tag:blogger.com,1999:blog-65726133022622823592024-03-12T23:28:55.321-07:00Leadership for LeadersLeadership for Leaders offers research, thoughts and lessons learned on leadership. If you would like to contribute your research or lessons learned, feel free to connect with us.
<p><center>A blog for established and aspiring leaders.<b><br> Leadership matters . . . BE THE DIFFERENCE</b></center></p>/<br>Terresa Augustinehttp://www.blogger.com/profile/03259442313590610926noreply@blogger.comBlogger25125tag:blogger.com,1999:blog-6572613302262282359.post-56442165759106614302012-09-03T12:04:00.000-07:002012-11-18T12:15:46.401-08:00Focusing on Research<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiQ7EaRjyCIPtzrVOL2O1s1-S0yoHBpw4qEP0DFfSXjmBi2tKQ56G8enLS9ZyVAbqtQQyyD5rey-3N2Mxhdg01VU_wLawQM-50cLdH0wv3EGI1ncmKy5L601lpyn4oVKgRH4SMolH_qsZs/s1600/Sept20+insert.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiQ7EaRjyCIPtzrVOL2O1s1-S0yoHBpw4qEP0DFfSXjmBi2tKQ56G8enLS9ZyVAbqtQQyyD5rey-3N2Mxhdg01VU_wLawQM-50cLdH0wv3EGI1ncmKy5L601lpyn4oVKgRH4SMolH_qsZs/s320/Sept20+insert.jpg" width="199" /></a>Thanks for taking the time to follow Tim and I on this leadership for leaders blog. <br />
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Over the past 2 1/2 years we have blogged on: Leadership in General, Leadership and Culture and Leadership Development.<br />
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At this time we are suspending our posts for the next year while we complete a pan-Canadian research project on Leadership in Canada. <br />
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We will continue to contribute to leadership conversations on LinkedIn. We invite you to follow us there -<br />
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<a href="http://ca.linkedin.com/in/terresaaugustine" target="">Terresa Augustine</a><br />
<a href="http://pe.linkedin.com/in/timmcintosh" target="_blank">Tim McIntosh</a><br />
<br />Terresa Augustinehttp://www.blogger.com/profile/03259442313590610926noreply@blogger.com0tag:blogger.com,1999:blog-6572613302262282359.post-72714189542095978682012-06-28T12:04:00.000-07:002012-07-06T12:05:31.064-07:00What's in a word?<br />
<strong>Servant Leadership</strong><div style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none;">
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We interpret each others' words through our own communication filters. If I talk about business or say I'm concerned about the profit margin if we go after a new project, you might interpret that to mean I focus on money over people. Your interpretation of my words may be influenced by an experience you had working with a profit organization or perhaps being lead by a leader without apparent regard for people. </div>
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<strong>Personal experiences, storytelling and cultural myths inform our interpretation</strong>. Our interpretation informs our understanding . . . your interpretation belongs to you and it may or may not be accurate. </div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjLvX-53z_HKHOuVsqdH_ACuyAToJ_6mx_tz4daMLTi77UYxzm9a1dZTuOUwa_CQrbl2RhjR67gdHPkXAN5SrznavxvXDev3oKBE3SCJ0CA6_upv_DlMZakNwh1DkZAvA3ipTY64Bgzq48/s1600/Blog+-+June.png" imageanchor="1" style="clear: right; cssfloat: right; float: right; margin-bottom: 1em; margin-left: 1em;"></a>The example above illustrates how communications are filtered. Knowing EVERYONE filters, it is worth seeking to know and understand our communication filters before discarding or discounting the message or messenger. Commonly understood communication filters include: semantics, emotions, attitudes, backgrounds, culture, role expectations, gender biases, non verbal messages. These filters are present in both the sender and receiver of the communications. </div>
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When I say servant what does that word mean to you? What filters do you pass this word through . . . the history of the slave trade, Cinderella, your responsibility in the workplace, to a parent or a partner? The Encarta dictionary defines servant as 1. somebody who serves another i.e. an employee who serves somebody else, especially an employee hired to do household tasks or be a personal attendant to somebody, 2 civil servant same as public servant, i.e. an appointed or elected holder of a government position or office. Add a few cultural myths or stories to that word and you might wonder why anyone would want to be a servant.</div>
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What about leadership what does that word mean to you? Power, authority, boss, coach, guide? Encarta's definitions include: 1. ability to lead, guide, direct or influence people, office or position of leaders. If you've had positive leadership experiences the role may be seen as collaborative, transformational, even shared. Alternatively, if you've read, heard or experienced negative attributes of leadership you may think - power-hunger broker, abuser, authoritarian. Once again, if you layer on cultural myths or stories associated with leadership you may decide you want to be a leader or sadly that you do not want to be leader (do read on). </div>
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So what does the term servant leadership or servant leader conjure up for you? Quoting Dr. Keith, "servant-leaders want to help people do things. That's why servant-leaders are usually facilitators, coordinators, healers, partners, and coalition-builders." Servant-leaders operate within a service model, hierarchy doesn't matter. That's because anybody in a family, organization or community can be of service. Anybody can identify and meet the needs of others. Anybody can be a servant-leader. The service model is about giving." </div>
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Recognized leadership experts such as Ken Blanchard, Stephen Covey, Peter Drucker, Stephen Lewis, Jesus of Nazareth, Max De Pree, Peter Senge, Lao-Tzu, Jack Welch, and Margaret Wheatley are proponents of servant-leadership. Humbly, the authors of this blog align with these leaders. Like these experts we are attracted to servant leadership because it is practical, and meaningful, it emphasizes collaboration, trust, empathy, and the ethical use of power. Eloquently stated by Albert Einstein 'the high destiny of the individual is to serve rather than to rule.'</div>
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Principles and practice of Servant Leadership include - </div>
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Robert K. Greenleaf, the founding father of servant leadership said the test of servant-centered leadership is assessed on performance and results. <strong>Leaders can self-assess their competency by asking</strong> - <br />
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1. do those served grow as persons, <br />
2. do they, while being served become healthier, wiser, freer, more autonomous, more likely themselves to become servant leaders. <br />
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If the leader can answer YES with confidence and evidence to both questions they are on their way to raising up an organization that is identified by its practical and meaningful outcomes, it emphasize on collaboration, trust, empathy, and use of people-serving power.</div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjLvX-53z_HKHOuVsqdH_ACuyAToJ_6mx_tz4daMLTi77UYxzm9a1dZTuOUwa_CQrbl2RhjR67gdHPkXAN5SrznavxvXDev3oKBE3SCJ0CA6_upv_DlMZakNwh1DkZAvA3ipTY64Bgzq48/s1600/Blog+-+June.png" imageanchor="1" style="clear: right; cssfloat: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="138" sca="true" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjLvX-53z_HKHOuVsqdH_ACuyAToJ_6mx_tz4daMLTi77UYxzm9a1dZTuOUwa_CQrbl2RhjR67gdHPkXAN5SrznavxvXDev3oKBE3SCJ0CA6_upv_DlMZakNwh1DkZAvA3ipTY64Bgzq48/s200/Blog+-+June.png" width="200" /></a>What model of leadership do you practice? </div>
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What model of leadership would you like to follow or develop? </div>
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To learn more about servant leadership do a Google search, read material produced by or talk with servant leaders. Mentorship, coaching and training can also be contributory to your learning and application of servant leadership. </div>
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Happy summer from Tim and myself. We will take our summer break and see you back online in the fall. Take some time to contemplate servant leadership, consider how you might want to develop and, or apply it in your life and work. <br />
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Leadership makes a difference. If not you who, if not now when?Terresa Augustinehttp://www.blogger.com/profile/03259442313590610926noreply@blogger.com0tag:blogger.com,1999:blog-6572613302262282359.post-70174199504482543512012-05-29T20:58:00.000-07:002012-05-31T20:58:44.863-07:00Culture and Leadership<br />
<strong>What's the Relationship?</strong><br />
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Culture has significant influence in an organization, community or society; it impacts our behaviour, morale and productivity<span style="background-color: #ead1dc; font-size: xx-small;">1</span>. It’s the glue that holds a group together through shared assumptions, beliefs, and processes<span style="background-color: #ead1dc; font-size: xx-small;">2 </span>. It speaks to how things are done here’. <br />
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Culture is seen as the norm, that complex whole that includes knowledge, belief, art, morals, law, customs, and any other capabilities and habits acquired<span style="background-color: #ead1dc; font-size: xx-small;"> 3</span>. It’s what we are taught, what we observe around us and what we come to expect and accept. </div>
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<br />People immersed in a societal or corporate culture, consciously and unconsciously assume it. Someone coming into the organization or community may be confused, even puzzled by what is seen. Like an iceberg, much of culture lies below the surface. What we don’t know or understand about a culture can have serious repercussions on expectations, efforts and results. For example, a sea captain who responds to an iceberg by dealing with what is apparent and visible puts everyone on the ship at risk because of what lies below the surface.</div>
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Culture has significant impact on the results of an organization or group. Lou Gerstner, former CEO of IBM writes <strong><span style="font-size: x-small;">CULTURE ISN'T SIMPLY ONE ASPECT OF THE GAME - IT IS THE GAME</span></strong> . . . once you enter a successful culture, you feel it immediately<span style="background-color: #ead1dc; font-size: xx-small;"> 4.</span> </div>
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Where much focus is given to identifying and developing the skills, characteristics and expectations of leadership, no <span style="color: #999999;">wo</span>man is an island and leaders must fit or find their way to align with an organization's culture, particularly if they aspire to realize real and meaningful results. When leadership and culture are aligned there is synergy experienced as being in the right place at the right time, confident that expected results can be realized. When leadership and culture are misaligned, discontentment and lack of engagement interfere with possibility and results. </div>
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FLMPV, an international institute for leadership and culture to bolster prosperity, examined the linkages between leadership, culture, and organizational performance in creating best organizations<span style="background-color: #ead1dc; font-size: xx-small;"> 5</span>. "Our" results quantify the impact leadership and organizational culture has on prosperity/success. Leaders cultivate culture, and the culture has a direct relationship on leadership style, skills, competency and results<span style="background-color: #ead1dc; font-size: xx-small;"> 6</span>. The Best of the Best research involved 60 Canadian leaders and their organizations. What they all had in common was enlightened leadership and a constructive culture. </div>
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Behaviours of a constructive culture include: <br />
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- Expected to pursue challenging goals, </div>
- Maintain personal integrity, <br />
- Support and develop others, <br />
- Communicate and cooperate with others. <br />
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These organizations take action and implement systems that align with their ideals. That differs from the typical organization which is more inclined to be reactive, defensive or aggressive in their pursuit of prosperity or success.<br />
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You’ll recognize a constructive culture by its vibe and characteristics: - <br />
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- Pursues challenging goals<br />- Personal integrity<br />
- Commitment to others <br />
- Promise-keeping to employees, customers and stakeholders<br />
- Ability to communicate and cooperate with others<br />
- Not driven or limited by fear, and<br />
- Inspiring leaders<br />
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Inspired leaders transform environments. Transformational leadership is the style most accepting by Canadians<span style="background-color: #ead1dc; font-size: xx-small;"> 7</span>. The nation’s best and brightest on leadership practice and development<span style="background-color: #ead1dc; font-size: xx-small;"> 8</span> contributed to Henein & Morissette’s ‘Made in Canada Leadership’ research. <br />
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One of the outcomes of their research was the compilation of a CANADIAN LEADERSHIP BRAND that includes the following attributes: patience, compassion, humanitarian, moderate, diplomatic, reasonable, ethical, honest, fair, trustworthy, decent, upright, knowledgeable, competent, effective, diligent, accountable, preserving, creative, hopeful, inventive, innovative, resilient, confident, welcoming, respectful, equitable, flexible, tolerant and collaborative.<br />
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<u>Relationship between Culture and Leadership</u><br />
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<br /><strong>Inspired culture drives prosperity, <br />inspired leaders drive inspired cultures</strong><span style="background-color: #ead1dc; font-size: xx-small;"> 9</span>.</div>
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Inspired leadership and a culture that exhibits constructive characteristics have the potential, opportunity and probability to lead the future rather than harm or fear it.<br />
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Do you have inspired leaders driving constructive cultures in your environment? If you do congratulations and thank you for your leadership at a time and place when many are concerned by the absence of leadership. <br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhYKjHSgSkzoCS76vHxSwZJXSnfncZ3P5uFrieacYjGG_Pvbva8Xeb_cjD0sSZt1vGzkSbaZMleeMFXg78xZWRbfnHRqA9pVf_2lNQcuQnreEnSAFnC3YIZQ8xXqNNND0u5egOgnq-tjdw/s1600/Reserved+for+You.jpg" imageanchor="1" style="clear: right; cssfloat: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="152" rba="true" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhYKjHSgSkzoCS76vHxSwZJXSnfncZ3P5uFrieacYjGG_Pvbva8Xeb_cjD0sSZt1vGzkSbaZMleeMFXg78xZWRbfnHRqA9pVf_2lNQcuQnreEnSAFnC3YIZQ8xXqNNND0u5egOgnq-tjdw/s200/Reserved+for+You.jpg" width="200" /></a>If not – why not? John Izzo<span style="background-color: #ead1dc; font-size: xx-small;"> 10</span> suggests it’s time to step up: accept personal responsibility, focus on what can be changed, realize leaders have tremendous power to influence and know that responsibility ripples outwards. </div>
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We’ve heard this call or invitation for leadership from many . . . <span style="font-size: x-small;"><strong>IF NOT YOU – WHO, IF NOT NOW – WHEN</strong></span><span style="background-color: #ead1dc; font-size: xx-small;"> 11</span>?</div>
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<span style="font-size: x-small;">To learn more about leadership and culture delve into the list of references attached to this article. Made in Canada Leadership, written by Henein and Morissette has an chapter on leadership development and service providers.</span> <span style="font-family: "Trebuchet MS", sans-serif; font-size: x-small;"><strong>Thanks for leading – it matters. </strong></span><br /><span style="font-size: xx-small;"></span> </div>
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<span class="MsoFootnoteReference"><span style="font-family: "Calibri", "sans-serif"; font-size: 8pt; mso-ansi-language: EN-CA; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"><span style="mso-special-character: footnote;"><span class="MsoFootnoteReference"><span style="font-family: "Calibri", "sans-serif"; font-size: 8pt; line-height: 115%; mso-ansi-language: EN-CA; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">[1]</span></span></span></span></span><span style="font-family: "Calibri", "sans-serif"; font-size: 8pt; mso-ansi-language: EN-CA; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"> <span style="mso-tab-count: 1;"> </span>Harris, P.R., Moran, R.T., & Moran, S.V. (2004). <i style="mso-bidi-font-style: normal;">Managing cultural differences.</i> Burlington, MA: 6<sup>th</sup></span></div>
