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Understanding Authentic Leadership Skills. Leadership in the 21 st Century Empowering Women Officers in the US Public Health Service. Dr. Shyam Giridharadas. CONFIDENTIAL. June 18, 2012. Meditation (3 minutes). End. Who is a leader?.

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understanding authentic leadership skills

Understanding Authentic Leadership Skills

Leadership in the 21st Century

Empowering Women Officers

in the

US Public Health Service

Dr. ShyamGiridharadas

CONFIDENTIAL

June 18, 2012

who is a leader
Who is a leader?
  • People who inspire others to join with them in pursuing common goals
  • People who make a difference
  • People who are ambidextrous – ability to adapt* and align simultaneously
  • * For adaptive leadership see:
  • Heifetz, R. A., & Laurie, D. L. 1997. The work of leadership. Harvard Business Review, 75: 124-134.
what do leaders do
What do leaders do?
  • Envision goals
  • Affirm values
  • Motivate
  • Manage
  • Achieve workable unity
  • Explain
  • Serve as a symbol
  • Represent the group
  • Renew
  • Communicate
  • Relate to people

Source: Gardner, J. W. 1993. On leadership: Free Pr.

what differentiates leaders
What differentiates leaders?
  • They think long-term
  • They grasp the relationship of the unit to larger realities
  • They reach and influence constituents beyond their jurisdiction
  • They place heavy emphasis on the intangibles of vision, values and motivation
  • They have the political skill to cope with the conflicting requirements of multiple constituencies
  • They think in terms of renewal

Source: Gardner, J. W. 1993. On leadership: Free Pr.

what is an authentic leader
What is an authentic leader?
  • Definition: The authentic leader brings people together around a shared purpose and empowers them to step up and lead authentically in order to create value for all stakeholders
  • Is genuine, sincere, true to themselves and what they believe in
  • Understand their passions & purpose; practice the values they believe in
  • Engenders trust and develops deep connections with others and, as a result, motivates/empowers others to high levels of performance
  • Has the self-discipline to get results
  • Stays on course in the face of severe challenges/pressures/distractions
  • Is prepared to be their own person
  • Is more concerned about serving others than their own success or recognition
  • Does this imply perfection? No. Acknowledging errors and exposing vulnerabilities helps to connect with and empower people

Source: George, B. 2007. True north: Discover your authentic leadership: Jossey-Bass.

share your leadership experience 2 5 minutes x 2
Share your leadership experience (2.5 minutes X 2)

{Exercise 1}

  • AB
  • BA
  • Turn to a person next to you
  • Share a leadership experience of which you are proud
  • Explore any link to your core values/beliefs/priorities
  • Be a good listener
  • Reverse the process

6

why life stories are important
Why life stories are important?
  • Authentic leaders find motivation through understanding their own stories
  • Those stories enable them to know who they are, uncover their passions and help them stay motivated and focused
  • Stories cover the full spectrum of life experiences:
    • Impact of parents, teachers, mentors, coaches, family, and community
    • Leadership roles in team sports, student governance, early employment
    • Difficult experiences
    • Positive experiences
  • Stories provide the context and meaning to connect the dots between the past and the future and provide the passion and inspiration to make an impact
  • Life stories provide followers with a major source of information on which to base the leader’s authenticity; authentic followership is a vital component of authentic leadership

Source: Shamir, B., & Eilam, G. 2005. bWhat’s your story? Q: A life-stories approach to authentic leadership development. The Leadership Quarterly, 16(3); George, B. 2007. True north: Discover your authentic leadership: Jossey-Bass.

dr giridharadas journey of life
Dr. Giridharadas Journey of Life
  • Giving back
  • Peak leadership
  • Stepping up to lead
  • Rubbing up against the world
  • Character formation
  • Age
  • 30
  • 60
  • 90
  • Phase I
  • Preparing for Leadership
  • Phase II
  • Leading
  • Phase III
  • Giving Back

