Saturday, March 24, 2007

ED Leader Newsletter #4

Dear Reader:

Welcome to the fourth issue of the ED Leader Newsletter.

Scroll down and you will find articles on:
Enjoy and let me know what you think. Don's email.

Please drop by the ED Leader Blog: http://econdevleader.blogspot.com (You can now leave comments without registering. It's simple.)

Best wishes,

Don Iannone
Publisher, ED Leader Journal

Tranformational Leadership: What is It?

The term transformational leadership was first coined by J.V. Downton in 1973 in Rebel Leadership: Commitment and charisma in a revolutionary process.
Management guru James MacGregor Burns first introduced the concepts of transformational and transactional leadership in his treatment of political leadership, but this term is now used in organizational psychology as well. According to Burns, the difference between transformational and transactional leadership is what leaders and followers offer one another.

Transformational leaders offer a purpose that transcends short-term goals and focuses on higher order intrinsic needs. This results in followers identifying with the needs of the leader.

The four dimensions of transformational leadership are:

Charisma or Idealized influence: the degree to which the leader behaves in admirable ways that cause followers to identify with the leader. Charismatic leaders display convictions, take stands and appeal to followers on an emotional level. This is about the leader having a clear set of values and demonstrating them in every action, providing a role model for their followers.

Inspirational motivation: the degree to which the leader articulates a vision that is appealing and inspiring to followers. Leaders with inspirational motivation challenge followers with high standards, communicate optimism about future goals, and provide meaning for the task at hand. Followers need to have a strong sense of purpose if they are to be motivated to act. Purpose and meaning provide the energy that drives a group forward. It is also important that this visionary aspect of leadership be supported by communication skills that allow the leader to articulate his or her vision with precision and power in a compelling and persuasive way.

Intellectual stimulation: the degree to which the leader challenges assumptions, takes risks and solicits followers' ideas. Leaders with this trait stimulate and encourage creativity in their followers.

Individualized consideration or Individualized attention: the degree to which the leader attends to each follower's needs, acts as a mentor or coach to the follower and listens to the follower's concerns and needs. This also encompasses the need to respect and celebrate the individual contribution that each follower can make to the team (it is the diversity of the team that gives it its true strength).

Apart from its central role in transformational leadership theory, charismatic leadership has been the basis of its own distinct literature. Transformational leadership and charismatic leadership theories have much in common and complement each other in important ways.

Friday, March 23, 2007

Leadership Quotes

Christina Baldwin...
To work in the world lovingly means that we are defining what we will be for, rather than reacting to what we are against.

Robert K. Greenleaf...
The only test of leadership is that somebody follows.

Unknown
Blessed is the leader who seeks the best for those he serves.

Peter F. Drucker...
Leadership is not magnetic personality—that can just as well be a glib tongue. It is not "making friends and influencing people"—that is flattery. Leadership is lifting a person's vision to higher sights, the raising of a person's performance to a higher standard, the building of a personality beyond its normal limitations.

Lao Tzu...
A leader is best when people barely know he exists, not so good when people obey and acclaim him, worse when they despise him....But of a good leader who talks little when his work is done, his aim fulfilled, they will say, "We did it ourselves.

Lao Tzu...
Be gentle and you can be bold; be frugal and you can be liberal; avoid putting yourself before others and you can become a leader among men.

Donald H. McGannon...
Leadership is action, not position.

Fred Smith...
Leadership is getting people to work for you when they are not obligated.

Anon...
A real leader faces the music, even when he doesn't like the tune.

Mary D. Poole...
Leadership should be more participative than directive, more enabling than performing.

Marian Anderson...
Leadership should be born out of the understanding of the needs of those who would be affected by it.

Harold J. Seymour...
Leaders are the ones who keep faith with the past, keep step with the present, and keep the promise to posterity.

Peter F. Drucker...
Effective leadership is not about making speeches or being liked; leadership is defined by results not attributes.