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<span style="font-family: "Calibri", "sans-serif"; font-size: 8pt; mso-ansi-language: EN-CA; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"><span class="MsoFootnoteReference"><span style="font-family: "Calibri", "sans-serif"; font-size: 8pt; mso-ansi-language: EN-CA; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"><span style="mso-special-character: footnote;"><span class="MsoFootnoteReference"><span style="font-family: "Calibri", "sans-serif"; font-size: 8pt; line-height: 115%; mso-ansi-language: EN-CA; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">[2] </span></span></span></span></span><span style="font-family: "Calibri", "sans-serif"; font-size: 8pt; mso-ansi-language: EN-CA; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"><span style="mso-tab-count: 1;"> </span><a href="http://www.hscanada.com/main.htm">http://www.hscanada.com/main.htm</a></span></span></div>
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<span style="font-family: "Calibri", "sans-serif"; font-size: 8pt; mso-ansi-language: EN-CA; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"><span style="font-family: "Calibri", "sans-serif"; font-size: 8pt; mso-ansi-language: EN-CA; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"><span class="MsoFootnoteReference"><span style="font-family: "Calibri", "sans-serif"; font-size: 8pt; mso-ansi-language: EN-CA; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"><span style="mso-special-character: footnote;"><span class="MsoFootnoteReference"><span style="font-family: "Calibri", "sans-serif"; font-size: 8pt; line-height: 115%; mso-ansi-language: EN-CA; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">[3]</span></span></span></span></span><span style="font-family: "Calibri", "sans-serif"; font-size: 8pt; mso-ansi-language: EN-CA; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"> <span style="mso-tab-count: 1;"> </span>Stuart, R.B. (2004). Twelve practical suggestions for achieving multicultural competence.<i style="mso-bidi-font-style: normal;"> Professional Psychology: Research and Practice</i>. Vol. 35 (1), Feb 2004, 3-9.</span><span style="mso-spacerun: yes;"> </span></span></span></div>
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<span style="font-family: "Calibri", "sans-serif"; font-size: 8pt; mso-ansi-language: EN-CA; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"><span style="font-family: "Calibri", "sans-serif"; font-size: 8pt; mso-ansi-language: EN-CA; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"><span style="mso-spacerun: yes;"><span style="font-family: "Calibri", "sans-serif"; font-size: 8pt; mso-ansi-language: EN-CA; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"><span style="font-family: "Calibri", "sans-serif"; font-size: 8pt; mso-ansi-language: EN-CA; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"><span class="MsoFootnoteReference"><span style="font-family: "Calibri", "sans-serif"; font-size: 8pt; mso-ansi-language: EN-CA; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"><span style="mso-special-character: footnote;"><span class="MsoFootnoteReference"><span style="font-family: "Calibri", "sans-serif"; font-size: 8pt; line-height: 115%; mso-ansi-language: EN-CA; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">[4]</span></span></span></span></span><span style="font-family: "Calibri", "sans-serif"; font-size: 8pt; mso-ansi-language: EN-CA; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"> </span></span></span>Gerstner, L. (2002). Who Says Elephants Can’t Dance?, New York, NY: HarperCollins Inc.</span></span></span></div>
<span style="font-family: "Calibri", "sans-serif"; font-size: 8pt; mso-ansi-language: EN-CA; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"><span style="font-family: "Calibri", "sans-serif"; font-size: 8pt; mso-ansi-language: EN-CA; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"><span style="mso-spacerun: yes;"><span style="font-size: xx-small;"><span style="font-family: "Calibri", "sans-serif"; mso-ansi-language: EN-CA; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"><span style="font-family: "Calibri", "sans-serif"; mso-ansi-language: EN-CA; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"><span class="MsoFootnoteReference"><span style="font-family: "Calibri", "sans-serif"; mso-ansi-language: EN-CA; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"><span style="mso-special-character: footnote;"><span class="MsoFootnoteReference"><span style="font-family: "Calibri", "sans-serif"; line-height: 115%; mso-ansi-language: EN-CA; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">[5]</span></span></span></span></span><span style="font-family: "Calibri", "sans-serif"; mso-ansi-language: EN-CA; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"> </span></span></span>“The Best of the Best” Report (2003), First Light PMV Inc., Toronto, ON., Contact: Peter Bromley, peterb@flpmv.com</span></span></span></span><br />
<span style="font-size: xx-small;"><span style="font-family: "Calibri", "sans-serif"; font-size: 8pt; mso-ansi-language: EN-CA; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"><span style="font-family: "Calibri", "sans-serif"; font-size: 8pt; mso-ansi-language: EN-CA; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"><span class="MsoFootnoteReference"><span style="font-family: "Calibri", "sans-serif"; font-size: 8pt; mso-ansi-language: EN-CA; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"><span style="mso-special-character: footnote;"><span class="MsoFootnoteReference"><span style="font-family: "Calibri", "sans-serif"; font-size: 8pt; line-height: 115%; mso-ansi-language: EN-CA; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">[6]</span></span></span></span></span><span style="font-family: "Calibri", "sans-serif"; font-size: 8pt; mso-ansi-language: EN-CA; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"> </span></span></span>http://www.changease.com/research/best_of_canada_culture.pdf (First Light PMV Inc)</span><br />
<span style="font-size: xx-small;"><span style="font-family: "Calibri", "sans-serif"; font-size: 8pt; mso-ansi-language: EN-CA; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"><span style="font-family: "Calibri", "sans-serif"; font-size: 8pt; mso-ansi-language: EN-CA; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"><span class="MsoFootnoteReference"><span style="font-family: "Calibri", "sans-serif"; font-size: 8pt; mso-ansi-language: EN-CA; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"><span style="mso-special-character: footnote;"><span class="MsoFootnoteReference"><span style="font-family: "Calibri", "sans-serif"; font-size: 8pt; line-height: 115%; mso-ansi-language: EN-CA; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">[7]</span></span></span></span></span><span style="font-family: "Calibri", "sans-serif"; font-size: 8pt; mso-ansi-language: EN-CA; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"> </span></span></span>Howell, J.P., Avolio B.J. (1993). Transformational leadership, transactional leadership, locus of control and support for innovation. Journal of Applied Psychology, 78, 891-902. Howell, J.P., Frost, P.J. (1989). Organizational Behavior and Human Decision Process, 43: 243-269</span><br />
<span style="font-size: xx-small;"><span style="font-family: "Calibri", "sans-serif"; font-size: 8pt; mso-ansi-language: EN-CA; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"><span style="font-family: "Calibri", "sans-serif"; font-size: 8pt; mso-ansi-language: EN-CA; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"><span class="MsoFootnoteReference"><span style="font-family: "Calibri", "sans-serif"; font-size: 8pt; mso-ansi-language: EN-CA; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"><span style="mso-special-character: footnote;"><span class="MsoFootnoteReference"><span style="font-family: "Calibri", "sans-serif"; font-size: 8pt; line-height: 115%; mso-ansi-language: EN-CA; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">[8]</span></span></span></span></span><span style="font-family: "Calibri", "sans-serif"; font-size: 8pt; mso-ansi-language: EN-CA; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"> </span></span></span>Henein, A., Morissette F. (2007). Mississauga, ON: John Wiley & Sons. (input from 295 Canadian leaders in profit, not-for-profit and public environments)</span><br />
<span style="font-size: xx-small;"><span style="font-family: "Calibri", "sans-serif"; font-size: 8pt; mso-ansi-language: EN-CA; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"><span style="font-family: "Calibri", "sans-serif"; font-size: 8pt; mso-ansi-language: EN-CA; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"><span class="MsoFootnoteReference"><span style="font-family: "Calibri", "sans-serif"; font-size: 8pt; mso-ansi-language: EN-CA; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"><span style="mso-special-character: footnote;"><span class="MsoFootnoteReference"><span style="font-family: "Calibri", "sans-serif"; font-size: 8pt; line-height: 115%; mso-ansi-language: EN-CA; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">[9]</span></span></span></span></span><span style="font-family: "Calibri", "sans-serif"; font-size: 8pt; mso-ansi-language: EN-CA; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"> </span></span></span>Summary findings of “The Best of the Best” Report.</span><br />
<span style="font-size: xx-small;"><span style="font-family: "Calibri", "sans-serif"; font-size: 8pt; mso-ansi-language: EN-CA; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"><span style="font-family: "Calibri", "sans-serif"; font-size: 8pt; mso-ansi-language: EN-CA; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"><span class="MsoFootnoteReference"><span style="font-family: "Calibri", "sans-serif"; font-size: 8pt; mso-ansi-language: EN-CA; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"><span style="mso-special-character: footnote;"><span class="MsoFootnoteReference"><span style="font-family: "Calibri", "sans-serif"; font-size: 8pt; line-height: 115%; mso-ansi-language: EN-CA; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">[10]</span></span></span></span></span><span style="font-family: "Calibri", "sans-serif"; font-size: 8pt; mso-ansi-language: EN-CA; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"> </span></span></span>John Izzo, PhD. Improving the Quality of Life and Work.</span><br />
<span style="font-size: xx-small;"><span style="font-family: "Calibri", "sans-serif"; font-size: 8pt; mso-ansi-language: EN-CA; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"><span style="font-family: "Calibri", "sans-serif"; font-size: 8pt; mso-ansi-language: EN-CA; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"><span class="MsoFootnoteReference"><span style="font-family: "Calibri", "sans-serif"; font-size: 8pt; mso-ansi-language: EN-CA; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"><span style="mso-special-character: footnote;"><span class="MsoFootnoteReference"><span style="font-family: "Calibri", "sans-serif"; font-size: 8pt; line-height: 115%; mso-ansi-language: EN-CA; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">[11]</span></span></span></span></span><span style="font-family: "Calibri", "sans-serif"; font-size: 8pt; mso-ansi-language: EN-CA; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"> </span></span></span>Phillip Vera Cruz (1904 – 1994)</span><br />
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<span style="font-size: xx-small;"></span> <br />
<span style="font-size: xx-small;">Terresa Augustine has been writing about leadership and culture since 2009, she’s been developing and applying leadership since her teens. Terresa is a graduate of Trinity Western University, Masters Program in Leadership, Royal Roads University, Graduate studies in Career Development. She currently serves as the Executive Director of the People’s Law School in Vancouver - www.publiclegaled.bc.ca, is a Board Member of the Union Gospel Mission – www.ugm.ca, and Managing Director of her own corporation TaLedi Enterprise Development Inc., <a href="http://www.taledi.ca/">http://www.taledi.ca/</a>.</span>Terresa Augustinehttp://www.blogger.com/profile/03259442313590610926noreply@blogger.com0tag:blogger.com,1999:blog-6572613302262282359.post-79689764293663608812012-04-08T09:27:00.000-07:002012-04-08T09:27:47.817-07:00Stepping Up<br />
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<span lang="EN-US"><span style="font-family: Verdana, sans-serif;">Stepping Up - a leadership attribute?</span></span></div>
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<span lang="EN-US"><span style="font-family: Verdana, sans-serif;">A few months back I heard John Izzo speak
about his new book ‘</span><a href="http://www.drjohnizzo.com/stepping-up-changes-everything/"><span style="font-family: Verdana, sans-serif;">Stepping Up’</span></a><span style="font-family: Verdana, sans-serif;"> .
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<span lang="EN-US"><span style="font-family: Verdana, sans-serif;">The words <i style="mso-bidi-font-style: normal;">stepping up</i> got my attention as I stewed in my own funk wondering
why, despite living in a society full of information, knowledge and good intention, we
the people were witnessing an increase in socio-economic challenges. Child
poverty, youth-at-risk, access to affordable housing, return on educational
investment, and a stressed and stretched work/life balance, are a few of the frequently mentioned
concerns.</span></span></div>
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<span lang="EN-US"><span style="font-family: Verdana, sans-serif;">Is stepping up a missing ingredient in the
formula for socio-economic well-being? The author says, <em>'stepping up changes
everything.<span style="mso-spacerun: yes;"> </span>Being responsible helps teams,
leaders and professionals act like owners and less like victims. The
overarching theme of the book is 'change begins in this room, it begins with me
and it begins now'.</em></span></span></div>
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<span lang="EN-US"><span style="font-family: Verdana, sans-serif;">So what does it mean to step up? <span style="mso-spacerun: yes;"> Izzo's k</span>ey themes are: - </span></span></div>
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<span style="font-family: Verdana, sans-serif;"><span lang="EN-US" style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">·<span style="font-family: "Times New Roman"; font-size-adjust: none; font-stretch: normal; font-style: normal; font-variant: normal; font-weight: normal; line-height: normal;"> </span></span></span><span lang="EN-US">accept personal responsibility</span></span></div>
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<span style="font-family: Verdana, sans-serif;"><span lang="EN-US" style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">·<span style="font-family: "Times New Roman"; font-size-adjust: none; font-stretch: normal; font-style: normal; font-variant: normal; font-weight: normal; line-height: normal;"> </span></span></span><span lang="EN-US">focus on what can be changed</span></span></div>
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<span style="font-family: Verdana, sans-serif;"><span lang="EN-US" style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">·<span style="font-family: "Times New Roman"; font-size-adjust: none; font-stretch: normal; font-style: normal; font-variant: normal; font-weight: normal; line-height: normal;"> </span></span></span><span lang="EN-US">realize we (you/I) have
tremendous power to influence those around us</span></span></div>
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<span style="font-family: Verdana, sans-serif;"><span lang="EN-US" style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">·<span style="font-family: "Times New Roman"; font-size-adjust: none; font-stretch: normal; font-style: normal; font-variant: normal; font-weight: normal; line-height: normal;"> </span></span></span><span lang="EN-US">responsibility will ripple</span></span></div>
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<span style="font-family: Verdana, sans-serif;"><span lang="EN-US" style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">·<span style="font-family: "Times New Roman"; font-size-adjust: none; font-stretch: normal; font-style: normal; font-variant: normal; font-weight: normal; line-height: normal;"> </span></span></span><span lang="EN-US"><strong>you can't not lead</strong> - we (you/I)
have influence over others whether we choose to acknowledge it or not.</span></span></div>
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<span lang="EN-US"><span style="font-family: Verdana, sans-serif;">Are leaders (we/you/I) stepping up? Are leaders acting on the
principles and practice of leadership?</span></span></div>
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</span><span lang="EN-US"><span style="font-family: Verdana, sans-serif;">For the past two years Tim and I have been
posting information on leadership. We've shared with readers, evidence that <span>Canadians
favour participatory or shared leadership and our accepting of transformational
leadership. We have focused on global leadership attributes and Tim recently
published his book<strong> </strong><a href="http://www.barnesandnoble.com/w/leadership-peruvian-style-tim-mcintosh/1108151108">Leadership Peruvian Style</a></span>.