8

Source: George, B. 2007. True north: Discover your authentic leadership –from Chapter 1 Jossey-Bass.

dimensions of an authentic leader
Dimensions of an authentic leader?
  • Understand yourself, your purpose and your passions
  • Understand your values/deeply held beliefs that guide your actions
  • Lead with your heart by showing:
    • Passion for your work
    • Compassion for the people you serve
    • Empathy for the people with whom you work
    • Courage to make difficult decisions
    • Willingness to be rational and listen to the facts
  • Develop enduring relationships by:
    • Being genuinely interested in others
    • Treating others with respect
    • Being tough and fair
  • Practice self-discipline

Source: George, B. 2007. True north: Discover your authentic leadership: Jossey-Bass.

authentic leadership development model

Self-

  • Awareness
  • Self -Regulation
  • Impact
  • Self-
  • Renewal
  • Self-Expression
Authentic leadership development model
  • Self-knowledge (mindful awareness)
  • Self-concept clarity (values, beliefs, convictions)
  • Self-concordant goals, motives, passion, vision
  • Setting standards
  • Self-verification, assessing gaps
  • Alignment of self-concept with intentions and actions
  • AUTHENTIC
  • LEADERSHIP
  • Trust
  • Engagement
  • Well-being
  • Sustainability
  • Hope and optimism; resilience and reinvention
  • Mapping your passion
  • Intentional change and learning agenda
  • Personal Board of Directors
  • Positive modeling; positive social exchanges
  • Emotional contagion
  • Personal and social identity

Source: Framework developed by Dr. Giridharadas based on variety of Authentic Leadership literature

authentic leadership development model1
Authentic leadership development model
  • Self-
  • Awareness
  • Self -Regulation
  • Impact
  • Self-
  • Renewal
  • Self-Expression
  • Self-knowledge (mindful awareness)
  • Self-concept clarity (values, beliefs, convictions)
  • Self-concordant goals, motives, passion, vision
  • Setting standards
  • Self-verification, assessing gaps
  • Alignment of self-concept with intentions and actions
  • AUTHENTIC
  • LEADERSHIP
  • Trust
  • Engagement
  • Well-being
  • Sustainability
  • Hope and optimism; resilience and reinvention
  • Mapping your passion
  • Intentional change and learning agenda
  • Personal Board of Directors
  • Positive modeling; positive social exchanges
  • Emotional contagion
  • Personal and social identity

Source: Framework developed by Dr. Giridharadas based on variety of Authentic Leadership literature

12

gaining self awareness is central to becoming authentic leaders why
Gaining self awareness is central to becoming authentic leaders? Why?

Passion

Purpose

Impact

AUTHENTICLEADERSHIP

Comfort in your skin

Increased self-confidence

Aware of actions/intent

Act consistently

Gaintrust of others

Self

awareness

Build strong connections/ relationships

More authentic interactions

Identifies strengths

Roles that leverage

Impact

Identifies weaknesses

Identify complementary skills

Share vulnerabilities/ fears

Empathy for others

EQ

Source: George, B. 2007. True north: Discover your authentic leadership: Chapter 4;Jossey-Bass.

self awareness is a foundational element of ei
Self Awareness is a foundational element of EI

Emotional Intelligence (EI) Domains

SOCIALAWARENESS

RELATIONSHIPMANAGEMENT

Others

SELF AWARENESS

SELFMANAGEMENT

Self

Awareness

Management

Source: Boyatzis, R. E., & McKee, A. 2005. Resonant Leadership: Harvard Business School Press, c2005. Page 29

impact of not developing self awareness
Impact of not developing self-awareness

Bury memories of early life traumas

Chase external symbols of success

Errors/ lapses in judgment

No time for self-exploration

Self

awareness

Person you want to be

Realize something is missing

What breaks this cycle?

Deep reflection

Life changing event (death, illness)

Source: George, B. 2007. True north: Discover your authentic leadership: Chapter 4;Jossey-Bass.

what prevents us from becoming self aware

Invisible

Visible

What prevents us from becoming self-aware?

