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TRANSCRIPT
Professional Leadership Training
Lynn E. Black
Slide 2
Training Goals
Influential Leaders
Change Agents
Slide 3
INTRODUCTIONProfessional Leadership Training – Section 1
Introduction & Goals
Leadership Theory
Leadership Character & Dimensions
Leadership Styles & Levels of Influence
Leadership Profile
Slide 4
Professional Leadership Training
See someone skilled in his work? They shall serve before kings. He shall not serve before officials of low rank. Proverbs 22:29 NIV
Introduction
Introduction:
• Anyone can be an effective leader if s/he is willing to grow and change.
• A leadership perspective is essential for fulfilling the Great Commission.
• A leadership perspective turns the tables in your favor. No one with a leadership mindset
can/will be a victim. Life is about the choices we make.
• Leadership is about being the best person that you can be.
Slide 5
Training Goals
Define leadership as a life principle.
Outline the dimensions of effective leadership.
Discuss leadership goals
Develop a personal leadership profile.
Influential Leaders
Change Agents
Life principle – Discuss leadership as a way of life. “Be a leader everywhere you go!” Dimensions – Discuss what makes a leader. Leaders are a product of their
environment and training. Leadership Goals – Discuss the skills and qualities of effective leaders. Purposeful
leadership is the key to great success. Leadership Profile – Develop a profile of the kind of leader that you want to be. What
kind of leader do you want to be?
Slide 6
Leadership Theory
(Zigarelli,2013)
But it shall not be this way among you. Instead, whoever wants to become great among you must be your servant. Mark 10:43
The pinnacle of leadership success is laying down our lives and serving others.
One of the first grad courses that I took was a class on leadership. The focus of the class was
servant leadership. I could not understand what the big deal was until years later. One day
standing outside of a colleague’s office with another colleague at our school in India. We
overheard my boss arguing with the director of development. Off-handedly, I commented, I
don’t understand why Christians would handle differences in that manner. He replied, “It’s
because they don’t understand servant leadership.” The light went on and it all made sense. The
Lord was trying to teach me to be a servant leader.
Slide 7
Leadership Theory
LBE – Leadership By Example
Top 10 Ways to Lead By Example
(Golden, n.d.) Good leaders must lead by example. By walking your talk, you become a person others want to
follow. When leaders say one thing, but do another, they erode trust--a critical element of
productive leadership. Here are 10 of the many ways to lead by example. 1. Take responsibility. Blame costs you your credibility, keeps team members on the defensive
and ultimately sabotages real growth.
2. Be truthful. Inaccurate representation affects everyone. Show that honesty really IS the best
policy.
3. Be courageous. Walk through fire (a crisis) first. Take calculated risks that demonstrate
commitment to a larger purpose.
4. Acknowledge failure. It makes it OK for your team to do the same and defines failure as part
of the process of becoming extraordinary.
5. Be persistent. Try, try again. Go over, under or around any hurdles to show that obstacles don’t
define your company or team.
6. Create solutions. Don’t dwell on problems; instead be the first to offer solutions and then ask
your team for more.
7. Listen. Ask questions. Seek to understand. You’ll receive valuable insights and set a tone that
encourages healthy dialogue.
8. Delegate liberally. Encourage an atmosphere in which people can focus on their core
strengths.
9. Take care of yourself. Exercise, don’t overwork, take a break. A balanced team, mentally and
physically, is a successful team. Model it, encourage it, support it!
10. Roll up your sleeves. Like Alexander the Great leading his men into battle, you’ll inspire
greatness in your company.
Slide 8
Leadership Theory
(Zigarelli,2013)
• The Great Man Theory – leaders are born with leadership abilities, characteristics
• Trait Theory – characteristics the leader possesses, ex: charisma, etc.
• Skills Theory – key abilities
• Style Theory – approaches to dealing with people
• Situational Theory – depends on the situation
• Contingency Theory – right leader to situation
• Transactional – reciprocal behavior
• Transformational – inspiring people toward vision
• Leader-Member Exchange – fair exchange
• Servant Leadership – reciprocal service produces high performance
Slide 9
Leadership Character
(Rosenbach & Sashkin, 2014)
What do leaders do?
Create options and opportunities
Identify choices and solve problems
Build commitment and coalitions
Engage followers
Reproduce themselves
Slide 10
Leadership Dimensions
(Bullwinkle, 2015) (Panopoulos, n.d.)
Characteristics Dimensions
Characteristics of a leader
• Pioneering involves blazing new trails. Go where no man has gone before.
• Energizing involves motivating others
• Affirming involves appreciating and valuing others and their work.
• Inclusive involves embracing every person’s humanity.