<span style="mso-spacerun: yes;"> </span></span></span><br />
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<span lang="EN-US"><span style="font-family: Verdana, sans-serif;"><span style="mso-spacerun: yes;">T</span>he leadership characteristics we talk about
appear contributory and hopeful, yet almost 70% of Americans believe we are suffering
from a crisis of leadership. <span style="mso-spacerun: yes;"> </span>Cohn &
Moran (2011) suggest rather than asking, why are leaders failing, we need to
ask, "Why aren't we choosing better leaders?" </span></span><br />
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</span><br />
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<span style="font-family: Verdana, sans-serif;"><span lang="EN-US"><strong>Why aren't we choosing better leaders?</strong> <span style="mso-spacerun: yes;"> </span></span><span lang="EN-US" style="mso-bidi-font-family: Arial;">The stories from the Costa Concordia did it for me writes <span class="subtitle1"><span style="font-family: "Calibri","sans-serif"; font-weight: normal; line-height: 115%; mso-ansi-font-size: 11.0pt; mso-ascii-theme-font: minor-latin; mso-bidi-font-size: 11.0pt; mso-bidi-font-weight: bold; mso-hansi-theme-font: minor-latin;"><span style="font-family: Verdana, sans-serif;">Stephen
K. Henn, President, SmartPros Legal & Ethics Division </span></span></span></span><span class="subtitle1"><span lang="EN-US" style="font-weight: normal; line-height: 115%; mso-bidi-font-weight: bold;"><span style="font-family: Verdana, sans-serif;">-</span> </span></span><span class="subtitle1"><span lang="EN-US" style="font-family: "Calibri","sans-serif"; font-weight: normal; line-height: 115%; mso-ansi-font-size: 11.0pt; mso-ascii-theme-font: minor-latin; mso-bidi-font-size: 11.0pt; mso-bidi-font-weight: bold; mso-hansi-theme-font: minor-latin;"><em>"</em></span></span><span lang="EN-US" style="mso-bidi-font-family: Arial;"><em>The
Costa Concordia is the Italian luxury cruise ship that shipwrecked off of the
island of Giglio. Captain Francesco Schettino, who stands accused of
manslaughter, reportedly abandoned ship. As we look around the world today, the
good captain's actions are seemingly becoming more commonplace (2011)".</em> <span style="mso-spacerun: yes;"> </span></span></span></div>
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<span lang="EN-US" style="mso-bidi-font-family: Arial;"><span style="font-family: Verdana, sans-serif;">There is plenty of evidence that the captains and leaders across sectors, and around the world are not what they profess to be or what they are expected and compensated to be. A five year analysis of </span><a href="http://www.gallup.com/poll/1654/Honesty-Ethics-Professions.aspx"><span style="font-family: Verdana, sans-serif;">honesty and ethical standards in professions</span></a><span style="font-family: Verdana, sans-serif;"> supports Henn's statement and local, national and global observations.</span></span></div>
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<span lang="EN" style="font-family: "Verdana","sans-serif"; line-height: 115%; mso-ansi-language: EN;"><span style="font-family: Verdana, sans-serif;">Henn follows up his
statement by saying 'We are facing a leadership crisis in this country and
throughout the world. The foundation of this crisis, apparent to even the most
casual observer, is that the leaders of today seem small compared to the
problems that we face. To date, we have not successfully brought forth a
generation of leaders ready and willing to tackle these severe challenges.
Something is lacking in the moral fabric of our current leadership, and, as a
consequence, our country and the world are suffering'.</span></span><span lang="EN" style="font-family: "Verdana","sans-serif"; line-height: 115%; mso-ansi-language: EN;"></span></div>
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<span style="font-family: Verdana, sans-serif;"><span lang="EN-US">In 2009 and 2010, Tim and I conducted a
literature review of leadership in Canada. Our objective was to identify what
leaders and pundits of leadership in Canada had to say on the subject before
delving into a critical analysis. </span>Our research spanned multiple sectors and revealed four factors negatively
impacting leaders and leadership in Canada:</span></div>
<span style="font-family: Verdana, sans-serif; font-size: x-small;"><strong>1. Absence of a commonly accepted definition of leadership, </strong></span><br />
<br />
<span style="font-family: Verdana, sans-serif; font-size: x-small;"><strong>2. Change and complexity of leadership in the 21st century,</strong></span><br />
<br />
<span style="font-family: Verdana, sans-serif; font-size: x-small;"><strong>3. Limited understanding of the traits and attitude of leadership, </strong></span><br />
<br />
<span style="font-family: Verdana, sans-serif;"><span style="font-size: x-small;"><strong>4. Deficit and development of leadership.</strong></span> </span><br />
<br />
<span lang="EN" style="font-family: "Verdana","sans-serif"; font-size: 10pt; line-height: 115%; mso-ansi-language: EN;"><span style="font-family: Verdana, sans-serif;"><span style="font-size: small;">Stayed tuned - there
is more to be said on this topic. </span></span></span><br />
<br />
<span lang="EN" style="font-family: "Verdana","sans-serif"; font-size: 10pt; line-height: 115%; mso-ansi-language: EN;"></span><span lang="EN" style="font-family: "Verdana","sans-serif"; font-size: 10pt; line-height: 115%; mso-ansi-language: EN;"><span style="font-family: Verdana, sans-serif;"><span style="font-size: small;">We welcome your comments and stories.</span></span></span><br />
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<span lang="EN" style="font-family: "Verdana","sans-serif"; font-size: 10pt; line-height: 115%; mso-ansi-language: EN;"><span style="font-family: Verdana, sans-serif;"><span style="font-size: small;"><span style="font-size: xx-small;">Reference: <span style="font-family: Times New Roman;">
</span></span></span></span></span></div>
<span style="font-family: Verdana, sans-serif;"><span style="font-size: small;"><div class="MsoNormal" style="margin: 0cm 0cm 10pt;">
<span style="font-size: xx-small;"><span class="subtitle1"><span lang="EN-US" style="font-family: "Calibri","sans-serif"; font-size: 9pt; font-weight: normal; line-height: 115%; mso-ascii-theme-font: minor-latin; mso-bidi-font-weight: bold; mso-hansi-theme-font: minor-latin;">Stephen K. Henn, President, SmartPros Legal & Ethics Division</span></span><span class="subtitle1"><span lang="EN-US" style="font-size: 9pt; font-weight: normal; line-height: 115%; mso-bidi-font-weight: bold;"><span style="font-family: Arial;">. </span></span></span><span class="headline1"><span lang="EN-US" style="color: windowtext; font-family: "Calibri","sans-serif"; font-size: 9pt; font-weight: normal; line-height: 115%; mso-ascii-theme-font: minor-latin; mso-bidi-font-weight: bold; mso-hansi-theme-font: minor-latin;">Leadership
in Crisis, Part 1</span></span></span><b style="mso-bidi-font-weight: normal;"><span lang="EN-US" style="font-size: 9pt; line-height: 115%;"><br /><span style="font-family: Calibri; font-size: xx-small;">
</span></span></b><span class="subtitle1"><span lang="EN-US" style="font-family: "Calibri","sans-serif"; font-size: 9pt; font-weight: normal; line-height: 115%; mso-ascii-theme-font: minor-latin; mso-bidi-font-weight: bold; mso-hansi-theme-font: minor-latin;"><a href="http://accounting.smartpros.com/x73373.xml"><span style="font-size: xx-small;">http://accounting.smartpros.com/x73373.xml</span></a></span></span><b style="mso-bidi-font-weight: normal;"><span lang="EN-US" style="font-size: 9pt; line-height: 115%;"><o:p></o:p></span></b></div>
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</div>Terresa Augustinehttp://www.blogger.com/profile/03259442313590610926noreply@blogger.com0tag:blogger.com,1999:blog-6572613302262282359.post-35449743155124982032012-01-31T17:31:00.000-08:002012-01-31T17:35:14.473-08:00Not Giving UpI am preparing a course on transformational leadership (TL) so the topic is on my mind as I rethink the implications of TL for everyday life. The question foremost on my mind is just how many of us are transformational leaders. In my leadership pilgrimage just what could I have done to be more transformational? <br /><br /> Here’s a quick review of TL. Bass (1985) stated that TL is made up of behaviors that are often referred to as the four I’s:<br /><br />1. Idealized influence<br />2. Individualized consideration<br />3. Inspirational motivation<br />4. Intellectual stimulation<br /><br />He contrasted TL behavior with that of transactional leadership which he stated has three behaviors:<br /><br />1. Contingent reward<br />2. Active management by exception<br />3. Passive management by exception<br /><br /> Bass and Riggio (2006) stated that the theory is still intact. In preparing for the class I was thinking why I have not heard so much about TL in recent years. The lack of attention in recent years is especially interesting when one remembers that Bass (1996, 1997) said that TL is considered effective in any situation. Terresa and I have written extensively on international leadership with a focus on Canada and so the reference to cross cultural effectiveness caught my attention. Perhaps the simple answer to our research on effective leadership in Canada or any other place is to form transformational leaders. <br /><br /> Would that it were so easy. How many of us apply the four I’s in all of leadership situations? The more difficult question is, “How many of us know how to help form four I type of leaders?” I am guessing that very few help to form such leaders in their lifetime. But I for one refuse to give up trying. I believe that transformation on personal and organizational levels is so important that I am willing to continue to fight the good fight. <br /><br /> Later in the month I am speaking to a group of 28 missionaries. I have been evaluating the years of international service and I made a list of all those who with whom I’ve helped to form in leadership over the years. There are many sad stories to tell including some downright disasters. The good news is that there are a few transformational leaders among the list. Yes! Some are outside my home culture. There are many on the list where the final story has not been told. I include myself on that list. <br /><br /> Join me in seeking the ideal, the formation of transformational leaders who are in turn able to influence others. It is a worthy life purpose. <br /><br />References:<br />Bass, B. M. (1985). Leadership and performance beyond expectations. New York: Free Press.<br />Bass, B.M. (1996). A new paradigm of leadership: An inquiry into transformational leadership. Alexandria, VA: U.S. Army Research Institute for the Behavioral and Social Sciences. <br />Bass, B.M. (1997). Does the transactional-transformational paradigm transcend organizational and national boundaries? American Psychologist, 52, 130-139. <br />Bass, B.M. & Riggio, R.E. (2006). Transformational Leadership (2nd Ed.). Mahwah, NJ: Lawrence Erlbaum Associates, IncTim McIntoshhttp://www.blogger.com/profile/13928788616822935285noreply@blogger.com0tag:blogger.com,1999:blog-6572613302262282359.post-80777049685518534632011-12-18T10:44:00.000-08:002011-12-19T17:38:56.472-08:00<br />
<span style="font-family: Calibri;"><span style="font-family: Times New Roman;"><strong><span style="font-size: large;"><a href="http://www.youtube.com/watch?v=xf8db3Vz95I&feature=related" target="_blank">It's Christmas Time</a></span></strong> <em><span style="font-size: x-small;">(click the link to hear the song).</span></em></span></span><br />
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<span style="font-family: Calibri;">As I walked amongst the holiday shoppers and city workers in the center of a Canadian city, a distress cry arose. </span><br />
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<span style="font-family: Calibri;">It took me a moment to locate where the wounded call came from and as people moved aside, the man appeared. He was bedraggled and his sorrowful cries expressed anguish and pain. Food he said, FOOD read his sign. His hand was extended and in it was a dime - 10 cents. </span></div>
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<span style="font-family: Calibri;">I approached this distraught man who was crouched against the shiny black slate of a bank tower to ask, "What kind of food do you want?". "HUMAN FOOD, I want human food", he said as he rocked himself back and forth. I wondered if the rocking was to stay warm or maybe too calm the troubles inside of him. I asked if he needed help, food was his response. </span></div>
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<span style="font-family: Calibri;">I went to the street vendor and ordered a hotdog and iced tea. The hotdog was grilled to perfection and placed in a toasted bun. Onions the vendor asked, I declined. The vendor had skillfully avoided touching the food, concerned he might violate a city bylaw or health regulation. He dried the water off the soda can, wrapped it in a napkin and wished me a Merry Christmas. As a courtesy I replied the same.</span></div>
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<span style="font-family: Calibri;">I returned to the troubled man who was in the same corner, now holding two dimes in his outstretched palm. I offered the hotdog and soda to him. He jumped from his crouched position like an animal released by its capture, and in turn I also jumped. "I'm not crazy", he cried out - "I'm not crazy - people just walk by me and they say God bless me, God bless me I cry, God bless you who walk by or drop a coin - I'm not crazy please don't be afraid". I admitted to him that I was afraid but I knew he was also scared. </span></div>
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<span style="font-family: Calibri;">I offered the hotdog and soda a second time. He took the soda, removed the napkin, put the soda into his bag and the napkin in his pocket. He picked up his bag continuing to express his anguish about people walking by. He accepted the hot dog with the words God Bless you. </span></div>
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<span style="font-family: Calibri;">So this is Christmas and what does it mean - faith, hope, love and joy. <a href="http://www.youtube.com/watch?v=GD5LdFgF5Ks&feature=related" target="_blank">Do they know it's christmas time</a> <em><span style="font-size: x-small;">(listen to the song) </span></em>- do the hungry beggars or the lost souls around us do they know and feel the season of faith, love, joy and hope when we walk by, pretend we don't see what is, or toss a coin? </span><br />
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<span style="font-family: Calibri;">Pan handling has become a way to earn a living for some and as the number of persons asking for a handout increases we can become desensitized to the plight of the hungry and hurting. Should we turn off our human capacity to love, to share joy and be hopeful because too many are asking or because we are uncomfortable or find it disconcerting? Is it okay to be more concerned with the preparation of a hot dog for a customer rather than a frightened neighbour on the corner? </span><br />
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<span style="font-family: Calibri;">In the shadow of busy lives and attention to personal needs the essence of the season can be lost or given only to those we know and care about. </span><span style="font-family: Calibri;">Say a prayer for those you know and those you don't - share the gift of love - its a gift that keeps on giving.</span></div>Terresa Augustinehttp://www.blogger.com/profile/03259442313590610926noreply@blogger.com1tag:blogger.com,1999:blog-6572613302262282359.post-18653644141538374592011-11-13T16:17:00.001-08:002011-11-13T18:04:51.588-08:00Governance as Leadership<span style="font-size: 10pt; line-height: 115%;"><span style="font-family: Calibri;">The
significance of the not-for-profit sector (in Canada and world wide), means directors, board
members and executive officers need to rethink conventional practice if they are to effectively govern.<span style="mso-spacerun: yes;"> </span></span></span><span style="font-family: Calibri;"><span style="font-size: 10pt; line-height: 115%;">That being
said, <i style="mso-bidi-font-style: normal;">"</i></span><i style="mso-bidi-font-style: normal;"><span style="font-size: 10pt; line-height: 115%; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">Effective
governance by the board of a nonprofit organization is a rare and unnatural
act. Only the most uncommon of nonprofit boards functions as it should by
harnessing the collective efforts of accomplished individuals to advance the
institution’s mission and long-term welfare"</span></i><span style="font-size: 10pt; line-height: 115%; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";"> (Chait, Holland, Taylor, 1996).</span></span><br />
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<span style="font-size: 10pt; line-height: 115%;"><span style="font-family: Calibri;">Not-for-profit organizations operate as foundations, societies, charities, co-operatives and volunteer groups. They rise up from grassroots initiatives or form in response to service, social or economic gaps. </span></span></div>
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<span style="font-size: 10pt; line-height: 115%;"><span style="font-family: Calibri;">As a board member, executive officer
and advocate for good governance, I support Chait, Ryan & Taylor's (2005) research that <em>it takes great self-awareness for a Board to realize the variety of choices possible for their leadership and decision-making process.</em> However, it is often an internal crisis, forced change or a transformative leader that inspires a board to self-assess and then move from past practice to present need. </span></span></div>
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<span style="font-size: 10pt; line-height: 115%;"><span style="font-family: Calibri;">Waiting for
a crisis or change agent should not be a common or accepted leadership practice of this important <a href="http://www.imaginecanada.ca/node/32">sector</a> that employs 2 million people and represents $79.1
billion or 7.8% of Canada's GDP (larger than automotive or manufacturing).
