Three Perspectives Of Leadership

1. Three Perspectives Of Leadership TemplumFidelis No. 746 15 Jan 2011 R.W. Bro. Bill Lewis

2. Social activist • Servant • Hospice Volunteer • Squadron leader • Student Body Pres. • CEO - Enron • Gang Leader • H.S. Principal • Sorority President • Babysitter • Drum Major • Jazz-band Conductor • Teacher • Therapist • Team Captain • Priest • Project Manager • Union Steward • Sales Manager • Sunday Sch. Teacher • Head Nurse • Shepherd • K-Mart Supervisor • Camp Counselor • x-country Coach • NBA Star • Civil Rights Leader • Cop • 747 Captain • Baseball Manager • Military leader • Fireman • President. USA Metaphors for Leadership • Which of these examples reflects the true nature of leadership? • What do these choices say about your view of leadership? • Which leadership theory best explains the leadership process in the examples you selected?

3. the perspective of group processes a personality perspective the perspective of bases of power the perspective of shared power a behavioral perspective the perspective of change agent a skills perspective an ethics perspective an instrument of goal achievement a political process community action an assigned or emergent process AS: FROM: How Do We Conceptualize Leadership?

4. Assumptions about Leadership • Leadership is not a mystery • Leadership is available to everyone • Leadership does not reside in the individual • Leadership involves influence • Leadership has an ethical responsibility • Leadership means focusing on goals

5. Ten Basic Premises Of Leadership • Where we are in our understanding of leadership is a function of where we have been. • There is no one formula for leadership. • Leadership is not differentiated by setting. • Our understanding of leadership requires the vantage point of multiple perspectives. • Studying leadership across a range of human differences is the only way to approach the subject in the 21st Century.

6. Basic Premises (continued) • Leadership can best be understood through metaphors & described indirectly through paradigms. • The only leadership is ethical leadership. • Good leaders are good followers. • Every leader leads differently. • Leadership is a verb.

7. Selected theories • of Leadership • Decision-making • skills • How to handle • conflict • How to tolerate • differences & • appreciate diversity • Teamwork • Communication • Civic responsibility • Planning & goal setting • Listening • Creative problem • solving What Should be Taught in Leadership Programs?

8. Philosophical Presuppositions • Behind any model are fundamental, philosophical presuppositions • Tao of Leadership: unites leadership skills & leader’s way of life (“our work is our path”) (concept of ‘servant leader’) • Leader must be a facilitator of the same growth & transformation experienced • 2 distinct areas of expertise required: technical & people skills

9. Bennis & Nanus • Leadership competencies have remained constant throughout the years, but our understanding of what it is, how it works & the ways in which people learn to apply it has changed over the past decades

10. As a culture, we have outdated notions of leadership: • Just about everything we were taught about traditional management prevents us from being effective leaders. • Just about every popular notion about leadership is a myth

11. Our first challenge is to rid ourselves of these outdated traditions and myths

12. Myth: Leaders are visionaries with Merlin-like powers Fact: Leaders must have a vision, a sense of direction, but not psychic foresight. It can be their original thinking or someone else’s.

13. Five Fundamental Practices of Exemplary Leaders • Model The Way • Inspire A Shared Vision • Challenge The Process • Enable Others To Act • Encourage The Heart Two hardest areas also bring the greatest results: Encouragement Credibility The Leadership Challenge by Kouzes and Posner

14. Leadership In The Canadian Forces & The Effect of Culture

15. Background • Majority of leadership writing focused on the Army, specifically on the “combat warrior” • Majority of Air Force writings on the USAF • To date, a lack of investment in the Canadian Air Force on examining its own culture & leadership • Leadership writings focus on traditional operator roles of all services, with little attention paid to the large population that support ops.

16. Culture • Understanding of culture key to understanding the evolution of leadership & development of leaders • Every organization has a culture • Schein “a pattern of shared basic assumptions that was learned by a group as it solved its problems of external adoption & internal integration, that has worked well enough to be considered valid &, therefore, to be taught to new members as the correct way to perceive, think, & feel in relation to those problems”

17. Three levels of Culture • Artifacts – symbols, structure, language, ceremonies & rituals • Espoused beliefs & values – originate with the individual who is the founding leader • Underlying assumptions – level from which future behaviour can be most accurately predicted

18. Why Is Culture Important? • Schein argued that “the only thing of real importance that leaders do is create & manage culture… the unique talent of leaders is their ability to understand & work with culture” • Culture guides the behaviour of members by establishing a set of structures, routines, rules & norms

19. CF Leadership Model • Introduced in 2005 • Based on Transformational Leadership • Leading People & Leading The Institution • Defines 5 dimensions & prescribes responsibilities for each dimension

20. Canadian Forces Leader Framework

21. Leader Development Framework Leader Framework Elements Leader Levels

22. Leadership In The Lodge • One of the elements of the DDGM Course • Discussed in many Masonic books, including the Information Booklet for perspective DDGMs, The Masonic Manual, Beyond the Pillars, etc.

23. Information Booklet For Perspective DDGMs • The Second Section, behind Personal Requirements • “As District Leader, you must understand what, when, how and why you are leading. A good leader demonstrates understanding, compassion, justice, charity and discipline. Above all he must develop a thorough understanding of the job.”

24. The Masonic Manual • “The leadership function consists not only of innate qualities of judgement and perception, but also of various skills. These skills need to be learnt.” • The general functions of a leader: • To lay out a broad outline to tackle a problem • To break it down into smaller segments • To assign the control and conduct of these segments to others • To ensure that each fulfills his tasks • To be ready to step in when needed • To offer encouragement to those that seem to be faltering

25. Leadership Training Programs Offered By Grand Lodge • The Mentor Program • Towards The Square • The Team Management Program • The College of Freemasonry • The DDGM Preparatory Course

28. Summary • Leadership is not magical. • Leadership is guided by theory. • Leadership skills can be learned.

29. Second Installation - 3 more candidates waiting!