Unkown...
A good leader inspires others with confidence in him; a great leader inspires them with confidence in themselves.

Franklin D. Roosevelt...
A good leader can't get too far ahead of his followers.

Tacitus...
Forethought and prudence are the proper qualities of a leader.

Tom Landry...
Leadership is getting someone to do what they don't want to do, to achieve what they want to achieve.

Max DePree...
Leadership is much more an art, a belief, a condition of the heart, than a set of things to do. The visible signs of artful leadership are expressed, ultimately, in its practice.

Warren Bennis...
Good leaders make people feel that they're at the very heart of things, not at the periphery. Everyone feels that he or she makes a difference to the success of the organization. When that happens people feel centered and that gives their work meaning.

John F. Kennedy...
Leadership and learning are indispensable to each other.

Edgar Powell ...
No organization is stronger than the quality of its leadership, or ever extends its constituency far beyond the degree to which its leadership is representative.

James L. Fisher...
Leadership is the special quality which enables people to stand up and pull the rest of us over the horizon.

Chinese proverb...
He who cannot agree with his enemies is controlled by them.

Donald H. McGannon...
Leadership is action, not position.

Bernd Brecher...
There are many elements to a campaign.Leadership is number one. Everything else is number two.

Anthony T. Dadovano...
A good leader is not the person who does things right, but the person who finds the right things to do.

Talleyrand...
I am more afraid of an army of 100 sheep led by a lion than an army of 100 lions led by a sheep.

Walter Lippmann...
The final test of a leader is that he leaves behind him in other men the conviction and the will to carry on.

Abigail Adams...
Great necessities call forth great leaders.

Charles S. Lauer...
Leaders don't force people to follow—they invite them on a journey.

Knute Rockne...
I have to get the most energy out of a man and have discovered that it cannot be done if he hates another man. Hate blocks his energy and he isn't up to par until he eliminates it and develops a friendly feeling...(towards all his teammates.)

John Maxwell...
The first step to leadership is servanthood.

Max DePree...
The first responsibility of a leader is to define reality.

Thursday, March 22, 2007

Edward de Bono: Creativity Vital to Leadership

"You cannot teach a man anything;you can only help him to find it within himself" --Galileo
Edward de Bono

Edward de Bono has written extensively about the process of lateral thinking -- the generation of novel solutions to problems. The point of lateral thinking is that many problems require a different perspective to solve successfully.

De Bono identifies four critical factors associated with lateral thinking: (1) recognize dominant ideas that polarize perception of a problem, (2) searching for different ways of looking at things, (3) relaxation of rigid control of thinking, and (4) use of chance to encourage other ideas. This last factor has to do with the fact that lateral thinking involves low-probability ideas which are unlikely to occur in the normal course of events.

Although De Bono does not acknowledge any theoretical antecedents for lateral thinking, it seems closely related to the Gestalt theory of Wertheimer . His work is also highly relevant to the concept of creativity . Visit the De Bono web site for up-to-date information on his work.

Scope/Application

Lateral thinking applies to human problem-solving. DeBono (1971a) discusses the application of lateral thinking to management development, and DeBono (1971b) provides an interesting study of lateral thinking in children. Some of his recent work has focused on schools (e.g., DeBono, 1991).

Example

The following anecdote is provided by DeBono (1967). A merchant who owes money to a money lender agrees to settle the debt based upon the choice of two stones (one black, one white) from a money bag. If his daughter chooses the white stone, the debt is canceled; if she picks the black stone, the moneylender gets the merchant's daughter. However, the moneylender "fixes" the outcome by putting two black stones in the bag. The daughter sees this and when she picks a stone out of the bag, immediately drops it onto the path full of other stones. She then points out that the stone she picked must have been the opposite color of the one remaining in the bag. Unwilling to be unveiled as dishonest, the moneylender must agree and cancel the debt. The daughter has solved an intractable problem through the use of lateral thinking.