A sector or organization driven by purpose, in a climate of increasing demand and limited resources, needs </span></span><span style="font-size: 10pt; line-height: 115%;"><span style="font-family: Calibri;">to
employ sound governance principles and practice.</span></span></div>
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<span style="font-family: Calibri;"><span style="font-size: 10pt; line-height: 115%;">Experience and theory<span style="font-size: 10pt; line-height: 115%;">
affirms that Boards and board members leading with sound governance practice and
principles are - </span></span></span></div>
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<span style="font-family: Calibri;"><span style="font-size: 10pt; line-height: 115%;"><span style="font-size: 10pt; line-height: 115%;">more
engaged,</span></span></span></div>
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<span style="font-family: Calibri;"><span style="font-size: 10pt; line-height: 115%;"><span style="font-size: 10pt; line-height: 115%;"></span><span style="font-size: 10pt; line-height: 115%;">more able
to understand and respond to the entities purpose and responsibilities,<o:p></o:p></span></span></span></div>
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<span style="font-family: Times New Roman; font-size: small;">
</span><span style="font-size: 10pt; line-height: 115%;">more able
to make critical, forward thinking decisions that support them and the future
of the not-for-profit. </span></div>
</li>
</span></ul>
<span style="font-family: Calibri;"><div class="MsoNormal" style="margin: 0cm 0cm 10pt;">
<span style="font-size: 10pt; line-height: 115%;">A more engaged, informed and enabled board is better for the people being served, donors, funders, board members, chief executive officers and the employees. </span></div>
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<span style="font-size: 10pt; line-height: 115%;"><span style="font-size: 10pt; line-height: 115%;">Chait, et al, propose governance as leadership is evidenced and in turn can be developed by how a board addresses their primary responsibilities: fiduciary, strategic and generative leadership. </span></span><span style="font-size: 10pt; line-height: 115%;">The following framework can be used to guide a board through inquiry, information analysis and informed decision-making with respect to its </span><span style="font-family: "Calibri","sans-serif"; font-size: 10pt; line-height: 115%; mso-ansi-language: EN-CA; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">key functions - </span></div>
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<span style="font-family: "Calibri","sans-serif"; font-size: 10pt; line-height: 115%; mso-ansi-language: EN-CA; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">With an understanding of governance as leadership, aspiring and established leaders can ask themselves, their boards and, or board colleagues - </span><span style="font-family: "Calibri","sans-serif"; font-size: 10pt; line-height: 115%; mso-ansi-language: EN-CA; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"></span></div>
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<b><span style="color: black; font-size: 10pt; line-height: 115%; mso-bidi-font-family: Helvetica-Bold;">How effective is our board leadership? </span></b></div>
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<b><span style="color: black; font-size: 10pt; line-height: 115%; mso-bidi-font-family: Helvetica-Bold;">How are we as a board (board member)
developing our knowledge, skill and competency? </span></b></div>
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<b><span style="mso-bidi-font-family: Helvetica-Bold;"><span style="font-size: xx-small;">References:</span></span></b></div>
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<span style="font-size: xx-small;"><span style="mso-bidi-font-family: Helvetica-Bold; mso-bidi-font-weight: bold;">Chait, Richard, P. Holland, Thomas, Taylor, Barbara
(1996). Improving the Performance of Governance Boards. Oryx Press</span><span><o:p></o:p></span></span></div>
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<span style="font-size: xx-small;"><span style="font-family: Times New Roman;">
</span><span style="mso-bidi-font-family: Helvetica;">Chait, Richard P., Ph.D., Ryan, William
P., Ph.D., Taylor, Barbara E. 2005. </span><i><span style="mso-bidi-font-family: Helvetica-Oblique;">Governance as Leadership: Reframing the
Work of Nonprofit Boards</span></i><span style="mso-bidi-font-family: Helvetica;">. Board Source.</span><i><span style="mso-bidi-font-family: Helvetica-Oblique;"> </span></i></span><span style="mso-bidi-font-family: Helvetica;"><a href="http://www.boardsource.org/Bookstore.asp?Item=161"><span style="font-size: xx-small;">www.boardsource.org/Bookstore.asp?Item=161</span></a></span><i><span style="mso-bidi-font-family: Helvetica-Oblique;"><span style="font-size: xx-small;">Generally
Accepted Practices for Sustainability in Non-Profit Management</span></span></i><span style="mso-bidi-font-family: Helvetica;"><span style="font-size: xx-small;">, CentrePoint Non-Profit
Management:2009 </span><a href="http://www.thecentrepoint.ca/"><span style="font-size: xx-small;">www.thecentrepoint.ca</span></a></span><span style="font-size: xx-small;"><span style="mso-bidi-font-family: Helvetica;">Industry Canada. 2002. </span><i><span style="mso-bidi-font-family: Helvetica-Oblique;">Primer for
Directors for Not-for-Profit Corporations: Rights, Duties & Practices. </span></i><span style="mso-bidi-font-family: Helvetica;"><a href="http://www.ic.gc.ca/epic/site/cilp-pdci.nsf/en/h_cl00688e.html">www.ic.gc.ca/epic/site/cilp-pdci.nsf/en/h_cl00688e.html</a></span></span></div>
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<br /></div>Terresa Augustinehttp://www.blogger.com/profile/03259442313590610926noreply@blogger.com0tag:blogger.com,1999:blog-6572613302262282359.post-19740148914805136002011-10-27T08:44:00.000-07:002011-10-27T09:15:20.805-07:00Who is more humble?Last week one of my students at Trinity Western University in Langley, BC stated that Canadians are more humble and humane oriented than Americans. Then she proceeded to ask my opinion. I have not answered her yet but her question has been on my mind every day since. I believe her question is an important one for those reading this blog so I will deal with it first here.<br /><br />Comparison between Americans and Canadians in terms of leadership tendencies is important for both countries. The two nations have the longest shared border of any two countries in the world. They conduct a great deal of commerce and spend considerable time in one another’s countries on vacation. Understanding the leadership profile of one another is imperative for successful business ventures and maintaining friendship.<br /><br />Humane-Oriented Leadership is one of the nine behaviors and attributes that House, Hanges, Javidan, Dorman, and Gupta (2004) stated were found in the Global Leadership and Organizational Behavior Effectiveness (GLOBE) study. They define this behavior as, “A leadership dimension that reflects supportive and considerate leadership but also includes compassion and generosity. This leadership dimension includes two subscales labeled (a) modesty and (b) humane orientation” (p.12).<br /> <br />House et al. (2004) stated that in society practices English speaking Canada has a 4.49 rating on humane orientation behavior, the 12th highest, with Zambia being first at 5.23. Germany is the lowest at 3.18. The U.S. has a rating of 4.17 putting it at 27th in rating. GLOBE studied 62 countries. That means that Canada is at the high of end of humane orientation and the U.S. just slightly above the middle in practice. As far as the ideal is concerned English speaking Canada ranks 10 at 5.64 and the U.S. 24 at 5.53. Both countries believe that humane orientation is more important than then actually practice. The highest rank on the ideal of this behavior is Nigeria at 6.09 and the lowest is Thailand at 5.0.<br /><br />So, the answer to my student is that from the scientific data of House et al. is that Canada has a more humane orientation with the difference being greater in actual practice than it is in the ideal. What does this mean? House et al. gave a chart on the differences between higher humane orientation and lower humane orientation on page 570 where they listed 16 differences. I won’t reproduce the whole chart but here are the five examples for the chart:<br /><br />High Humane Orientation Societies <br /> <br />1. Others are important (i.e. family and friends). <br /><br />2. Fewer psychological and pathological problems. <br /> <br />3. Values altruism, benevolence, kindness, love, and generosity have high priority.<br /> <br />4. Need for belonging and affiliation motivate people. <br /> <br />5. Personal and family relationships induce protection for the individuals. <br /><br /> Low Humane Orientation Societies<br /><br />1. Self interest is important. <br /> <br />2. More psychological and problems. <br /> <br />3. Values of pleasure, self love, and employment have higher priority.<br /><br />4. Power and material possessions motivate people.<br /><br />5. Welfare state guarantees social and economic protection of individuals. <br /> <br />It important to remember that both Canada and the U.S. are in the upper half of humane orientation countries but Canada is 14 spots higher than the U.S. in practice. My take on this is that when people from the two countries communicate for business or whatever over reason they can expect the other to act in a fairly similar fashion but that each should expect the Canadian to place greater emphasis on the group and the American on the individual. <br /><br />What does all of this say about humility? Well, there’s more to come. Remember, we are making a comparison on just one cultural dimension. When looking at the humane orientation dimension what do you see as the implications for your work as either a Canadian or American as you deal with the other country?<br /><br />Reference:<br /><br />House, R.J., Hanges, P.J., Javidan, M., Dorfman, P.W. & Gupta, V. (2004). Culture, Leadership and Organizations: The GLOBE study of 62 societies. Thousand Oaks, CA: Sage Publications.Tim McIntoshhttp://www.blogger.com/profile/13928788616822935285noreply@blogger.com0tag:blogger.com,1999:blog-6572613302262282359.post-92039773594618891912011-09-05T20:22:00.000-07:002011-09-05T20:22:45.501-07:00Rise UpSuccession planning experts and authors, Jeffrey Cohn and Jay Moran say organizations are lousy at picking leaders despite the fact that the 7 signs of leadership are popping up all over the place. <br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiUik2KApb_5z81TjpLidkIszBxje3fHjT-CMLO3cPuqvLRWORe6LGsvHQzrcQ78bqKm5Zw53ZqEB5hyphenhyphen4mWNvCgpKV0WhoZHyblFNgvwa8PWM3w8fo2Zzya3Dx1XAXaiwSbKVjRb6NwhO4/s1600/7+Signs+of+Leadership.jpg" imageanchor="1" style="clear: right; cssfloat: right; float: right; height: 196px; margin-bottom: 1em; margin-left: 1em; width: 241px;"><img border="0" height="241" nba="true" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiUik2KApb_5z81TjpLidkIszBxje3fHjT-CMLO3cPuqvLRWORe6LGsvHQzrcQ78bqKm5Zw53ZqEB5hyphenhyphen4mWNvCgpKV0WhoZHyblFNgvwa8PWM3w8fo2Zzya3Dx1XAXaiwSbKVjRb6NwhO4/s320/7+Signs+of+Leadership.jpg" width="320" /></a>As Canadians we talk about our shared-vision leadership preference<span style="font-family: "Helvetica Neue", Arial, Helvetica, sans-serif; font-size: xx-small;"><strong>1</strong></span>; a leadership style that expects much from leaders. Henein & Morissette affirm there is a Canadian Leadership Brand<span style="font-size: xx-small;"><strong>1</strong></span><span style="font-size: x-small;"> </span> that consists of characteristics and attributes such as: patience, compassion, humanitarian, moderate, diplomatic, reasonable, ethical, honest, fair, trustworthy, decent, upright, knowledgeable, competent, effective, diligent, accountable, preserving, creative, hopeful, inventive, innovative, resilient, confident, welcoming, respectful, equitable, flexible, tolerant and collaborative.<br />
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On August 22, 2011, Canada and Canadians lost a leader whose life and work reflected the 7 Signs of Leadership, Shared-Vision Leadership and the Canadian Leadership Brand. Jack Layton represented a political party as much as he represented the leadership attributes Canadians profess to admire. <br />
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Organizations, institutions and even groups may be lousy at picking leaders but we know what we want from leaders and it is in the absence of leadership that we hunger for it. It is the loss of Jack and his leadership attributes that bring us to mourn his passing as well as the gap . . . and the possibility he left behind. No matter one’s political persuasion, Jack Layton leaves us with an example of how to lead in the context of country, purpose, project, family or self. <br />
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Jack left a letter to Canadians reminding us that <em>Canada is a great country, one of the hopes of the world. We can be a better one – a country of greater equality, justice, and opportunity</em>. For leaders to fulfill the possibility and responsibility of leadership - we must rise up and practice leadership in all facets of our lives; as an employee, colleague, neighbour, friend, parent or member of a family. </div>
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At Jack Layton’s funeral his friend and musical artist sang for all of us <a href="http://www.youtube.com/watch?v=nNIdqu7crW8">Rise Up</a>. Jack invited all leaders to RISE UP!</div>
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<strong><em>Questions to ponder . . . </em></strong></div>
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How, when and where do you practice leadership? <br />
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Are vision, integrity, empathy, courage, judgment, passion and emotional intelligence part of your whole life?<br />
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<span style="font-size: x-small;"><span style="font-size: xx-small;"><strong>1</strong></span> See earlier posts on shared-vision leadership and Canadian Leadership Brand.</span><br />
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Terresa Augustinehttp://www.blogger.com/profile/03259442313590610926noreply@blogger.com1tag:blogger.com,1999:blog-6572613302262282359.post-12994223708294957662011-06-02T12:06:00.000-07:002011-06-02T12:07:14.703-07:00Summertime and SunshineTim and I heard rumour that summertime and sunshine are just around the corner. We are going to take a well-deserved . . . well we believe well-deserved break, and will see you again in the fall. Thanks for following us.Terresa Augustinehttp://www.blogger.com/profile/03259442313590610926noreply@blogger.com0tag:blogger.com,1999:blog-6572613302262282359.post-78207261453111726302011-03-27T12:12:00.000-07:002011-03-27T12:12:07.553-07:00Leadership in Canada – bad news and good news.In an earlier post we shared evidence that <strong>Canadians favour participatory or shared leadership</strong>. Shared leadership involves: accountability, partnership, equity, and ownership. We’ve also spoken about <strong>Canadians' acceptance of transformational leadership</strong>. This leadership style concerns itself with changing what is e.g. institutions, circumstances and people, through a leaders ability to guide and inspire others to follow. Henein & Morissette support the attributes of these styles with a <strong>Canadian Leadership Brand</strong> of traits and characteristics <span style="font-size: x-small;">(See January 7, 2011 post). </span><br />
<br />
Given what we know about leadership in Canada and with a universal definition on the dashboard <span style="font-size: x-small;">(October, 2010 post),</span> one might expect leadership in Canada would be realizing encouraging results. However, socio-economic indicators suggest a gap between expectations and results . . . <br />
