 31, 2008, from http://site.ebrary.com/lib/argosy/Doc?id=10120182&ppg=66. </li></ul><ul><li>“ Effective leaders walk in another’s shoes to create genuine empathy: the ability to understand experience from the other person’s perspective . Followers need to know the leader can relate to their feelings, concerns, and desires…” </li></ul>

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Empathy <ul><li>Blank, Warren. (2001). Skills of Natural Born Leaders . Saranac Lake, NY, USA: AMACOM. Retrieved January 31, 2008, from http://site.ebrary.com/lib/argosy/Doc?id=10120182&ppg=66. </li></ul><ul><li>“ Skillful walking in another’s shoes means showing people you truly know them at their level and can relate to the events of their lives. The best leaders walk in another’s shoes to demonstrate by behavior and to communicate in words that the other’s feelings and beliefs are important and valid ” (p. 66). </li></ul>

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Empathy <ul><li>Kouzes, J.M., & Posner, B.Z. (1999). Encouraging the heart: </li></ul><ul><li>a leader's guide to rewarding and recognizing others. </li></ul><ul><li>San Francisco: Jossey-Bass. </li></ul><ul><li>“ Studies from the Center for Creative leadership reveal that successful executives derailed because of insensitivity and inability to understand he perspectives of other people . “ </li></ul>

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Empathy <ul><li>Kouzes, J.M., & Posner, B.Z. (1999). Encouraging the heart: </li></ul><ul><li>a leader's guide to rewarding and recognizing others. </li></ul><ul><li>San Francisco: Jossey-Bass. </li></ul><ul><li>“ They undervalued the contributions of others, making them feel inadequate. They listened poorly, acted dictatorially, played favorites, and failed to give—or sometimes even share—credit with others…” </li></ul>

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Empathy <ul><li>“ The net result over time was that these traits and attitudes caught up with them. When these managers really needed the help of others around them, they were left to fend for themselves, ignored, isolated, and on occasion purposely sabotaged ” (p. 79-80). </li></ul>Kouzes, J.M., & Posner, B.Z. (1999). Encouraging the heart: a leader's guide to rewarding and recognizing others. San Francisco: Jossey-Bass.

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Manage Change <ul><li>Slater, Robert. (2002). 29 Leadership Secrets From Jack Welch . </li></ul><ul><li>Blacklick, OH, USA: McGraw-Hill Professional. </li></ul><ul><li>Retrieved February 1, 2008, from http://site.ebrary.com/lib/argosy/Doc?id=10045597&ppg=16. </li></ul><ul><li>Accept change. Business leaders who treat change like the enemy will fail at their jobs. Change is the one constant, and successful business leaders must be able to read the ever-changing business environment. </li></ul>

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Manage Change <ul><li>Slater, Robert. (2002). 29 Leadership Secrets From Jack Welch . </li></ul><ul><li>Blacklick, OH, USA: McGraw-Hill Professional. </li></ul><ul><li>Retrieved February 1, 2008, from http://site.ebrary.com/lib/argosy/Doc?id=10045597&ppg=16. </li></ul><ul><li>Let your employees know that change never ends . Teach your colleagues to see change as an opportunity ; a challenge that can be met through hard work and smarts. </li></ul>

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Manage Change <ul><li>Slater, Robert. (2002). 29 Leadership Secrets From Jack Welch . </li></ul><ul><li>Blacklick, OH, USA: McGraw-Hill Professional. </li></ul><ul><li>Retrieved February 1, 2008, from http://site.ebrary.com/lib/argosy/Doc?id=10045597&ppg=16. </li></ul><ul><li>Be ready to rewrit e your agenda. Welch always encouraged his managers and employees to be prepared to re-examine their agenda and to make changes when necessary. </li></ul>

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5 Crucial Qualities and the Leadership Cycle? ACTION Vision Inspiration Manage Change Communication Empathy

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Questions