Saturday, March 3, 2007

Team Leadership

How is team leadership different from traditional top-down leadership?
  • Responsibility for group effectiveness is not on the leader's shoulders but is shared by the group.
  • Control over the final decision is not held by the leader but is best left to the group.
  • The importance of one's position and power are de-emphasized in team leadership.
  • The leader perceives the group not as a set of individuals but as an "interacting and collective team."
  • The task-oriented functions of the team are not performed only by the leader but are shared by the entire group through its new roles.
  • Group maintenance functions are not performed systematically but are emphasized and shared by the group as a whole.
  • Socioemotional processes and interactions, while mostly ignored by leaders in top-down settings, are observed closely by team leaders.
  • Expressions of members' needs and feelings are not discouraged but are encouraged by team leaders and are dealt with openly in meetings.
What does the research say about team leadership? The Center for Creative Leadership (CCL)'s 2006 State of Teams Report provides a broad look at the challenges, needs, and functioning of teams in today's organizations. The report was based on survey results from 118 CCL program alumni. Download the report here.

Friday, March 2, 2007

Research on Emerging Leaders: Are Their Needs and Issues Different?

The Center for Creative Leadership (CCL) conducted a study a couple of years ago looking at leadership development needs of the Emerging Leaders population, which CCL define as professional staff under 35 years of age. To this end it gathered data and worked with clients on the following questions:
  • What are the leadership development needs of emerging leaders? How do these needs differ from those of other age groups?
  • What are the learning styles of emerging leaders?
  • How do these learning styles differ from those of other age groups?
  • What are the challenges emerging leaders face in defining and shaping their careers?
  • What are the challenges of working across generations?
What did they learn? There are striking similarities in the needs of younger leaders and more established ones. To learn more, Download summary here.

Thursday, March 1, 2007

Qualities of Effective Economic Development CEO

If you read Richard Moyers book, The Nonprofit Chief Executive's Ten Basic Responsibilities, you'll discover Moyers sees seven key qualities a nonprofit CEO should possess:

  • Integrity
  • Credibility
  • Charisma
  • Vision
  • Initiative
  • Responsiveness
  • Competence

These same qualities are important to the CEO of a local, regional or state ED organization. By the way, I would add an 8th to the list: Be a master juggler!

Leading through Networks of Responsibility

"We must develop a network of leaders, drawn from all segments, who accept some measure of responsibility for the community's shared concerns. I call them networks of responsibility, leaders of disparate or conflicting interests who undertake to act collaboratively on behalf of the shared concerns of the community and the nation." -- John W. Gardner

Influential Voice on Leadership: Richard E. Boyatzis

Richard E. Boyatzis is a hometown boy; that is he is based in my hometown, Cleveland, Ohio. Boyatzis is a Professor of Organizational Behavior in the Weatherhead School of Management at Case Western Reserve University. He holds a B.S. in Aeronautics and Astronautics from MIT and a Ph.D. in Social Psychology from Harvard University. Boyatzis is one of the world’s leading experts in leadership development and emotional intelligence (EI).

Boyatzis' work is very important to the field of leadership. I think his work on the emotional and spiritual dimensions of leadership are extraordinarily important. He is a voice that economic development leaders should listen to.

Boyatzis describes his work as an exploration of “how and why people change. It is a way of thinking about your talent, what you are, and what you want to do with it. My hope is that we can rediscover the power of the human spirit.”

Here are some of his books and articles touching on leadership development:

  • Boyatzis, Richard E, Annie McKee. Resonant Leadership: Renewing Yourself and Connecting to Others through Mindfulness, Hope and Compassion. Boston, MA Harvard Business School Press 2005.

  • Boyatzis, Richard E, Fabio Sala. "Assessing emotional intelligence competencies." The Measurement of Emotional Intelligence. Glenn Gehr (ed.). NY, NY Nova Science Publishers 2004.

  • Goleman, D., Richard E Boyatzis, A. McKee. Primal Leadership: Realizing the Power of Emotional Intelligence. Boston, MA Harvard Business School Press 2002.

  • Boyatzis, Richard E. "Intentional Change from a Complexity Perspective", Journal of Management Development, August 2006, p. 607-623.