<br />
- Canada's gap widened more dramatically in areas of development and poverty than most countries between 1995 and 2005 <span style="font-size: x-small;">(OECD, 2008)</span><br />
<br />
- We've slipped from 7th to 25th place on the World Economic Forum Gender Gap Index <span style="font-size: x-small;">(Hausmann, Tyson and Zahidi, 2008)</span><br />
<br />
- Canada can expect to have 15 million people 16 and over or 46% of the population with literacy skills below generally accepted levels to compete in a global economy <span style="font-size: x-small;">(Canadian Council on Learning, 2009)</span><br />
<br />
- Income, housing, food and employment insecurity are growing <span style="font-size: x-small;">(Campaign 2000, 2000; Canada without Poverty, 2009; Make Poverty History 2009)</span><br />
<br />
- The Conference Board of Canada ranks Canada as 14 out of 17 amongst its peer countries noting concerns such as: failure to innovate, demographic changes that pose ongoing challenges; looming productivity clouded by shortage of skilled people <span style="font-size: x-small;">(Conference Board of Canada, 2007)</span><br />
<br />
Such results move us from complex socio-economic challenges towards intricate polycrisis (Morin, 1999) that calls for leaders to guide, influence, inspire, motivate and enable us to find our way through what is, in pursuit of better returns on investment. An example of a polycrisis is the reality of more than 1.5 million Canadian households living with housing insecurity (Born, 2011). This result of poverty impacts every Canadian directly or indirectly. The human impact is shocking and the societal and financial costs are staggering – <br />
<br />
- Between 1993 and 2004, Canadian taxpayers spent an estimated $49.5 billion maintaining the status quo on the homeless problem in Canada. <span style="font-size: x-small;">(Red Tents, 2010) </span><br />
<br />
- The cost of poverty to Ontario alone is placed at $32 to $38 billion – annually. <span style="font-size: x-small;">(Canadian Without Poverty, 2009)</span><br />
<br />
- It costs $48,000 a year to leave someone out on the street and around $28,000 a year to house them. <span style="font-size: x-small;">(Standing Committee, 2009)</span><br />
<br />
<strong>And now for some good news.</strong><br />
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Leadership coalitions, shared-vision groups and interested stakeholders, are stepping up to fill the gap (Born, 2011). Participatory, transformational and shared-vision leaders are coming together to address local, regional or national concerns related to the social, economic and environmental well-being of Canadians. These formal and informal groups are as diverse as the needs. <br />
<br />
<strong>Are you leading in one of these groups? </strong><br />
<br />
<strong>Would you be willing to participate in a national research project to help Canada and Canadians identify how your participatory, transformational or shared leadership group is working? </strong><br />
<br />
<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh16_cEWHj5Q_BAGLVSUi_2F0KInlwlluI-lyUNVqx9rfTarFFfvPlV_34O8R5a7a0FJlv0_h2hkul7Re7Ce-ioerWuw63kpNoLXIT7ZL6Odi3ITLSh9xf4mQYXVWQj9yEOoN_CS0beXLM/s1600/If+not+you+-+who.jpg" imageanchor="1" style="clear: right; cssfloat: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="0" r6="true" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh16_cEWHj5Q_BAGLVSUi_2F0KInlwlluI-lyUNVqx9rfTarFFfvPlV_34O8R5a7a0FJlv0_h2hkul7Re7Ce-ioerWuw63kpNoLXIT7ZL6Odi3ITLSh9xf4mQYXVWQj9yEOoN_CS0beXLM/s200/If+not+you+-+who.jpg" width="0" /></a></div>As a complement to our individual and collective research, Tim and I have prepared a focus group questionnaire and facilitator’s package to assist participatory, shared or transformational leadership groups answer some questions about leadership in Canada. It is anticipated that the results of this research (to be shared with all participants) will influence institutions and organizations that lead leadership in Canada.<br />
<br />
Please contact Tim or myself if you would like to participate in this research project.<br />
<br />
<a href="http://www.linkedin.com/in/terresaaugustine">LINKEDIN</a><br />
<br />
<span style="font-size: x-small;">Born. (2011). </span><a href="http://tamarackcommunity.ca/index.php#res1"><span style="font-size: x-small;">Helping Cities to Reduce Poverty</span></a><span style="font-size: x-small;">.</span><br />
<span style="font-size: x-small;">Campaign 2000. (2000). </span><a href="http://www.campaign2000.ca/"><span style="font-size: x-small;">End child and family poverty in Canada</span></a><span style="font-size: x-small;">. </span><br />
<a href="http://www.cwp-csp.ca/Blog/about-us"><span style="font-size: x-small;">Canada Without Poverty</span></a><span style="font-size: x-small;">. (2009). </span><a href="http://ccl-cca.ca/"><span style="font-size: x-small;">Canadian Council on Learning</span></a><span style="font-size: x-small;">.(2008). </span><br />
<span style="font-size: x-small;">Conference Board of Canada. (2007). How Canada performs: a report card on Canada. Ottawa, ON</span><br />
<span style="font-size: x-small;">Hausmann, R. Tyron, L.D., Zahidi, S. (2008). </span><a href="https://members.weforum.org/pdf/gendergap/report2009.pdf"><span style="font-size: x-small;">The Global Gender Gap Index 2008</span></a><span style="font-size: x-small;">.. </span><br />
<span style="font-size: x-small;">Make Poverty History (2009). </span><a href="http://www.makepovertyhistory.ca/"><span style="font-size: x-small;">Wouldn’t you agree it’s about time</span></a><span style="font-size: x-small;">. <br />
OECD. (2008). </span><a href="http://www.oecd.org/dataoecd/44/48/41525292.pdf"><span style="font-size: x-small;">Growing Unequal?: Income distribution and poverty in OECD countries</span></a><span style="font-size: x-small;">. </span><br />
<a href="http://www.redtents.org/content/cost-homelessness-canada"><span style="font-size: x-small;">Red Tents</span></a><span style="font-size: x-small;">. (2010). <br />
Standing Committee on Social Affairs, Science and Technology. (2009). <em><a href="http://www.parl.gc.ca/40/2/parlbus/commbus/senate/com-e/citi-e/subsite-dec09-e/reports-e.htm">In from the margins: a call to action on poverty, housing and homelessness</a>. </em></span>Terresa Augustinehttp://www.blogger.com/profile/03259442313590610926noreply@blogger.com0tag:blogger.com,1999:blog-6572613302262282359.post-74646317426075915122011-02-28T17:42:00.000-08:002011-03-02T17:48:41.019-08:00Shared Leadership - a Canadian Preference?This month we will try to draw closer to answering Terresa’s question, “So what leadership model can or is serving Canadians?” The hope is that our research will make that clearer. In the meantime there is evidence that Canadians like the participatory style proposed by Vroom and Yetton (1973) or shared leadership as explained by Jackson (2000). A leadership style that includes the followers in important organizational decisions appears to be destined for success in Canada. <br />
<br />
Participatory-leadership.com defines the style this way:<br />
<br />
<em>The participatory leadership paradigm is based on respect and engagement. It constructively focuses energy in every human to human encounter. A more advanced, more democratic and more effective model of leadership, it harnesses diversity, builds community, and creates shared responsibility for action. It deepens individual and collective learning yielding real development and growth. (p.1)</em><br />
<br />
Jackson stated, “Shared leadership is a management model based on the shared governance model of philosophy” (p.166). He believed the four key concepts of shared leadership are, a) accountability, b) partnership, c) equity, and d) ownership. An important study in New Brunswick (Taggart, 2000) supports the theory of shared leadership for Canadians. <br />
<br />
Taggart (2000) found that providing staff <br />
<br />
a) a greater role in decision making, <br />
b) improving staff access to managers, <br />
c) closing the gap between staff and managers, and <br />
d) creating dialogue among management, staff and unions <br />
<br />
were four useful steps in the creating an environment of shared leadership in the New Brunswick region of Human Resource Development in Canada. <br />
<br />
The Global Leadership and Organizational Behavior Effectiveness Research Program (GLOBE), a monumental study of leadership around the world, defined leadership as “the ability of an individual to influence, motivate, and enable others to contribute toward the effectiveness and success of the organizations of which they are members” (House, Hanges, Javidan, Dorfman, Gupta, 2004, p. 15).<br />
<br />
Irving (2004) questioned that the emphasis on the “individual” in leadership definitions is unwarranted. He believed that team leadership can be an effective means of attaining goals and organizational excellence. He believed that teams that the Apostle Paul participated on in the New Testament are examples of shared leadership. <br />
<br />
Bass (1990) believed that democratic approaches tend to resort in a) better follower commitment, b) involvement, and satisfaction. He argued that, “Decentralization usually brings with it more ability to react quickly and flexibly to opportunities for and threats to the organization” (p.583). <br />
<br />
According to House et al. (2004) is, like the U.S. and the U.K. an individualistic orientated country. However my theory is that our research we will find that the ideal Canadian leaders is one who is able to include followers in decisions without abdicating the leadership role. Taggart (2000) found that to be true in New Brunswick and we may find that to be the case as well in the whole country.<br />
<br />
<strong>What do you think? </strong><br />
<br />
<strong>Is shared leadership or participatory leadership a value for Canadians? </strong><br />
<br />
As we begin our research we would like to hear your thoughts. <br />
<br />
<strong>Blog contribution from Tim McIntosh</strong>.<br />
<br />
<span style="font-size: xx-small;">References:</span><span style="font-size: xx-small;"><br />
</span><br />
<span style="font-size: xx-small;">- Bass, B. M., (19900. Handbook of leadership: Theory, research, and managerial applications. 3rd ed. New York: Free Press.</span><br />
<span style="font-size: xx-small;">- Human Resource Development in Canada (2000). http://www.hrsdc.gc.ca/eng/corporate/contact_us/index.shtml</span><br />
<span style="font-size: xx-small;">- House, R. J., Hanges, P. J., Javidan, M., Dorfman, P. W., & Gupta, V. (2004). Culture, leadership </span><span style="font-size: xx-small;">and organizations: The GLOBE study of 62 societies. Thousand Oaks, CA: Sage.</span><br />
<span style="font-size: xx-small;">- Irving, J.A. (2004, April 8). Decentralization and the shared leadership of the New Testament. Unpublished article. Minneapolis, MN: Bethel University</span><br />
<span style="font-size: xx-small;">- Jackson, S. (2000). A qualitative evaluation of shared leadership behaviors, drives and recommendations. Journal of Management in medicine. 14, 34 166-168. </span><br />
<span style="font-size: xx-small;">- Participatory-leadership.com (2011). A definition of participatory leadership. Retrieved February 15, 2011 from http://www.participatory-leadership.com/Site/A_definition_of_Participatory_Leadership_.html</span><br />
<span style="font-size: xx-small;">- Taggart, J.L.C. (2000). A leap of faith: Creating an environment of shared leadership in the New Brunswick Region of Human Resources Development Canada. Dissertation: Royal Roads U. Ann Arbor. UMI MQ49218</span><br />
<span style="font-size: xx-small;">- Vroom, V.H., & Yetton, P.W. (1973). Leadership and decision-making. Pittsburgh, PA: University of Pittsburgh Press.</span>Terresa Augustinehttp://www.blogger.com/profile/03259442313590610926noreply@blogger.com0tag:blogger.com,1999:blog-6572613302262282359.post-87613136606890414182011-01-07T17:46:00.000-08:002011-01-09T19:00:28.165-08:00Leadership in CanadaCanadians are said to be most accepting of <a href="http://en.wikipedia.org/wiki/Transformational_leadership">transformational leadership</a>. Transformational leadership changes what is e.g. institutions, circumstances and people, through a leaders ability to guide and inspire others to follow. <br />
<br />
<div style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none;"><div style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none;">Examples of this leadership style were seen in Canada’s 14th and 15th Prime Ministers. Lester B. Pearson, (1963 – 1968) and Pierre Trudeau (1968 – 1980) served to raise-up a modern Canada as evidenced in a compassionate, progressive, bilingual country; where the rights of the individual coexist peacefully with the responsibility of the state. Leadership is influenced by geographical, contextual and environmental culture and evidenced in the thoughts and actions of the people. Like most things in modern times . . . culture and leadership have changed over time. </div></div><div style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgnGGhtr-OSreyBiwGx6ZKZBztL_aMyaOFpdw3pcLVaNF1VgCgACyRTJaTSMNDq73N4fzjEQdsjLimToDwKArJVmkf71qhUaQpbsYG6AjSU1aK8KNYiievFMBYSlz-Udr3kd1wJKbAqu6g/s1600/culture2.jpg" imageanchor="1" style="clear: right; cssfloat: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="127" n4="true" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgnGGhtr-OSreyBiwGx6ZKZBztL_aMyaOFpdw3pcLVaNF1VgCgACyRTJaTSMNDq73N4fzjEQdsjLimToDwKArJVmkf71qhUaQpbsYG6AjSU1aK8KNYiievFMBYSlz-Udr3kd1wJKbAqu6g/s200/culture2.jpg" width="200" /></a> <br />
</div><div style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none;"><div style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none;">The International Institute of Social Studies (IISS) research confirms that in the past 15 years great changes have taken place in the domains of state, civil society and markets. Knowing that change surrounds, and understanding the significance of leadership in realizing preferred results - Tim and I continue to explore the topic. This post builds on earlier entries where we’ve shared research and insight on definitions and universally accepted principles of leadership and the relationship between culture and leaders. In this post we look deeper at leadership in Canada. </div></div><div style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none;"><br />
</div><div style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none;">Editors, Feehan & Feit found Canadian business leaders, community development coalitions and business development associations see <strong>visionary and programmatic leaders</strong> not heroic or authority leadership <strong>as necessary to realize growth, development and sustainability</strong>. The Canadian Forces say leadership is a <strong>common social behaviour that directly or indirectly influences others</strong> and <strong>serves shared-purpose for collective effectiveness</strong>. The Government of Canada identifies <strong>value and ethics</strong>, <strong>strategic thinking</strong>, <strong>engagement</strong> and <strong>management excellence</strong> as key leadership competencies for public servants (2005).</div><div style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none;"><br />
</div><div style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none;"><div style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none;">Following their research of 295 Canadian leaders in profit, not-for-profit and public environments, Henein & Morissette defined a <strong><a href="http://www.ila-net.org/members/PublicationFeatures/View_Publication_Feature.asp?DBID=38">Canadian Leadership Brand</a></strong>. Traits and characteristics include: patience, compassion, humanitarian, moderate, diplomatic, reasonable, ethical, honest, fair, trustworthy, decent, upright, knowledgeable, competent, effective, diligent, accountable, preserving, creative, hopeful, inventive, innovative, resilient, confident, welcoming, respectful, equitable, flexible, tolerant and collaborative.</div></div><div style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none;"><br />