References

DeBono, E. (1967). New Think: The Use of Lateral Thinking in the Generation of New Ideas. New York: Basic Books.

DeBono, E. (1971a). Lateral Thinking for Management. New York: McGraw-Hill.

DeBono, E. (1971b). The Dog Exercising Machine. London: Penquin Books.

DeBono, E. (1991). Teaching Thinking. London: Penquin Books.

Wednesday, March 21, 2007

Leadership Resource Links

A

Academy Leadership
Academy of Leadership
Advancing Women
African American Leadership Institute
American Democracy Project, The
American Leadership Forum
Asian Pacific American Womens Leadership Institute
Association for Experiential Education
Association of Leadership Educators

B

Boojum Institute for Experiential Education, The

C

Center for Civic Education
Center for Community Change
Center for Creative Leadership
Center for Emerging Leadership
Center for Ethical Leadership
Center for Innovative Leadership
Center for Leadership Studies
Center for Public Leadership
Center for Visionary Leadership, The
Character Counts
Circle, The Center for Information and Research on Civic Learning and Engagement
College and Character, A National Initiative of the John Templeton Foundation
Colorado Leadership Alliance
Community Leadership Institute
Congressional Hispanic Caucus Institute, The
Congressional Youth Leadership Council
Creative Energy Options

D

Democracy Collaborative, The

E

EmergingLeader.com
EnVision Leadership
European Institute for Leadership
Experience Based Learning, Inc.

F

Fanning Institute for Leadership
Florida Leader
FOCUS Training

G

Global Leadership Program
@grass-roots.org
Greenleaf Center for Servant-Leadership

H

Hartwick Humanities in Management Institute
Heartland Center for Leadership Development
Hugh O'Brian Youth Leadership Foundation

I

INROADS
Institute for Educational Leadership
International Economic Development Council
Institute for Servant Leadership, The
International Leadership Associates
International Leadership Association

J

James MacGregor Burns Academy of Leadership
John Ben Shepperd Public Leadership Institute

K

Kravis Leadership Institute

L

Leader to Leader Institute
LeaderShape, Inc.
LeaderValues
Leadership Academy, The
Leadership America
Leadership Edge, Inc.
Leadership Communication
Leadership for a Changing World
Leadership Forum, The
Leadership Institute of Seattle
Leadership Trust, The
lean6sigma
Leadership for Institutional Change

M

Move the Mountain Leadership Center

N

National Academy for Academic Leadership
National Center for Learning and Citizenship
National Clearinghouse for Leadership Programs
National Community for Latino Leadership, Inc.
National Council for Research on Women
National Education for Women's Leadership
National Hispana Leadership Institute
National Hispanic Institute
National Outdoor Leadership School
National Society for Experiential Education
National Student Leadership Conference
National Youth Advocacy Coalition
National Youth Leadership Council
National Youth Leadership Forum
Natural Resources Leadership Institute

O

Office of Women in Higher Education
Ohio Leadership Institute
Omicron Delta Kappa
Oregon Council for Hispanic Advancement
Oregon Leadership Institute for Latino Youth
Outward Bound USA

P

Pew Partnership for Civic Change
Potential Leadership Training and Lectures
Princeton Center for Leadership Training
Prometheus Breakthrough Learning
Prudential Youth Leadership Institute

R

Reflective Leadership Center

S

Service-Learning Home Page

T

TakingITGlobal

U

United Leaders
United National Indian Tribal Youth, Inc.
United States Hispanic Leadership Institute

V

VIMA International, The Leadership Group
Vision Resource Centre

W

weLEAD, Inc.
Wharton Center for Leadership and Change Management
W.K. Kellogg Foundation
White Stag Leadership Development
Women Executive Leadership Learning
Women Leaders Online
Women of the World
Women's Global Connection
WorldSmart Leadership Program

Y

Youth Leadership Development Clearinghouse

Source:
National Clearinghouse for Leadership Programs

Tuesday, March 20, 2007

Book Review: The World Café by Juanita Brown and David Isaacs

The World Café is a flexible, easy-to-use process for fostering collaborative dialogue, sharing mutual knowledge, and discovering new opportunities for action.