  • Boyatzis, Richard E, Kleio Akrivou. "The Ideal Self as a Driver of Change", Journal of Management Development, August 2006, p. 624-642.

  • Boyatzis, Richard E, Melvin Smith, Nancy Blaize. "Developing Sustainable leaders through coaching and compassion", Academy of Management Learning and Education, March 2006, p. 8-24.

Wednesday, February 28, 2007

Book Review: Simple Solutions

Simple Solutions by Thomas Schmitt, Arnold Perl, Frederick W. Smith is clear that when it comes to leadership, simple is better complex.

One very important element of simple focus is to keep your eye on the actual results. This means focusing on the impact that activities, initiatives, and projects are intended to produce.

Too often leaders put a great deal of time into rolling out a new initiative that is intended to take the organization to new heights, only to allow the team to get sidetracked with outside issues all along the way.

The “simple solutions” to the above issue is to approach results with a laser beam rather than a flood light. While a flood light certainly lights the path in front of you, it also takes in all the peripheral scenery that can take your eyes off the beaten path. The laser light harnesses your thoughts and energy to one single path, keep you squarely focused on where you need to go.

Tuesday, February 27, 2007

Don Iannone on the Future of Economic Development

Recently I was invited to kick-off the St. Louis Regional Chamber and Growth Association's new Economic Development Leadership Program. This exciting new program focuses on strengthening the economic development leadership capacity across the region's 16-county area.

Download my presentation here.

Monday, February 26, 2007

Ten Qualities of Servant Leadership:

Listening – Servant Leaders value listening deeply to others, seeking to hear both what is and is not said. They hear and value the will of the group. They listen to their intuition and conscience.

Empathy – Serving leaders aim to understand and empathize with others. They recognize others’ special talents and circumstances. They assume good intentions, even when rejecting performance.

Healing – Service-based leaders act in ways that promote health and healing in themselves and others. They appreciate each person’s inherent worth, talents, efforts and contributions, and express their appreciation. They strive to act in ways that are positive, caring and considerate.

Awareness – Servant Leaders seek increasing self-awareness and promote other’s awareness. They know their code of ethics and values and take them into account in decision-making.

Persuasion – Service-based leaders rely on persuasion, not domination, intimidation, manipulation or coercion. They build consensus, seek cooperation, and value a democratic leadership style.

Conceptualization – Serving leaders dare to ‘dream great dreams.’ They value the ability to think beyond day-to-day reality. They nurture others’ ability to work outside their usual frame of thinking. They encourage creative ideas and innovation.

Foresight – Servant Leaders value experience, facts and intuition. They strive to understand lessons from the past, appreciate present realities, and strive to foresee possible consequences of their decisions.

Stewardship – Serving leaders feel a sense of responsibility and strive to promote society’s greater good. They value service to others, as well as to self. They take ownership for the outcomes of their acts, including successes and setbacks. They have a sense of responsibility to the larger entities to which they belong, including their organizations, community, state, nation and natural environment.

Commitment to Other’s Growth – Service-based leaders believe people have intrinsic value, and are committed to fostering personal and professional growth of all people, encourage worker involvement, responsibility, expression of talents, and input in decision-making. They give credit when it’s due, appreciate effort and success, and help others grow in strength, awareness and maturity.

Community – Servant Leaders strive to strengthen the sense of community within and without their organization. Their actions are guided by a conscience that values, protects and contributes to their community, state, nation and global culture.

Learn more about Servant Leadership at Robert Greenleaf Center for Servant Leadership.

Sunday, February 25, 2007

Published Books on Collaboration

One of the biggest challenges facing ED leaders is creating the right collaboration to make change. Here are a few good books on the subject of collaboration:

The Collaboration Challenge by Professor James Austin

Common Interest, Common Good: Creating Value Through Business and Social Sector Partnerships by Shirley Sagawa

Enterprising Nonprofits: A Toolkit for Social Entrepreneurs by J. Gregory Dees, Peter Economy, Jed Emerson, Rob Johnston

Forging Nonprofit Alliances: A Comprehensive Guide to Enhancing Your Mission Through: Joint Ventures & Partnerships, Management Service Organizations, Parent Corporations, Mergers by Jane Arsenault

Making Money While Making a Difference by Richard Steckel, Phd., Robin Simons, Jeffrey Simons and Norman Tanen