</div>Where leadership values, attitudes and characteristics have been identified, our literature review of leadership in Canada found individual, business and civic leaders, as well as leadership critics raising concerns about – <br />
<div style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none;"></div><div style="clear: right; cssfloat: right; float: right; margin-bottom: 1em; margin-left: 1em; text-align: center;"></div><div style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjFnrt6GwTxQiLeGK9jdL4gY4qx8-UtIOc8opKVLdhQ0KqqK4KD3zlSE1AfWzyHG_ndeS9g2lWdeGmUCMVA2v-aF5yZBj0OCHOdldPJBxDLQiQvjYBlqd1MD_jXq2ELN_sKdvJGvtMq3rI/s1600/LinC+Logo.jpg" imageanchor="1" style="clear: right; cssfloat: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="141" n4="true" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjFnrt6GwTxQiLeGK9jdL4gY4qx8-UtIOc8opKVLdhQ0KqqK4KD3zlSE1AfWzyHG_ndeS9g2lWdeGmUCMVA2v-aF5yZBj0OCHOdldPJBxDLQiQvjYBlqd1MD_jXq2ELN_sKdvJGvtMq3rI/s200/LinC+Logo.jpg" width="200" /></a>i) a deficit of leadership in Canada, </div><div style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none;"><br />
</div><div style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none;">ii) lack of definition for leadership and as a result, a restricted ability to measure or hold leaders accountable, and </div><div style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none;"><br />
</div><div style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none;">iii) need to develop leaders by identifying, providing and rewarding the traits, attitudes and characteristics of leadership that families, institutions, organizations and a nation need for today and tomorrow.</div><br />
Our analysis is consistent with the GLOBE’s (House, et al.) findings that leadership characteristics, traits and attitudes practiced in organizations, institutions and associations differ from those valued by a society. This incongruence in the walk and talk of leadership, compounded by the absence of a definition and deficit of leaders in times of increasing need, may be why the educational, organizational or societal investment in leadership is not realizing expected returns. Chrislip and the <a href="http://tamarackcommunity.ca/">Tamarack Community</a> suggest that “traditional models of leadership do not serve us well, especially in our increasingly diverse and complex society” (Cheuy, 2010). <br />
<br />
So what leadership model can or is serving Canadians? This is a question we look forward to discussing with you in future posts. <em>Until then consider your leadership style by answering the following </em>- <br />
<br />
<em>Do you model the traits and characteristics of the Canadian Leadership Brand in your personal, professional and civic life? </em><em><br />
</em><br />
<em>Do you practice and encourage leadership responsibility in your home, workplace and community knowing that you directly or indirectly influence others? </em><em><br />
</em><br />
<em>Do you have a leadership development plan in place for yourself, organization or community?</em><br />
<br />
<span style="font-size: xx-small;">REFERENCES USED –</span><br />
<span style="font-size: xx-small;">Bass, B. M. (1995). Concepts of leadership: The beginnings. In J. T. Wren (Ed.), The leader’s companion: insights on leadership through the ages (pp. 49-52). New York: Free Press.</span><br />
<span style="font-size: xx-small;">Burns, J. M. (1978). Leadership. New York: Harper & Row</span><br />
<span style="font-size: xx-small;">Canadian Forces Leadership Institute. (2005). Leadership in the Canadian forces: doctrine. Ottawa, ON: Chief of the Defence Staff by the Canadian Defence Academy.</span><br />
<span style="font-size: xx-small;">Cohen, A. (2008). Lester B. Pearson; biographies of extraordinary citizens. Toronto, ON: Penguin Books (Canada).</span><br />
<span style="font-size: xx-small;">Cheuy, S. (2010). Leading together in chaotic times, Retrieved January 15, 2010 from http://tamarackcommunity.ca/index.php</span><br />
<span style="font-size: xx-small;">Feehan, D. Feit M. (editors). (2006). Making business districts work: leadership and management of downtown, main street, business districts and community development organizations. Binghamton, NY: Haworth Press</span><br />
<span style="font-size: xx-small;">Government of Canada. (2002). The leadership network: report on plan and policies – Part III. Ottawa, ON: Minister of Public Works and Government Services, 2001.</span><br />
<span style="font-size: xx-small;">Government of Canada. (2005). Key leadership competencies. Ottawa, ON: Canada Public Service Agency and the Public Service Commission.</span><br />
<span style="font-size: xx-small;">Hall, E. (1989). Beyond Culture. New York, NY: Anchor Books.</span><br />
<span style="font-size: xx-small;">Henein, A., Morissette F. (2007). Made in Canada leadership: Wisdom from the nation’s best and brightest on leadership practice and development. Mississauga, ON: John Wiley & Sons. </span><br />
<span style="font-size: xx-small;">House, R. J., Hanges, P. J., Javidan, M., Dorfman, P. W., & Gupta, V. (2004). Culture, leadership and organizations: The GLOBE study of 62 societies. Thousand Oaks, CA: Sage.</span><br />
<span style="font-size: xx-small;">Howell, J.P., Avolio B.J. (1993). Transformational leadership, transactional leadership, locus of control and support for innovation. Journal of Applied Psychology, 78, 891-902.</span><br />
<span style="font-size: xx-small;">Howell, J.P., Frost, P.J. (1989). A laboratory study of charismatic leadership. Organizational Behavior and Human Decision Process, 43: 243-269</span><br />
<span style="font-size: xx-small;">IISS. (2008). Civil society building and research. Den Haag, NL: International Institute of Social Studies.</span><br />
<span style="font-size: xx-small;">Poliquin, D. (2009). Rene Levésque. Toronto, ON: Penguin Group (Canada)</span><br />
<span style="font-size: xx-small;">Young, A. (2007). Give the government a piece of your mind. CMA Management, 81(6), 50-51. Retrieved from Business Source Complete database.</span>Terresa Augustinehttp://www.blogger.com/profile/03259442313590610926noreply@blogger.com1tag:blogger.com,1999:blog-6572613302262282359.post-32838160111564802442010-12-02T15:38:00.000-08:002010-12-02T15:40:17.632-08:00Preferred Profile, CLTI accept the theory that each society has a preferred leadership style. House et al. proposed that leadership practices vary from culture to culture. In order to label the varying practices, they listed six culturally endorsed implicit theories of leadership (CLT) that you mention above. Understanding the preferred profile style in a given culture is extremely important for leadership effectiveness. <br /><br />In my dissertation research I found that Peruvians, or at least those living in Lima, have a preferred style. An understanding of that style has helped me to modify my own style as I practice leadership in Lima. Peruvians and Latin Americans in general believe that the number one ability of a leader is to communicate well verbally. That is part of preferring a Charismatic/Value-Based style. It has made me realize I cannot be lazy about growing in my ability to speak Spanish. also need to stress my personal appearance more than I would in my home culture. <br /><br />I believe that the effective leader needs to vary his style according to the expectations of the followers. Of course one cannot compromise his or her integrity or basic core values but it is possible to vary styles and stay within ethical practices. If the leader adapts his style to fit with the new culture he/she shows respect for the new culture and is likely to win the follower’s loyalty. <br /><br />Tomorrow I will share a bit about what that all means for the Canadian leader.Tim McIntoshhttp://www.blogger.com/profile/13928788616822935285noreply@blogger.com0tag:blogger.com,1999:blog-6572613302262282359.post-2007206611334192742010-10-20T07:31:00.000-07:002010-10-29T09:07:05.005-07:00Defining Leadership<span style="font-family: inherit;"> </span><span style="font-family: inherit;">The Global Leadership and Organizational Behaviour Effectiveness (GLOBE) report (House, Hanges, Javidan, Dorfman, Gupta, 2004) defines leadership as - <em>the ability of an individual to influence, motivate and enable others to contribute toward effectiveness and success of the organization of which they are a member</em> (p. 15).</span><br />
<br />
<span style="font-family: inherit;">The GLOBE project involved 170 country co-investigators and over time the countries were clustered into 62 societal cultures (a social anthropologist perspective vs polictical science standpoint). The research purports the definition above to be universally endorsed. That position is based on 2 criteria:</span><br />
<ol><li><span style="font-family: inherit;">95% of the societal averages had to exceed a mean of 5 on a 1 - 7 Scale (7 = high), and</span></li>
<li><span style="font-family: inherit;">The worldwide grand mean score for that attribute (considering all 62 societal cultures together) had to exceed 6 on a 1 - 7 scale. </span></li>
</ol><span style="font-family: inherit;">Standards used to measure, explore and understand similarities and differences among societal and organization cultures included: </span><br />
<br />
Performance Orientation Institutional Collectivism<br />
Gender Egalitarianism Uncertainty Avoidance<br />
In-Group Collectivism Future Orientation<br />
Humane Orientation Power Distance<br />
Assertiveness <br />
<br />
<span style="font-family: inherit;">Six universally accepted leadership behaviours where identified: </span><br />
<br />
<span style="font-family: inherit;"> 1. Charismatic/Value-Based 4. Team Orientated</span><br />
<span style="font-family: inherit;"> 2. Participative 5. Humane Oriented</span><br />
<span style="font-family: inherit;"> 3. Autonomous 6. Self-Protective</span><br />
<br />
<span style="font-family: inherit;">Traits and attitudes associated with these universal behaviours include: </span><br />
<span style="font-family: inherit;"></span> <br />
<span style="font-family: inherit;"> Visionary Inspiration </span><br />
<span style="font-family: inherit;"> Self-Sacrifice Diplomatic</span> <br />
<span style="font-family: inherit;"> Integrity Collaborative </span><br />
<span style="font-family: inherit;"> Integrator Competent</span> <br />
<span style="font-family: inherit;"> Malevolent Autocratic </span><br />
<span style="font-family: inherit;"> Self-centered Status Conscious</span> <br />
<span style="font-family: inherit;"> Conflict Inducer Face Saver </span><br />
<span style="font-family: inherit;"> Procedural Non-participative</span> <br />
<br />
Today there exists hundreds of definitions for leadership (Bennis & Townsend, 1991), and an array of results that have positively and negatively impacted the individuals, groups, communities and organizations being led. <br />
<br />
<div align="center"><strong>Is there room for a universal definition of leadership in a local, national, international, global context?</strong> </div><div align="center"> </div><div align="center"><strong>Should a universal definition be used by institutions, organizations, associations, groups and the public to assess, measure and develop the knowledge, skills and competency of leaders?</strong> </div><div align="center"> </div><div style="text-align: left;">Let us know what you think. </div><div style="text-align: left;"> </div><div style="text-align: left;"></div><span style="font-family: inherit;"></span><br />
<span style="font-family: inherit; font-size: xx-small;">References - </span><span style="font-family: inherit;"><span style="font-size: xx-small;">- <span style="font-family: 'Times New Roman','serif'; mso-fareast-language: EN-CA;">Bennis, W., & Townsend, <span style="mso-bidi-font-weight: bold;">R.<b> </b></span>(1991). Reinventing leadership [Audiotape]. New York, NY: Simon & Schuster.</span></span></span><br />
<span style="font-family: inherit; font-size: xx-small;">- House, R. J., Hanges, P. J., Javidan, M., Dorfman, P. W., Gupta, V. (2004). Culture, leadership and organizations: The GLOBE study. CA: Sage.</span><br />
<span style="font-family: inherit;"></span><br />
<span style="font-family: inherit;"></span><br />
<div><span style="font-family: inherit;"> </span></div><span style="font-family: inherit;"></span>Terresa Augustinehttp://www.blogger.com/profile/03259442313590610926noreply@blogger.com0tag:blogger.com,1999:blog-6572613302262282359.post-78155819826642599492010-09-20T10:45:00.000-07:002010-10-29T07:31:17.868-07:00Leadership in CanadaIn 2009 and 2010, Tim and I conducted a literature review of leadership in Canada. Our objective was to identify what leaders and pundits of leadership in Canada had to say on the subject before delving into a critical analysis.<br />
<div style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgeQQ4m0nLOHStP3xGNxjjlvhGtd7iEZ_esXa3sOHLMUYHI1aWw6aPNrWOKouH79wOSahWa6KM_XDHANKK8tH47oj8mTgoGU5C2qcV6PWX6U9cqYDO0EhanmYHvnHJmpT8ZgKfw-F3HCL4/s1600/Sept20+insert.jpg" imageanchor="1" style="clear: right; cssfloat: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="200" px="true" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgeQQ4m0nLOHStP3xGNxjjlvhGtd7iEZ_esXa3sOHLMUYHI1aWw6aPNrWOKouH79wOSahWa6KM_XDHANKK8tH47oj8mTgoGU5C2qcV6PWX6U9cqYDO0EhanmYHvnHJmpT8ZgKfw-F3HCL4/s200/Sept20+insert.jpg" style="cursor: move;" unselectable="on" width="124" /></a></div><div style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none;"><br />
</div><div style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none;">In what may be one of the most comprehensive literature reviews on leadership in Canada, we discovered ample bench, blog and twitter chatter, plenty of fist pounding postulating but only a modest amount of empirical evidence, qualitative or quantitative data on the subject. That insight stood alongside theorists, researchers and practitioners who agree organizations rise and fall on leaders (Anderson, 1998; Collins, 2001). Russ-Eft and Brennan (2001) wrote no human organization can survive long without it; the success of organizational change is dependent on it (Weiss & Molinaro, 2005). </div><br />
-------------------------------<br />
<br />
It has long been recognized that great leaders can take an average group and bring it to excellence (Henein & Morissette, 2007) and Johansen (2009) confirms leaders make the future while acknowledging they exist throughout the hierarchical structure of organizations, institutions and communities. Despite its significance, leadership and its development are mostly left to chance (Henein & Morissette, 2007). <br />
<br />
Henein and Morissette interviewed a representative sample of leaders in diverse environments e.g. public, profit and not-for-profit, to verify the presence and absence of leaders and leadership in Canada. Contributory research notes the discourse on leadership in the public sector has been the object of some rhetoric but precious little study (Dutil, 2008). The Conference Board of Canada’s (CBofC) revealed a troubling leadership gap (Benimadhu, Gibson, 2001). Research on community leadership found the knowledge about Canadian community leadership development was clearly limited (McKenzie, 2001). <br />
<br />
Researching leadership in multiple contexts revealed four factors negatively impacting leaders and leadership in Canada:<br />
<br />
1. Absence of a commonly accepted definition of leadership, <br />
2. Change and complexity of leadership in the 21st century,<br />
3. Limited understanding of the traits and attitude of leadership, <br />
4. Deficit and development of leadership. <br />
<br />
