slide1
Download
Skip this Video
Download Presentation
Bill Lindsey & Larry Pate Loyola Marymount University

Loading in 2 Seconds...

play fullscreen
1 / 22

Bill Lindsey & Larry Pate Loyola Marymount University - PowerPoint PPT Presentation


  • 65 Views
  • Uploaded on

The Challenge of Integrating Principle-Centered Leadership Into the Business Curriculum: Lessons from the LMU Experience. Bill Lindsey & Larry Pate Loyola Marymount University 9 th Annual Colleagues in Jesuit Business Education Conference July 28-30, 2006. Prophets in Our Own Country.

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about ' Bill Lindsey & Larry Pate Loyola Marymount University' - zyta


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
slide1

The Challenge of Integrating Principle-Centered Leadership Into the Business Curriculum: Lessons from the LMU Experience

Bill Lindsey & Larry Pate

Loyola Marymount University

9th Annual Colleagues in Jesuit Business Education Conference

July 28-30, 2006

prophets in our own country
Prophets in Our Own Country

The College of Business began to teach in the University, and many who heard their professors were astounded. They said, "Where did they get all this? What is this wisdom that has been given to them? Is not this the Business school…brother of Liberal Arts, are not their sisters Theology and Philosophy here with us?" And they took offense at them.

Then the Dean said to them, "Prophets are not without honor, except in their hometown, and among their own kin, and in their own house." And they could do no deed of power there. And the College of Business was amazed at their unbelief…Then they went about among the villages teaching.

Liberal Arts 6:1-6

leadership crisis a perfect storm brewing
Leadership Crisis— A Perfect Storm Brewing
  • Companies aren’t unethical—their leaders are
  • Fewer available—not enough post baby boomers to fill leadership positions
  • Job of leading is much more complex requiring exceptionally talented leaders
  • The gene pool is shrinking—companies aren’t investing in development.
the case is compelling
The Case Is Compelling
  • More demanding work environment
  • Crisis brewing – leadership talent on the decline
  • Values-based ethical leadership needed more than ever

However

There is lack of consensus on who is to develop as leaders and how best to develop them

slide5

We need Leaders of Character and Integrity

Not

More Standards-Based Guidelines or Accounting-Based Rules to Cover Every Possible Situation

principle centered leadership
Principle-Centered Leadership

Defined on the basis of:

  • The quality of the leader’s principles
  • The leader’s conviction in living by them

Principle-centered leaders believe in and are committed to a set of moral principles, and then remain true to those principles in their actions and decisions.

Stephen Covey

leadership two viewpoints
Who leaders ARE

Self aware

Innovative

Engage others with respect and dignity

Heroic—not afraid to be courageous

Confident

What leaders DO

Establish direction

Align organization to strategy

Create positive climates

Motivate and inspire to achieve results

Leadership — Two Viewpoints
leaders need more than knowledge
Leaders Need More Than Knowledge

Necessary But Not Sufficient

Knowledge

Managerial Competencies

Leading Change

Problem Solving

Communicating

Managing Relationship

slide9

Who Leaders Are Determines How They Act

How Leaders Are Perceived

  • How They Act
  • Engage others
  • Character & Integrity
  • Courage
  • Self confidence
  • Who Leaders Are
  • Values
  • Self image
  • Traits
  • Passions
  • Motives
what to include in the curriculum
What to Include in the Curriculum?

Trait Approach

Behavioral

Approach

Behavioral Style

Approach

Consideration &

Initiating Structure

Employee-Centered

& Production-Centered

Contingency

Approach

slide11

LMU Model

for Leadership Development

Business

Knowledge

Execution

Managerial

Competencies

Leadership

Intelligence

X

X

X

  • Accounting
  • Finance
  • Economics
  • Decision Tools
  • Marketing
  • Performance Mgt.
  • Strategy
  • Sets direction
  • Aligns organization
  • Create climate
  • Develop talent
  • Problem Solving
  • Communicating
  • Managing Relationship
  • Self aware
  • Innovative
  • Engaging others
  • Courage
  • Confidence

Performance

=

foundation for leadership intelligence
Foundation for Leadership Intelligence
  • We are all leaders who lead all the time
  • Leadership springs from within
  • Leadership is a way of living
  • Becoming a leader is an ongoing process of self-development

Heroic Leadership by Chris Lowney

leadership intelligence principles
Self Awareness

Ingenuity

Love

Heroism

Self Awareness

Innovation

Engaging Others

Courage

Confidence

Leadership Intelligence Principles

Heroic Leadership

EMBA Curriculum

leadership intelligence imbedded in courses

Engage Others

Self Aware

Leadership Intelligence Imbedded in Courses

Confidence

Innovative

Courage

Courses

Module

Projects

1, S, 3, 4

Boot Camp

B.C.

Leadership

2, 4

Performance Mgt

2, 4

Ethics/Spirituality

1, 2, 3, 4

Personal Planning

2, 3, 4

1, 2, S, 3, 4

Team Building

ethics and spirituality in the workplace
Ethics and Spirituality in the Workplace
  • Understanding one’s values and their sources
  • Approaches for handling conflict between personal and organizational values
  • Value-based ethical decision-making tools
  • Self awareness enhanced through journaling and reflection exercises
  • Social responsibility emphasized
assessing leadership intelligence
Assessing Leadership Intelligence
  • Direct observation
    • Learning outcomes in course syllabus
    • Serendipity, e.g., finding examples of innovation in assignments, self awareness when student “gets it”
  • In the learning process itself
    • Course/program evaluations: “I learned a lot about myself,” “I gained self confidence through the program.”
we can help managers and leaders
We Can Help Managers and Leaders
  • Develop skills for becoming more self aware
  • Incorporate values and self understanding into decision making
  • Use creativity and innovation in problem solving and leadership situations
  • Improve how they engage others with respect and dignity
  • Build their self-confidence
  • Recognize contributions to family, work and society that are beyond personal accomplishment
  • Test their own courage to act with integrity and to make ethically-based decisions
challenges
Challenges
  • It takes a village to develop a leader and the village is divided—academe losing credibility in business community
  • Our own aren’t helping the cause—criticism by academic scholars
  • Traditional approaches aren’t sufficient
    • Curriculum focused more on content to be learned rather than the kind of people students should become
    • Benchmarking can perpetuate flaws of aspirants
  • Gaining buy-in and finding faculty champions
  • Becoming RECOGNIZED PROPHETS
jesuit advantage
Jesuit Advantage
  • 450 year-old tradition of educating the whole person, service greater than self, care for the person and rigorous learning
  • Leadership intelligence embedded in our DNA
  • Values and ethical conduct are at the heart of Jesuit education
  • Better positioned than large, public institutions
ad