Based on living systems thinking, this innovative approach creates dynamic networks of conversation that can catalyze an organization's or community's own collective intelligence around its most important questions.

Filled with stories of actual Café dialogues in business, education, government, and community organizations across the globe, this uniquely crafted book demonstrates how the World Café can be adapted to any setting or culture. Examples from such varied organizations as Hewlett-Packard, American Society for Quality, the nation of Singapore, the University of Texas, and many others, demonstrate the process in action.
Along with is seven core design principles, The World Café offers practical tips for hosting "conversations that matter" in groups of any size-strengthening both personal relationships and people's capacity to shape the future together.

Monday, March 19, 2007

Leadership Self-Assessment Questions

Does your board assess its leadership capacities and accomplishments? It should!

Here are some key questions your board members should ask themselves.

Attributes . . .

-Do I view problems as opportunities?
-Am I a priority setter?
-Am I customer focused?
-Am I courageous?
-Am I a critical and creative thinker?
-What is my tolerance for ambiguity?
-Am I positive attitude towards change?
-Am I committed to innovations that are best for our customers?

Skills . . .

-Do I debate, clarify, and enunciate my values and beliefs?
-Can I fuel, inspire, and guard the shared vision?
-Can I communicate the strategic plan at all levels?
-Do I recognize the problems inherent to the planning process?
-Do I ask the big picture questions and "what if"?
-Can I support the organization's staff through the change process?
-Do I encourage dreaming and thinking the unthinkable?
-Can I align the budget, planning, policies and programs with the community's goals and vision?
-Do I engage in goal setting?
-Can I develop and implement action plans?
-Do I practice and plan conscious abandonment?
-Do I transfer the strategic planning process to budget planning?

Knowledge . . .

-Do I know board and CEO roles and responsibilities in planning and implementing plans?
-Do I know the strategic planning process, short and long term planning tools?
-Do I know the board and community's vision, beliefs, and mission?
-Do I know the relationship of the budget to planning?
-Do I know local, state, and national factors that affect economic development (ED)?
-Do I know the best practices and research on improving ED achievement?
-Do I know the process of change and paradigm shifts?
-Do I know the strategies to involve and communicate with the community?

Some Key Questions...

-What trait were you proud to say describes you?

-Was there any trait you would not consider desirable?

-What trait are your trying to make more descriptive of you?

Source: National School Boards Association (Adapted from NSBA guide)

Sunday, March 18, 2007

Your Board Chairperson's Job Decsription

As Chairperson of the Board, assure that the Board of Trustees fulfills its responsibilities for the governance of the Institution.

Responsibilities:

1. Is a member of the Board

2. Serves as the Chief Volunteer of the organization (nonprofit only)

3. Is a partner with the Chief Executive in achieving the organization's mission

4. Provides leadership to the Board of Directors, who sets policy and to whom the Chief Executive is accountable.

5. Chairs meetings of the Board after developing the agenda with the Chief Executive.

6. Encourages Board's role in strategic planning

7. Appoints the chairpersons of committees, in consultation with other Board members.

8. Serves ex officio as a member of committees and attends their meetings when invited.

9. Discusses issues confronting the organization with the Chief Executive.

10. Helps guide and mediate Board actions with respect to organizational priorities and governance concerns.

11. Reviews with the Chief Executive any issues of concern to the Board.

12. Monitors financial planning and financial reports.

13. Plays a leading role in fundraising activities (nonprofit only)

14. Formally evaluates the performance of the Chief Executive and informally evaluates the effectiveness of the Board members.

15. Evaluates annually the performance of the organization in achieving its mission.

16. Performs other responsibilities assigned by the Board.

Source: Free Management Library