It is understood and evidenced over time, across sectors, disciplines and cultures, the definition and practice of leadership shifts and evolves. It is also recognized that commonly accepted principles apply e.g. Canadians are most accepting of transformational leadership (Howell & Avolio, 1993, Howell & Frost, 1989). Transformational leadership is a practice that changes what is, e.g. institutions, circumstances and people (Burns, 1978) through a leaders' ability to guide and inspire others to follow (Bass, 1985). <br />
<br />
Lester B. Pearson, Canada’s 14th Prime Minister was a transformative leader, making a modern Canada as evidenced in a compassionate, progressive, bilingual country (Cohen, 2008). Canada’s 15th Prime Minister Pierre Trudeau worked to deliver the dream where the rights of the individual would coexist peacefully with the responsibility of the state (Poliquin, 2009). <br />
<br />
After 30 years of study, numerous studies and more than a thousand interviews, Kotter (1999) says a new substance-based leadership style is required for the 21st century. Today’s employee will need to know more about both leadership and management than did his/er predecessor and today’s manager will need to know much about leadership. Understanding leadership is not management but a complement of two distinctive and complementary systems of action (Kotter) . . . managers are becoming leaders (Dutil, 2001), yet what it took to develop managers may inhibit developing leaders (Zaleznik, 1992). Leaders of the future will have to do three things for the organizations and the systems they work in: <br />
<br />
1. Foster innovation, <br />
2. Ensure sustainability, and <br />
3. Build resilience (Archer, 2009).<br />
<br />
<div class="separator" style="clear: both; text-align: center;"></div>In upcoming blogs Tim and I will continue this dialogue on leadership in Canada. In the meantime we invite your input on the subject and ask you to explore these questions – <br />
<div style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none;"><br />
</div><div style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEht_hdVBQweI2_8G4o8sLXgqiDjkndAbVzcYKnL3VxolMSxHLk7h-sUsrjpJ7R74vi-C1r1xiXYPNx396x4AvEJNSMpLiiarq9Sw86zEYHMK1EM-EOxTn5ASINhWqQp6-N39gmQ8_3E7dA/s1600/Contemplate-Sept+20.jpg" imageanchor="1" style="clear: left; cssfloat: left; float: left; height: 180px; margin-bottom: 1em; margin-right: 1em; width: 82px;"><img border="0" height="200" px="true" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEht_hdVBQweI2_8G4o8sLXgqiDjkndAbVzcYKnL3VxolMSxHLk7h-sUsrjpJ7R74vi-C1r1xiXYPNx396x4AvEJNSMpLiiarq9Sw86zEYHMK1EM-EOxTn5ASINhWqQp6-N39gmQ8_3E7dA/s200/Contemplate-Sept+20.jpg" width="91" /></a>1. Is there a common definition of leadership, why/why not?</div><div style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none;"><br />
</div><div style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none;">2. What are present and preferred traits and attitudes of leadership in Canada?</div><div style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none;"><br />
</div><div style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none;">3. What can be done about the deficit of leadership in Canada?</div><div style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none;"><br />
</div><div style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none;"><em>References provided.</em></div><div style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none;"><br />
</div><div style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none;"><span style="font-size: xx-small;">Anderson, T. D. (1998). Transforming leadership: Equipping yourself and coaching others to build the leadership organization (2nd ed.). New York: St. Lucie Press.</span></div><div style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none;"><span style="font-size: xx-small;">Archer, D. Cameron, A. (2009). Collaborative leadership; how to succeed in an interconnected world. San Francisco, CA: Butterworth-Heinemann</span></div><div style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none;"><span style="font-size: xx-small;">Bass, B. M. (1985). Leadership and performance beyond expectation. New York: Free Press. </span></div><div style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none;"><span style="font-size: xx-small;">Benimadhu P. & Gibson J. (2001). Leadership for tomorrow: playing catch-up with change. Ottawa, ON: The Conference Board of Canada</span></div><span style="font-size: xx-small;">Burns, J. M. (1978). Leadership. New York: Harper & Row</span><br />
<span style="font-size: xx-small;">Cohen, A. (2008). Lester B. Pearson; biographies of extraordinary citizens. Toronto, ON: Penguin Books (Canada).</span><br />
<span style="font-size: xx-small;">Collins, J. (2001). Good to great: why some companies make the leap … and others don’t. New York: Harper Business.</span><br />
<span style="font-size: xx-small;">Dutil, P. (ed.). (2008). Searching for leadership; secretaries to cabinet. Toronto, ON: University of Toronto Press</span><br />
<span style="font-size: xx-small;">Henein, A., Morissette F. (2007). Made in Canada leadership: Wisdom from the nation’s best and brightest on leadership practice and development. Mississauga, ON: John Wiley & Sons. </span><br />
<span style="font-size: xx-small;">Howell, J.P., Avolio B.J. (1993). Transformational leadership, transactional leadership, locus of control and support for innovation. Journal of Applied Psychology, 78, 891-902.</span><br />
<span style="font-size: xx-small;">Howell, J.P., Frost, P.J. (1989). A laboratory study of charismatic leadership. Organizational Behavior and Human Decision Process, 43: 243-269</span><br />
<span style="font-size: xx-small;">Johansen, B. (2009). Leaders make the future: 10 new leadership rules for an uncertain world. San Francisco: CA: Berrett-Koehler Publishers Inc.</span><br />
<span style="font-size: xx-small;">Kotter, J. (1999). On what leaders really do. Boston, MASS: Harvard Business Press.</span><br />
<span style="font-size: xx-small;">McKenzie, B. (2001). Developing a community leadership model for leadership Victoria. Victoria, BC: Royal Roads University.</span><br />
<span style="font-size: xx-small;">Poliquin, D. (2009). Rene Levésque. Toronto, ON: Penguin Group (Canada).</span><br />
<span style="font-size: xx-small;">Weiss, D.S., Molinaro, V. (2005). The leadership hap; building leadership capacity for competitive advantage. Mississauga, ON: John Wiley & Sons Canada Ltd.</span><br />
<span style="font-size: xx-small;">Zaleznik, A. (1992). Managers and leaders: are they different pg 61 – 88 in Harvard Business Review on Leadership – 1998, HBR, Boston MASS</span><br />
<img height="96" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEht_hdVBQweI2_8G4o8sLXgqiDjkndAbVzcYKnL3VxolMSxHLk7h-sUsrjpJ7R74vi-C1r1xiXYPNx396x4AvEJNSMpLiiarq9Sw86zEYHMK1EM-EOxTn5ASINhWqQp6-N39gmQ8_3E7dA/s200/Contemplate-Sept+20.jpg" style="filter: alpha(opacity=30); left: 80px; mozopacity: 0.3; opacity: 0.3; position: absolute; top: 68px; visibility: hidden;" width="44" />Terresa Augustinehttp://www.blogger.com/profile/03259442313590610926noreply@blogger.com1tag:blogger.com,1999:blog-6572613302262282359.post-67088376485336223532010-09-10T10:52:00.000-07:002010-09-22T07:17:22.746-07:00What is the profile of a Canadian Leader?After taking an August break Terresa and Tim once again pick up the Leadership for Leaders blog, this time with a focus on LinC (Leadership in Country) Research. <br />
<br />
LinC Research exists to promote the multiplication of effective leaders in various countries with Canada being the first to be studied and researched. <br />
<br />
Augustine and McIntosh (2010) call for more empirical data in order to better understand leadership in Canada. After analyzing the data they will suggest a course of action with the goal of providing the need leaders Henein and Morissette (2007) stated, “To secure an abundant supply of capable leaders in all sections of the economy, Canada must generate a critical leadership mass” (p.196). Augustine and McIntosh agree and are looking to ways to arrive at that critical mass.<br />
<br />
Over the next two years LinC Research will be conducting focus groups across Canada to help build a profile of an effective leader in Canada. Note that LinC is looking at leaders in Canada as opposed to Canadian leaders as the nation is becoming more multicultural (McCarthy, 2004) and many of the leaders are from other countries and even greater numbers will be non-native Canadians in the future. As the profile or profiles are established we will be suggesting ways in which that leadership profile can be encouraged throughout the country. As the research is being conducted we welcome comments from readers of this blog as you help to stimulate the process. <br />
<br />
Some may question why such a leadership profile would need to be developed given Canada’s long and glorious history. Shouldn’t the profile be obvious? The answer is found in the lack of agreement within the country on what makes for a model Canadian leader. In 2004 the Canadian Broadcasting Corporation (CBC) aired a series of programs called The Greatest Canadian. A two step voting process was used. First, viewers voted for the top ten candidates of their choosing in no particular order. Once the top ten were tabulated viewers were then asked at a later date to order those top ten. The results were as follows:<br />
<br />
1. Tommy Douglas, Father of Medicare, Premier of Saskatchewan, Socialist with staunch devotion to social causes.<br />
<br />
2. Terry Fox, Athlete, activist, humanitarian. Vision, drive, and determination <br />
<br />
3. Pierre Trudeau, Fifteenth Prime Minister of Canada. Charismatic, intelligent, focused, goal driven, visionary<br />
<br />
4. Sir Fredrick Banting, Medical scientist, co-discoverer of insulin, winner of the Nobel Prize in Physiology or Medicine. Visionary, risk taker, intelligent <br />
<br />
5. David Suzuki, Geneticist, environmentalist, broadcaster, activist. Focused, determined, outspoken<br />
<br />
6. Lester Pearson, Fourteenth Prime Minister of Canada,<br />
United Nations General Assembly President, Nobel Peace Prize Laureate. <br />
<br />
7. Don Cherry, Hockey coach and commentator<br />
<br />
8. Sir John McDonald, First Prime Minister of Canada<br />
<br />
9. Alexander Graham Bell, Scientist, inventor, founder of the Bell Telephone Company<br />
<br />
10. Wayne Gretzky, Hockey player, holder of numerous NHL records<br />
<br />
While the CBC research may not be totally scientific it does offer insight into what Canadians view as important character attributes. It is now the task of future research to determine which leadership attributes are universally desired by Canadians and which are specific according to a particular leadership need in a given context.<br />
<br />
As LinC Research begins its research phase we are intrigued by your opinions. What do you think makes for an effective Canadian leader? Let us know your thoughts.<br />
<br />
<br />
References<br />
<br />
Augustine, T. & McIntosh, T (2010). Leadership in Canada: Literature Review. Unpublished manuscript. <br />
<br />
Canadian Broadcasting Corporation (2010). The Greatest Canadian. Retrieved September, 4 2019 from http://archives.cbc.ca/for_teachers/1149/<br />
<br />
Henein, A., Morissette F. (2007). Made in Canada leadership: Wisdom from the nation’s best and brightest on leadership practice and development. Mississauga, ON: John Wiley & Sons. <br />
<br />
McCarthy, P (2004) Canada: A myreportslinks.com (Top ten countries of recent immigrants.). Canada: MyReportLinks.comTim McIntoshhttp://www.blogger.com/profile/13928788616822935285noreply@blogger.com0tag:blogger.com,1999:blog-6572613302262282359.post-62066900987423267882010-07-26T18:09:00.000-07:002010-08-01T18:57:56.563-07:00Global LeadersI participate in the <a href="http://www.ccl.org/leadership/index.aspx">Center for Creative Leadership</a> LinkedIn group. Recently the group has been discussing <em>'the main skills of a global leader [in 2020]'</em>. Input to date includes - <br />
<br />
• lead with passion across cultures and generations<br />
• be measured by how many fans/followers you have on social networks<br />
• implement social responsibility programs at a company and individual level<br />
• empower employees by coaching them to set goals by themselves<br />
• increase internal motivation by giving responsibilities and tasks that are intrinsically rewarding<br />
• encourage employees to focus on one activity at a time<br />
• provide direct and immediate feedback so behaviour can be adjusted<br />
• foster entrepreneurship within their organizations<br />
• think big and take risks<br />
• display courage, trust and authority, authenticity and ethics<br />
• focus on people<br />
• willingness to keep on learning, and <br />
• embrace technology.<br />
<br />
As established or aspiring leaders you may know the question and discussion of leadership skills and attributes has been explored for decades by scholars, followers and leaders. As a representative of all those groups, I am concerned that the absence or desire to define and embrace a universally accepted definition will have us exploring this same question for decades . . . at the social, economic and development expense of many.<br />
<br />
In this era of knowledge, connectivity and globalization, I’d have thought we would have an appetite to think holistically and define leadership in a global (organizational, institutional, cultural, universal) context. Defining leadership in a global context provides opportunity to measure, hold accountable and improve leadership results. In the absence or acceptance of a global or 21st century definition, followers and leaders find themselves lost, floundering, in chaos, seeking what's next or hanging onto whatever is available at the expense of individuals, organizations, institutions, communities and societies. <em>See earlier posts or visit CCLs and ILAs websites for more information.</em><br />
<br />
The Global Leadership and Organizational Behavioural Effectiveness (GLOBE) research project (House, et al 2004) looked at 62 cultures over a 10-year period to craft a definition of leadership as <em><strong>the ability of an individual to influence, motivate and enable others to contribute toward the effectiveness and success of the organizations of which they are members</strong></em> (pg. 15). The report explores in depth: societal clusters, cultural dimensions, primary and global leadership dimensions. In my opinion, Grovewell a US-based consulting firm has done a good job of <a href="http://www.grovewell.com/pub-GLOBE-intro.html">summarizing the GLOBE report</a>. <br />
<br />
I think today’s: leaders, followers, sponsors and supporters would desire, demand and even expect the acceptance and implementation of a global leadership definition. As already said, a definition provides way and means to measure and improve leaders and leadership to the benefit of many. The embracing and implementation of a definition requires the support of many stakeholders, e.g. educational institutes, organizations and professional associations, leaders and followers to name a few. <br />
<br />
Henein and Morissette, authors of Made in Canada Leadership research indicate there is an appetite for a Made in Canada leadership brand. In future posts we will take a look at leadership in Canada. In the interim we pose the following questions - <br />
<br />
<strong>Do you have an appetite, appreciation or desire for a global definition of leadership? Why? Why not?</strong><br />
<br />
<strong>How does your definition of leadership compare with the GLOBE’s definition? </strong><br />
<br />
<strong>Is there room in your nation or organization for a definition of leadership? Why? Why not?</strong><br />
<br />
Please post your comments to this blog or feel free to connect directly with Tim or myself. Tim and I are taking the month of August off, when we return in September we'll blog about Leadership in Canada and Leadership in Latin America. JOIN US.<br />
<br />
Terresa Augustine <a href="http://ca.linkedin.com/in/terresaaugustine">LinkedIn</a> <br />
<br />
<span style="font-size: xx-small;">Links:</span><br />