Denial

OPEN

BLINDSPOT

TO OTHERS

Blind spots

HIDDEN

UNKNOWN

Self awareness

Visible

Invisible

TO YOU

Source: Johari Window

increase transparency by sharing
Increase transparency by sharing…

Visible

TO OTHERS

Telling/Sharing

Invisible

Visible

Invisible

TO YOU

Source: Johari Window

and integrating feedback
…and integrating feedback
  • To break blind spots need honest feedback on traits that need to be improved
  • Reflection on and re-framing of life story
  • Confront/share vulnerabilities which leads to greater trust
  • Need to accept and love yourself unconditionally (self-compassion)
  • Cannot wall yourself from past experiences
  • Focus on your values, principles, dreams and passions

Feedback

Visible

TOOTHERS

Telling/Sharing

Invisible

Visible

Invisible

TO YOU

Source: Johari Window; Source: George, B. 2007. True north: Discover your authentic leadership: Chapter 4;Jossey-Bass.

getting to your core self peeling back the onion
Getting to your core self - peeling back the onion
  • Outer layers are how you present yourself to the world – often tough and hardened to protect yourself:
    • Attire
    • Body language
    • Appearance
    • Leadership style
  • Inner layers:
    • Strengths and weaknesses
    • Values and motivation
    • Life story, vulnerabilities, blind spots, shadow sides

Authentic Core

Source: George, B. 2007. True north: Discover your authentic leadership: Chapter 4;Jossey-Bass.

self awareness and values key to leadership

Beliefs

Convictions

Self-awareness and values key to leadership

Ethicalboundaries

Values

Guides

LeadershipPrinciples

Self

awareness

  • Set direction
  • Prioritize values
  • Demonstrate what is key

Limits on actions

Drift due to temptations, pressures

Actions

Values

CommonPurpose

Values=Actions under pressure

Filter: What is important to you

Source: George, B. 2007. True north: Discover your authentic leadership: Chapter 5;Jossey-Bass.

what motivates you to be a leader

Monetary comp

Power

Title

Publicrecognition

SocialStatus

Winning

Personalgrowth

Satisfaction

Helpingothersdevelop

Findingmeaning

Being true to one’s beliefs

Making a difference

What motivates you to be a leader?

{Exercises 5 and 6}

Strengths

Positive Psychology*

Appreciative Inquiry**

Motivation

Capabilities

Motivated capabilities

Weaknesses

* Positive Psychology – MihalyCsikszentmihalyi

** Cooperrider, D. L., Whitney, D. L., & Stavros, J. M. 2003. Appreciative Inquiry Handbook: The First in a Series of AI Workbooks for Leaders of Change: Berrett-Koehler Publishers.

Source: George, B. 2007. True north: Discover your authentic leadership: Chapter 6;Jossey-Bass.

authentic leadership development model2

Self-

  • Awareness
  • Impact
Authentic leadership development model
  • Self-knowledge (mindful awareness)
  • Self-concept clarity (values, beliefs, convictions)
  • Self-concordant goals, motives, passion, vision
  • Setting standards
  • Self-verification, assessing gaps
  • Alignment of self-concept with intentions and actions
  • Self -Regulation
  • AUTHENTIC
  • LEADERSHIP
  • Trust
  • Engagement
  • Well-being
  • Sustainability
  • Self-
  • Renewal
  • Self-Expression
  • Hope and optimism; resilience and reinvention
  • Mapping your passion
  • Intentional change and learning agenda
  • Personal Board of Directors
  • Positive modeling; positive social exchanges
  • Emotional contagion
  • Personal and social identity