• Humble involves preferring to others.
• Deliberate involves being decisive and proactive
• Resolute involves being determined to accomplish great things.
• Commanding involves taking charge when necessary and providing direction where
needed.
Dimensions of leadership
• Results leadership
Delivering results – insisting on high performance
Leading change – energizing change
• Visionary leadership
Vision definition - Creating a compelling vision
Charismatic affect - Communicating with impact
• Relationship leadership
Team-building - Fostering teamwork
Mentoring & Coaching - Facilitating development
• Creative (Centered) leadership
Intrapersonal learning – internal alignment
Agility training – creative thinking
Slide 11
(Panopoulos, n.d.)
Approaches to managing work
• Supporting
• Delegating
• Coaching
• Directing
Approaches to managing people
• Authoritarian
• Democratic
• Facilitative
• Laissez-Faire
Slide 12
Maxwell's Levels of Leadership
(Maxwell, n.d.b)
Overview of the 5 Levels of Leadership (Maxwell, n.d.a)
Level 1: Position • Position is lowest level of leadership • Your only influence comes by way of
your job title • People follow because the have to. • Based on rights granted by the position and
title. • Everything is wrong with using position to get people to follow you. • Position is a poor
substitute for influence. • Never a leader at this level, only a boss • Have subordinates not team
members • Rely on rules, regulations, policies and organization charts to control their people. •
People will only follow within stated boundaries of their authority • People do only what is
required of them. • Don’t get discretionary effort. • Usually have difficulty working with
volunteers, younger people, and the highly educated. • Have no influence • Tend to be more
independent • Does not require effort or ability to achieve this level. • Anyone can be appointed a
position.
Level 2: Permission • Based entirely on relationships • People follow because they want to •
When you like people and treat them like individuals, you begin to develop influence with them.
You develop trust. • Agenda is not preserving position but instead it’s getting to know their
people and figuring out how to get along with them. • Leaders find out who their people are. •
Build solid, lasting relationships. • You can like people without leading them, but you cannot
lead people well without liking them.
Level 3: Production • Danger of getting to permission level is that leader might stop there. •
Good leaders don’t just create pleasant working environment, they get things done. • Level 3 =
Results • Leaders gain influence and credibility and people begin to follow them because of what
they have done for the organization. • Results of hitting level 3: work gets done, morale
improves, profits go up, turnover goes down, and goals are achieved and momentum kicks in. •
Leading others becomes fun • “When you are winning nothing hurts” Joe Namath • Leaders can
become change agents at this level • Tackle tough problems and face thorny issues. • Make
difficult decisions that will make a difference. • Take people to the next level of effectiveness.
Level 4: People Development • Leaders become great not because of their power but because of
their ability to empower others. • Use their position, relationships, and productivity to invest in
their followers and develop them until those followers become leaders in their own right. •
Reproduction •
Slide 13
Maxwell's Levels of Leadership
(Maxwell, n.d.b)
Overview of the 5 Levels of Leadership (Cont’d) (Maxwell, n.d.a)
Level 4 leaders reproduce themselves • Production may win games, but People Development
wins Championships! • Teamwork goes to very high level here. • High investment in people
deepens relationships, helps people know one another better and strengthens loyalty. •
Performance increases at this level • You now have more leaders on team • These leaders help
improve everybody’s performance. • Level 4 leaders change the lives of people they lead. • Their
people follow them because of what their leaders have done for them personally. • Relationships
are often lifelong. Level
5: Pinnacle • Highest and most difficult level of leadership • Levels 1-4 can be learned • Level 5
requires not only effort, skill and intentionality, but also a high level of talent. • Only naturally
gifted leaders ever make it to this level. • Develop other leaders to become level 4 leaders. •
Developing followers to lead on their own is difficult. • Most leaders don’t do it because it takes
so much more work than simply leading followers. • Developing leaders to the point where they
are able and willing to develop other leaders is the most difficult task of all.
Slide 14
Leadership Profile
Capable Management
Makes sure people have the resources they need to do a good job.
Provides information people need to effectively plan and do their work.
Helps people get the training they need to perform their jobs effectively.
Supports and encourages people to get the job done well.
Makes sure people have clear and challenging goals.
Transactional Leadership
Reward Equity
Rewards people fairly for their efforts.
Recognizes good performance with rewards people value.
Expresses appreciation when people perform well.
Knows the rewards people value.
Makes sure people know what to expect in return for accomplishing goals.
(Rosenbach & Sashkin, 2014)
Slide 15
Leadership ProfileTransformational Leadership Behavior
Communications Leadership
Pays close attention to what others say.
Communicates a clear sense of priorities.
