Welcome James to Week 1 of Your Personalized Master Course in Leader Development.
Week 1: Leadership Frameworks
This Week’s Goals
- Understand the complexity of leadership styles versus leadership frameworks.
- Understand that leadership is a verb, and can be taken with or without formal authority.
- That “leadership styles” limit one’s perspective in what it means to exercise leadership.
- Understand how hierarchy of needs plays into one’s ability to lead. Feelings of scarcity and abundance can tune one’s behavior.
- Understand how leadership styles poses implicit value judgements.
In this first week of your work you will examine a few different frameworks or “styles” of leadership. These will include several taught at Harvard University. The decision was made to provide you with this goal in relation to your stated goal of:
“I would like to better understand my own leadership style and how that style both influences my daily actions and is received by my managers, peers and direct reports.”
Quick Topics on Leadership
Below are two quick videos to set the tone for leadership and authority.
Servant Leadership and Transformational Leadership Styles
“Transformational leadership is defined as a leadership approach that causes change in individuals and social systems. In its ideal form, it creates valuable and positive change in the followers with the end goal of developing followers into leaders. Enacted in its authentic form, transformational leadership enhances the motivation, morale and performance of followers through a variety of mechanisms.”
“This article examines transformational leadership and servant leadership to determine what similarities and differences exist between the two leadership concepts. The authors posit that the primary difference between transformational leadership and servant leadership is the focus of the leader. The transformational leader’s focus is directed toward the organization, and his or her behavior builds follower commitment toward organizational objectives, while the servant leader’s focus is on the followers, and the achievement of organizational objectives is a subordinate outcome.”
“SERVANT AND LEADER — can these two roles be fused in one real person, in all levels of status or calling? If so, can that person live and be productive in the real world of the present? My sense of the present leads me to say yes to both questions. This paper is an attempt to explain why and to suggest how. The idea of The Servant as Leader came out of reading Hermann Hesse’s Journey to the East. ”
What resonated with you about these resources?
What are the implicit assumptions of the servant leader style?
What are the implicit assumptions of the transformational leader style?
Adaptive Leadership Framework
“A fresh, more inclusive idea of leadership is required to help overcome the adaptive challenges facing modern organisations. The role of leadership in these new organisations is to create safe holding environments where constructive disequilibrium can flourish. Leadership in this sense can come from anywhere within an organisation, and should permeate its very DNA.”
“Since 1994, Adaptive leadership has been advanced and explored in a series of other books in addition to Leadership Without Easy Answers and Leadership on the Line. 1 The burgeoning literature in this emerging field includes the work of our colleagues Sharon Daloz Parks, in Leadership Can Be Taught, and Dean Williams, in Real Leadership.”
“To stay alive, Jack Pritchard had to change his life. Triple bypass surgery and medication could help, the heart surgeon told him, but no technical fix could release Pritchard from his own responsibility for changing the habits of a lifetime. He had to stop smoking, improve his diet, get some exercise, and take time to relax, remembering to breathe more deeply each day.”
What resonated with you about these resources?
How will these new perspectives change your decision to exercise leadership?
Authentic Leadership Framework
“We all have the capacity to inspire and empower others. But we must first be willing to devote ourselves to our personal growth and development as leaders. During the past 50 years, leadership scholars have conducted more than 1,000 studies in an attempt to determine the definitive styles, characteristics, or personality traits of great leaders. None of these studies has produced a clear profile of the ideal leader. Thank goodness. If scholars had produced a cookie-cutter leadership style, individuals would be forever trying to imitate it. They would make themselves into personae, not people, and others would see through them immediately.”
“In today’s world, there is a strong chorus of calls for more authentic leadership. Maybe these calls abound because of the growing level of cynicism that many people have expressed regarding leaders around the globe who seem to pad their own pockets at the expense of their people and the organizations they serve. Many examples exist, including the leader of North Korea who lives in opulence while the majority of his population is starving, contractors working in Iraq who are supposed to be there to support the multi-national war effort but incurring scores of accusations concerning overcharges and special bonuses…”
When do you feel like you are most authentic?
When do you feel like your authenticity is stifled?
What are your main takeaways from the Authentic Leadership Model?
Final Resource and Reflection
“Leadership plays a vital role in facilitating the development of effective and innovative schools and educational systems that promote quality teaching and learning (Dinham, 2005; Leithwood, 2007). The environment within which educational leaders operate is dynamic and continues to change in response to external pressures and societal changes. This dynamic environment manifests itself in an ever increasing demand from stakeholders for improved performance in the operations of educational institutions. Robertson and Webber (2002) stated that “educational leaders today are compelled to practice in complex politicized diverse conditions to a greater degree than ever in the history of education.”
What are your takeaways when it comes to the challenges of a framework such as Adaptive Leadership or Authentic Leadership and a style such as Transformational or Servant Leadership?
Final Reflective Question:
What have you learned about yourself in this week’s work?
What do you wish we had dived deeper on?
What are your main take-aways?