Source: Framework developed by Dr. Giridharadas based on variety of Authentic Leadership literature

authentic leadership development model3

Self-

  • Awareness
  • Self -Regulation
  • Impact
  • Self-
  • Renewal
  • Self-Expression
Authentic leadership development model
  • Self-knowledge (mindful awareness)
  • Self-concept clarity (values, beliefs, convictions)
  • Self-concordant goals, motives, passion, vision
  • Setting standards
  • Self-verification, assessing gaps
  • Alignment of self-concept with intentions and actions
  • AUTHENTIC
  • LEADERSHIP
  • Trust
  • Engagement
  • Well-being
  • Sustainability
  • Hope and optimism; resilience and reinvention
  • Mapping your passion
  • Intentional change and learning agenda
  • Personal Board of Directors
  • Positive modeling; positive social exchanges
  • Emotional contagion
  • Personal and social identity

Source: Framework developed by Dr. Giridharadas based on variety of Authentic Leadership literature

authentic leadership development model4
Authentic leadership development model
  • Self-
  • Awareness
  • Self -Regulation
  • Impact
  • Self-
  • Renewal
  • Self-Expression
  • Self-knowledge (mindful awareness)
  • Self-concept clarity (values, beliefs, convictions)
  • Self-concordant goals, motives, passion, vision
  • Setting standards
  • Self-verification, assessing gaps
  • Alignment of self-concept with intentions and actions
  • AUTHENTIC
  • LEADERSHIP
  • Trust
  • Engagement
  • Well-being
  • Sustainability
  • Hope and optimism; resilience and reinvention
  • Mapping your passion
  • Intentional change and learning agenda
  • Personal Board of Directors
  • Positive modeling; positive social exchanges
  • Emotional contagion
  • Personal and social identity

24

Source: Framework developed by Dr. Giridharadas based on variety of Authentic Leadership literature

characteristics of resonant leaders
Characteristics of resonant leaders

{Exercise 12}

Source: Boyatzis, R. E., & McKee, A. 2005. Resonant Leadership: Harvard Business School Press, c2005.

why do successful leaders lose their resonance
Why do successful leaders lose their resonance?
  • Sacrifice syndrome – Giving of oneself excessively eventually leads to becoming ineffective
  • Defensive routines that lead to negative thoughts:
    • Fall back on bad habits - Take undue risks
    • Be in a state of denial - Become cynical
    • Attribute success to self - Engage in self - pity
    • (blame to others)
  • Some organizations encourage dissonant behavior
    • Overvalue achievement
    • Tolerate short-term dissonant behavior
    • Don’t provide honest feedback to dissonant leaders

{Exercise 7}

Source: Boyatzis, R. E., & McKee, A. 2005. Resonant Leadership: Harvard Business School Press, c2005.

how power stress results in dissonance
How power stress results in dissonance

Over-stimulates old neurons

Affects production of new neurons

Affects the immune system

Shuts down non-essential neural circuits

Reduces creativity

Lose capacity to learn

Releases corticosteroids

Stress

Places body on high alert

Increases stress/anxiety

Activates the Sympathetic Nervous System

Sense of loss of control

Releases epinephrene & norepinephrene

Elevates blood pressure

Sense threat/everything negative

Dissonance

27

Source: Boyatzis, R. E., & McKee, A. 2005. Resonant Leadership: Harvard Business School Press, c2005.

route to renewal
Route to renewal

Mindfulness

(Aware, awake and attuned to ourselves, others and the environment in mind, body, heart and spirit)

  • Increases:
      • Cognitive flexibility
      • Creativity
      • Problem-solving skills

Hope

(Remaining optimistic and hopeful in the midst of difficulties)

  • Creates excitement about the future
  • Makes you believe that the future is attainable (not a fantasy)
  • Mobilizes energy towards goals
  • Radiates to others through emotional contagion

Compassion

(Deep understanding + concern + willingness to act on that concern to benefit others & oneself)

  • Being In tune with people around you and is contagious
  • Truly caring about the people being led
  • Experiencing compassion yourself

28

Source: Boyatzis, R. E., & McKee, A. 2005. Resonant Leadership: Harvard Business School Press, c2005.

renewal mechanism
Renewal mechanism

Mindfulness

Lowers blood pressure

Hope

Triggers renewal

Activates the PSNS

Releases oxytocin (women) and vasopressin (men)