Grabs people’s attention, focusing on the important issues of a discussion.
Listens for feelings as well as ideas.
Is able to get complicated ideas across clearly.
Credible Leadership
Can be relied on.
Follows through on commitments.
Keeps promises.
Acts in ways consistent with her or his words.
Can be trusted.
(Rosenbach & Sashkin, 2014)
Slide 16
Leadership ProfileTransformational Leadership Behavior
(Cont’d)Caring Leadership
Respects people’s differences.
Shows he or she cares about others.
Shows concern for the feelings of others.
Treats others with respect, regardless of position.
Makes others feel a real part of the group or organization.
Enabling Leadership
Creates opportunities for people to succeed.
Designs situations that permit people to achieve their goals.
Involves others in new ideas and projects.
Helps others learn from mistakes.
Gives people the authority they need to fulfill their responsibilities.
(Rosenbach & Sashkin, 2014)
Slide 17
Leadership ProfileTransformational Leadership Characteristics
Confident Leadership
Acts in ways that have an impact.
Can see the results of her or his actions.
Makes a difference.
Is confident in her or his own abilities.
Is in control of his or her life.
Follower-Centered Leadership
Enjoys making others obey her or his orders.*
Expects others to obey without question.*
Uses power and authority to benefit others.
Seeks power and influence to attain goals people agree on.
Shares power and authority with others.
Slide 18
Leadership ProfileTransformational Leadership Characteristics
Visionary Leadership
Considers how a specific plan of action might be extended to benefit others.
Concentrates on short term goals rather than long range, strategic goals.*
Explains long range plans and goals clearly.
Expresses a vision that engages people.
Has plans that extend over a period of several years or more.
Culture-Building Leadership
Considers how a specific plan of action might be extended to benefit others.
Concentrates on short term goals rather than long range, strategic goals.*
Explains long range plans and goals clearly.
Expresses a vision that engages people.
Has plans that extend over a period of several years or more.
Slide 19
ReferencesBullwinkle, K. (2015, November). 8 dimensions of leadership overview. Retrieved from
https://www.talentgear.com/learn/november-2015/8-dimensions-of-leadership-overview/
Maxwell, J. (2013, September 10). The five levels of Leadership. [Video podcast]. Retrieved from
https://www.youtube.com/watch?v=aPwXeg8ThWI
Maxwell, J. (n.d.a). The five levels of leadership. Retrieved from
http://www.ccc.org/attachments/5_levels_of_leadership.pdf
Maxwell, J. (n.d.b). The five levels of leadership. [Image]. Retrieved from
https://media.licdn.com/mpr/mpr/p/4/005/084/306/3ee3a85.jpg
Panopoulos, B. (n.d.) 8 dimensions of leadership. [Image]. Retrieved from
https://www.google.com/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ve
d=0ahUKEwi19IT9jOXPAhVFyFQKHRaOA38QjRwIBw&url=http%3A%2F%2Fwww.slideshare.
net%2FBillPanopoulos%2Fthe-8-dimensions-of-leadership-
33490849&psig=AFQjCNGYFQ7qets51ilHvvb0ugybmDxwNQ&ust=1476905610154606
Quotesgram. (n.d.) Albert Schweitzer quote on leadership by example. Retrieved from
https://www.google.com/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ve
d=0ahUKEwio1OGQtuzPAhVqslQKHSO6BgwQjRwIBw&url=%2Furl%3Fsa%3Di%26rct%3Dj%
26q%3D%26esrc%3Ds%26source%3Dimages%26cd%3D%26cad%3Drja%26uact%3D8%26v
ed%3D0ahUKEwio1OGQtuzPAhVqslQKHSO6BgwQjRwIBw%26url%3Dhttp%253A%252F%25
2Fquotesgram.com%252Fleading-by-example-leadership-
quotes%252F%26psig%3DAFQjCNHPRINrPiCUZlkjwC8Jrtk5qA8fVA%26ust%3D1477157347
879094&psig=AFQjCNHPRINrPiCUZlkjwC8Jrtk5qA8fVA&ust=1477157347879094
Slide 20
ReferencesRosenbach, W. E. & Sashkin, M. (2014). The leaderhip profile: on becoming a better leader
through leadership that matters. Retrieved from
http://leadingandfollowing.com/documents/TLPParticipantManual.pdf
Golden, C. (n.d.) Top 10 ways to lead by example. Retrieved from
http://www.soulcraft.co/essays/lead_by_example.html
Zigarelli, M. (2013, August 17). Ten leadership theories in five minutes. [Video Podcast].
Retrieved from https://www.youtube.com/watch?v=XKUPDUDOBVo