Leading From The Heart: Bringing Your Passion To Life. Ruth H. Axelrod AAUW National Conference for Women Student Leaders June 4, 2010. Leadership is one of the most observed and least understood phenomena on earth. James MacGregor Burns (1978). Two Types Of Leadership.
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Leading From The Heart:Bringing Your Passion To Life Ruth H. Axelrod AAUW National Conference for Women Student Leaders June 4, 2010
Leadership is one of the most observed and least understood phenomena on earth. James MacGregor Burns (1978)
Two Types Of Leadership James MacGregor Burns (1978) Transactional leadership = a relationship based on give-and-take where one person has the power to meet the other’s needs (“If you do this for me, I’ll do that for you”); a.k.a., management. Transformational leadership = a relationship grounded not only in social power but also in mutual needs, aspirations, and moral values.
The best leaders are able to reach deeply into themselves for inspiration and courage and toughness. This capacity is not just another element on the leadership list…If we are not talking about these capabilities, we are not talking about leadership. Peter Vaill (1998)
Learning Who I Am Purpose (Mission) Values Abilities Knowledge/Skills
A musician must make his music, an artist must paint, a poet must write, if he is to ultimately be at peace with himself. Abraham Maslow (1954)
Purpose (Mission) What gives meaning to my life? Who do I want to be and become? What do I want to accomplish? Example: My mission, as a teacher, is to help managers and future managers learn to make their organizations not only more effective but also more humane. Exercise: What do I want to be known and remembered for?
Values What is important to me? What do I care about? Example: In every domain of my life (work, play, family), I feel satisfied only when I am engaged in continuous learning Exercise: What are my values?
Asking who ought to be the boss is like asking who ought to be the tenor in the quartet? Obviously, the man who can sing tenor. Henry Ford (attrib.)
Abilities What are my strengths? My gifts? What are my challenges? What do I like, and not like, to do? Example: I am good at communicating with people but I am conflict-averse. Exercise:What is unique about me? What do I do well? What do I have to offer the world?
It is the capacity to develop and improve their skills that distinguishes leaders from their followers. Warren Bennis & Bert Nanus (1985)
Knowledge and Skills What do I need or want to know? What do I need or want to be able to do? What might there be that I don’t know I need to know? How am I going to find it out? Example: I am teaching increasingly diverse populations of students so I need to know more about different cultures. Exercise: What are my learning objectives? What is my learning plan?
The best information we have suggests that adults learn best when they take charge of their own learning. Taking charge of your own learning is a part of taking charge of your life, which is a sine qua non in becoming an integrated person. Warren G. Bennis (1989)
Leading From The Inside Out Vision and Intentions Voice Motivation (Energy) Purpose (Mission) Values Abilities Knowledge/Skills
At bottom, becoming a leader is synonymous with becoming yourself. It's precisely that simple, and it's also that difficult. Warren G. Bennis (1989)
Developing Your Leadership Potential:Some Recommended Readings Boldt, L. G. (1999). Zen and the art of making a living: A practical guide to creative career design. New York, Penguin. Covey, S. R. (1991). Principle-centered leadership. New York, Simon & Schuster. Goleman, D., R. Boyatzis, et al. (2002). Primal leadership: Realizing the power of emotional intelligence. Boston, Harvard Business School Press. Helgesen, S. (1990). The female advantage: Women's ways of leadership. New York, Doubleday. Kouzes, J. M. and B. Z. Posner (1995). The leadership challenge: How to get extraordinary things done in organizations. San Francisco, Jossey-Bass.
The Presenter Dr. Ruth H. Axelrod teaches as an adjunct at the University of Maryland and other schools. Her primary field is organizational behavior and development, with specialties in leadership and small group dynamics. Prior to becoming an academic, she had more than 15 years' experience in business management and continues to work as a consultant facilitating organizational development through strategic and business planning, managerial leadership training and team building. Dr. Axelrod earned B.A., Master of Health Services Administration, and Ph.D. degrees at The George Washington University. Her scholarly interests include interpersonal trust in organizational relationships, experiential and project learning, and leadership development, particularly for women. Dr. Axelrod can be reached at firstname.lastname@example.org.