Strengthens the immune system

Compassion

View things positively

Creates positive emotions

29

Source: Boyatzis, R. E., & McKee, A. 2005. Resonant Leadership: Harvard Business School Press, c2005.

multiple routes to mindfulness essential for good leadership vital for self development
Multiple Routes to Mindfulness – Essential for Good Leadership, Vital for Self-Development
  • Being outdoors/nature
  • Taking time to observe/listen/learn
  • Spending time with people
  • Grounding yourself
  • Gathering diverse opinions
  • Learning from failures
  • Meditating
  • Praying
  • Listening to music
  • Exercising
  • Reading

30

Source: Boyatzis, R. E., & McKee, A. 2005. Resonant Leadership: Harvard Business School Press, c2005.

how does renewal become a way of life
How does renewal become a way of life?

Wake-up to reality

(Life events, business failures, friends abandoning you, powerful advice)

Engage in intentional change/personal transformation

Cultivate new habits to renew continually

Source: Boyatzis, R. E., & McKee, A. 2005. Resonant Leadership: Harvard Business School Press, c2005.

intentional change model
Intentional change model

Ideal Self

{Exercises 8, 9, 11}

Resonant, Supporting Relationships

Experiment-ation

Real Self

Learning Agenda

Source: Boyatzis, R. E., & McKee, A. 2005. Resonant Leadership: Harvard Business School Press, c2005.

personal integration
Personal integration

{Exercise 10}

Spiritual eco-system

Professional eco-system

Personal eco-system

Even the tallest trees rise from seedbed

From whence we came gives strength on the way ahead

It’s your imagination that will set the pace

Create your dreams and pursue them with grace

Calibrationsystem

Foundational eco-system

slide36

Personal integration

Spiritualeco-system

Unconditionally elevating others

Being a father-teacher

Living my values everyday

Personal eco-system

Professional eco-system

Thriving on ideas

Thinking strategically and solving problems

Having unbounded positive belief

Blissfully merging my/my wife’s souls

To love and be loved

To keep love for my family paramount

Being a loyal friend

Living life to the fullest

Calibration system

Compromise without compromising

To laugh and evoke laughter

Foundational eco-system

Assuming positive intent in collaborative transactions

Maintaining a healthy mind, body and spirit

Being calm

Being humble

authentic leadership development model5
Authentic leadership development model
  • Self-
  • Awareness
  • Self -Regulation
  • Impact
  • Self-
  • Renewal
  • Self-Expression
  • Self-knowledge (mindful awareness)
  • Self-concept clarity (values, beliefs, convictions)
  • Self-concordant goals, motives, passion, vision
  • Setting standards
  • Self-verification, assessing gaps
  • Alignment of self-concept with intentions and actions
  • AUTHENTIC
  • LEADERSHIP
  • Trust
  • Engagement
  • Well-being
  • Sustainability
  • Hope and optimism; resilience and reinvention
  • Mapping your passion
  • Intentional change and learning agenda
  • Personal Board of Directors
  • Positive modeling; positive social exchanges
  • Emotional contagion
  • Personal and social identity

Source: Framework developed by Dr. Giridharadas based on variety of Authentic Leadership literature

36

meaning
Meaning

"Meaning is not something you stumble across, like the answer to a riddle or the prize in a treasure hunt. Meaning is something you build into your life. You build it out of your own past, out of your affections and loyalties, out of the experience of humankind as it is passed on to you, out of your own talent and understanding, out of the things you believe in, out of the things and people you love, out of the values for which you are willing to sacrifice something. The ingredients are there. You are the only one who can put them together into that unique pattern that will be your life. Let it be a life that has dignity and meaning for you. If it does, then the particular balance of success or failure is of less account."

John Gardner – November 1990 speech to McKinsey & Company partners

Source: Gardner, J. W. 1992. Personal renewal. West J Med, 157(4): 457-459.