<a href="http://www.ccl.org/"><span style="font-size: xx-small;">Centre for Creative Leadership</span></a><span style="font-size: xx-small;">: www.ccl.org</span><br />
<a href="http://www.ila-net.org/about/index.htm"><span style="font-size: xx-small;">International Leadership Association</span></a><span style="font-size: xx-small;">: www.ila-net.org</span><br />
<a href="http://www.grovewell.com/"><span style="font-size: xx-small;">Grovewell Global Leadership Solutions</span></a><span style="font-size: xx-small;">: www.grovewell.com </span><br />
<span style="font-size: xx-small;"><br />
</span><br />
<span style="font-size: xx-small;">References:</span><br />
<span style="font-size: xx-small;">Henein, A., Morissette F. (2007). Made in Canada leadership: Wisdom from the nation’s best and brightest on leadership practice and development. Mississauga, ON: John Wiley & Sons.</span><br />
<span style="font-size: xx-small;">House, R. J., Hanges, P. J., Javidan, M., Dorfman, P. W., & Gupta, V. (2004). Culture, leadership and organizations: The GLOBE study of 62 societies. Thousand Oaks, CA: Sage.</span>Terresa Augustinehttp://www.blogger.com/profile/03259442313590610926noreply@blogger.com0tag:blogger.com,1999:blog-6572613302262282359.post-26112872163724165152010-07-12T09:04:00.000-07:002010-07-13T09:40:18.442-07:00Leaders and Culture - Part III<div style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none;"><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgPyrUNgyr2aatf_q3AM7GkfzfXnV4XOuTN6s0jimIVxZ506mm9JDoYAnKBAGjNzIUsnE3nwgSmkF2JdO9aYi-4kBgZXz_1eW-H5yy_p4uW7xQ9m1fyoUUPH0gS1wJye9IaCGbQ5b7VWsk/s1600/Tushman+and+OReillys+Congruence+Theory.png" imageanchor="1" style="clear: right; cssfloat: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="200" rw="true" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgPyrUNgyr2aatf_q3AM7GkfzfXnV4XOuTN6s0jimIVxZ506mm9JDoYAnKBAGjNzIUsnE3nwgSmkF2JdO9aYi-4kBgZXz_1eW-H5yy_p4uW7xQ9m1fyoUUPH0gS1wJye9IaCGbQ5b7VWsk/s200/Tushman+and+OReillys+Congruence+Theory.png" width="190" /></a></div>Leadership in a cultural context calls on leaders to do what is right in a complex changing enviornment. The ability to lead effectively in a cultural context requires in-depth understanding and thoughtful application of how culture supports or detracts from organization and individual performance and output. Tushman & O’Reilly’s (2002), congruence theory assists in understanding the relationship between task, culture, organization and people. Their congruence theory recognizes the need for leaders to focus on four (4) foundational aspects of an organization and ensure a hand in glove synergy to realize preferred results.</div><br />
Marquardt & Berger (2000), help leaders, institutions and organizations better understand global leadership by defining attributes –<br />
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<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh1BnOx1Lscstr4uk9wG5cHNxBqk2KAJfpxHS7TM96k4SGUS4l4TA_z8nzc6p1F6HUDMM05MTUV7UACyADS3D0WJJCq199pcEcVewf0ntvwSWeA4nK0d-oO5AvOJMgXFbym02Vrj7yXxCM/s1600/Global+Leadership+Attributes.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="137" rw="true" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh1BnOx1Lscstr4uk9wG5cHNxBqk2KAJfpxHS7TM96k4SGUS4l4TA_z8nzc6p1F6HUDMM05MTUV7UACyADS3D0WJJCq199pcEcVewf0ntvwSWeA4nK0d-oO5AvOJMgXFbym02Vrj7yXxCM/s400/Global+Leadership+Attributes.png" width="400" /></a></div><br />
A10-year research project by House, et al. (2004), produced the GLOBE (Global Leadership and Organizational Behaviour Effectiveness) project and identified 9 cultural dimensions of leadership. <br />
<br />
<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgkDVS4fnRNTcPK_iV17w_BiFtZTm3_MjVSal5uA-ldia5y-5CG83-0TVMh36b2UrOt8PFuH9sISIKCX6drHzXU-4mKdsjTfzLNY5B9jIU6Fn0EEtmCmjRipgcl0TIHkaP9EiH5XxFkAQw/s1600/Picture1.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="131" rw="true" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgkDVS4fnRNTcPK_iV17w_BiFtZTm3_MjVSal5uA-ldia5y-5CG83-0TVMh36b2UrOt8PFuH9sISIKCX6drHzXU-4mKdsjTfzLNY5B9jIU6Fn0EEtmCmjRipgcl0TIHkaP9EiH5XxFkAQw/s400/Picture1.png" width="400" /></a></div>Subject matter expert, Hofstede’s early work (1980 & 1997) noted predictive culture patterns, i.e. power distance, individualism-collectivism, uncertainty avoidance, masculinity/femininity and future orientation (added in 2000). These patterns remain in the GLOBE report with the addition of new dimensions for a changing world. House, et al identify cultural dimensions and emphasize one should be very careful in placing any one culture into a stereotype. Respecting there is a high probability for clustering areas of the world into regions, significant differences remain (McIntosh & Irving, 2010). <br />
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I recently completed the <a href="http://knowledgenetwork.thunderbird.edu/research/2010/01/05/globalmindset/">Thunderbird's School of Management Global Mindset Inventory</a> to better understand my own cultural-intelligence or CQ. Thunderbird’s definition of a global mindset is the ability to influence others who are different than you. They acknowledge that global leaders need a critical combination of intellectual, psychological and social capital to lead in a world that is more globally connected than ever before, in pursuit of global relationships and operating with a global workforce. <br />
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My CQ score is – <br />
<span style="font-size: x-small;"><strong>Psychological</strong> (passion for diversity, quest for adventure, self-assurance) = 4.47 <span style="font-size: xx-small;">(a= 4.10 b= 3.94),</span> </span><br />
<span style="font-size: x-small;"><strong>Social Capital</strong> (intercultural empathy, interpersonal impact, diplomacy) = 4.20 <span style="font-size: xx-small;">(a = 3.76, b = 3.55),</span> </span><br />
<span style="font-size: x-small;"><strong>Intellectual Capital</strong> (global business savvy, cognitive complexity, cosmopolitan outlook) = 3.39 <span style="font-size: xx-small;">(a= 3.64 b= 3.36).</span> </span><br />
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<div style="text-align: right;"><span style="font-size: x-small;">(NOTE: bracketed text below, a = average and b = benchmark).</span></div><br />
With this insight I am in a better position to assess my personal and professional strengths and weaknesses in relation to my leadership and cultural competency and to identify learning goals to improve same. <br />
<div style="text-align: center;"><br />
<strong>In your increasing awareness of leaders and culture what have you identified as your personal or professional strengths and weaknesses? </strong></div><br />
<div style="text-align: center;"><strong>What are you doing to improve your leadership competency in a cultural context?</strong> </div><br />
<span style="background-color: white; color: black;">----</span><br />
<br />
<span style="background-color: white; color: black;">With a broad understanding of leaders and culture, the next few blogs will focus in on leaders in their environment including Leadership in Canada, Leadership in Latin America, Leadership in a North-South partnership to help established and aspiring leaders develop their leadership in a cultural context knowledge, skills and competencies. </span><br />
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<span style="background-color: white; color: purple;">Tim and I invite readers to register and post comments – </span><span style="background-color: white; color: purple;">we will do our best to respond in a timely and thoughtful manner. If you would like to contribute content please feel free to forward us your submission. All submissions are subject to editorial review and final approval before posting. </span><br />
<br />
Terresa Augustine - <a href="http://ca.linkedin.com/in/terresaaugustine">LinkedIn</a><br />
<br />
<span style="font-size: xx-small;">References - </span><br />
<span style="font-size: xx-small;">- Hofstede, G. (1980). Cultures consequences: International differences in work-related values. Newbury Park, CA: Sage.</span><br />
<span style="font-size: xx-small;">- Hofstede, G. (1997). Culture and organizations: Software of the mind. New York: McGraw-Hill. </span><br />
<span style="font-size: xx-small;">- House, R. J., Hanges, P. J., Javidan, M., Dorfman, P. W., Gupta, V. (2004). Culture, leadership and organizations: The GLOBE study. CA: Sage.</span><br />
<span style="font-size: xx-small;">- Marquardt, M., Berger, N. (2000). Global leaders for the 21st century. Albany, NY: State University of New York Press.</span><br />
<span style="font-size: xx-small;">- McIntosh, T., Irving, J. (2010). Leadership in Latin America: a literature review. USA: Regent’s University</span><br />
<span style="font-size: xx-small;">- Tushman, M., O’Reilly, C. (2002). Winning through innovation. Boston, MA: Harvard Business School Publishing Corporation</span>Terresa Augustinehttp://www.blogger.com/profile/03259442313590610926noreply@blogger.com0tag:blogger.com,1999:blog-6572613302262282359.post-87997799692462878582010-06-28T11:24:00.000-07:002010-07-13T09:07:29.713-07:00Leaders and Culture - Part II<span style="font-family: inherit;"><strong>When we talk about leaders and culture it is important to recognize –</strong> </span><br />
<span style="font-family: inherit;"><br />
<span style="font-family: inherit;">- leadership exists in societies, organizations, teams, identity groups, families and self, and</span><br />
<span style="font-family: inherit;">- there are multiple characteristics and attributes of culture (see June 14 post), and </span><br />
<span style="font-family: inherit;">- culture changes with economic times and circumstances (Sachs, 2005). </span></span><span style="font-family: inherit;"></span><br />
<div style="text-align: center;"><br />
</div><div style="text-align: center;"><span style="background-color: white; font-family: inherit;"><em><strong>The relationship of leaders and culture is hindered and optimized by the </strong><strong>complexity of leadership in the context of change.</strong></em></span></div><span style="font-family: inherit;"><br />
</span><span style="font-family: inherit;">Leadership is a process reliant on the relationship between leaders and followers, captain and team, chair and board, employer and employee, royalty and subjects, etc. Throughout history, the practice and philosophy of leaders and leadership has been gleaned from writings of those who have gone before, i.e. Homer’s Iliad, the old and new testaments, essays in I Ch’ing and Machiavelli’s rules and principles (House, Javidan, Dorman & Gupta, 2004). </span><br />
<br />
<span style="font-family: inherit;">Today, leaders such as Collins (2005), say true leadership is getting people to follow when they have the freedom not to. Management guru Blanchard (2010), now focusing his attention on leadership, defines leadership <em>‘as the capacity to unleash others by unleashing their power and potential to impact the greater good’</em> (p. xvi). It is understood there can no leaders without followers (Goffee & Jones, 2001). </span><br />
<br />
<span style="font-family: inherit;">Historically, a leader led in his own society or a single sector; making it practical if not probable that the leadership skills taught, observed and developed would be those expected and embraced by the nation, group, community and, or marketplace. </span><br />
<br />
<span style="font-family: inherit;">For example - what was learned in North America applied to North America. As the world changes, pushed and pulled by social and economic globalization, technology, people, information and financial mobility, the role and responsibility of leadership also changes (Augustine, 2008). </span><span style="font-family: inherit;"><br />
</span><span style="font-family: inherit;"><strong></strong></span><br />
<br />
<span style="font-family: inherit;"><strong>So how can a leader operating in the context of complexity and change work with - even embrace culture; given its diversity and evolution?</strong></span><br />
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<em>Blog post: Leaders and Culture Part III explores this question.</em><br />
<br />
<span style="font-size: x-small;">References - </span><br />
<span style="font-size: x-small;">- Augustine, T. (2008). Defining leadership in a cross-cultural context. BC: Trinity Western University</span><br />
<span style="font-size: x-small;">- Blanchard, K. (2010). Leading at a higher level. Upper Saddle River, New Jersey: FT Press.</span><br />
<span style="font-size: x-small;">- Collins, J. (2005). Good to great and the social sectors. Boulder, CO: Jim Collins Publishing.</span><br />
<span style="font-size: x-small;">- Goffee, R., Jones, G. (2001). Followership – its personal too. Harvard Business Review on Breakthrough Leadership. Boston, MASS: Harvard Business Press.</span><br />
<span style="font-size: x-small;">- Sachs, J. (2005). The end of poverty. New York, NY: Penguin Books.</span>Terresa Augustinehttp://www.blogger.com/profile/03259442313590610926noreply@blogger.com0tag:blogger.com,1999:blog-6572613302262282359.post-31733426141116001592010-06-14T06:47:00.000-07:002010-06-17T08:14:35.589-07:00Leaders and CultureThe word culture was first used in an anthropological and sociological context by E.B. Taylor (1920). Taylor defined it as “that complex whole which includes knowledge, belief, art, morals, law custom, and any other capabilities and habits acquired by man as a member of society” (Stuart, 2004). Culture exists in institutions, nations, geographical regions, organizations, partnerships and shared-interest groups.<br />
<br />
The term culture represents a set of assumptions and deep-level values shared by an identifiable group of people. Culture encompasses the relationships among and between people and their environment (Kluckholn & Strodtbeck, 1961). Edward Hall (1981), a well-known cultural anthropologist says culture influences how we think and act based on what we’ve seen and been taught; it also impacts morale and productivity at work (Harris, Moran and Moran, 2004). <br />
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<div class="separator" style="clear: both; text-align: center;"></div><div style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjv_-QzI1uzRNUHCbv28h4VVWJwKzBtW4-NPtw6yBwZ9DZ0qB3ZgxrAfUtyczGKg1lYXKyO5h06sDcKIuBS_2WK_eD4bx1NsVBDge109Gwgeu-XvB7LhiiH3Rfkc9OSHFXPOMj6bJYVMyA/s1600/Pyrenees+Quote+-+pic+format.png" imageanchor="1" style="clear: right; cssfloat: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="141" qu="true" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjv_-QzI1uzRNUHCbv28h4VVWJwKzBtW4-NPtw6yBwZ9DZ0qB3ZgxrAfUtyczGKg1lYXKyO5h06sDcKIuBS_2WK_eD4bx1NsVBDge109Gwgeu-XvB7LhiiH3Rfkc9OSHFXPOMj6bJYVMyA/s200/Pyrenees+Quote+-+pic+format.png" width="200" /></a>Culture is significant in a global society and cross-cultural environments. It is necessary for leaders to consider culture when visioning, implementing or monitoring goals and when communicating intentions, goals and work plans because cultural norms and expectations can and frequently do collide - leaving upset, injury and brokenness that interferes with performance and productivity. </div><div style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none;"><br />
</div><div style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none; text-align: left;">In 06 – 07 I had an opportunity to work on a Millennium Development project in Ghana, West Africa. As a community mobilizer and advocacy advisor, I worked with a Canadian non-profit (north culture) and in-country non-governmental partner (south culture) and their members that included: regional leaders (local culture) and civil society (diverse cultures i.e. parents, educators, tribal, business and community leaders), to improve access to education for all. I came to the role with academic and practical leadership and cultural experience including a lifetime of living and learning in a multi-cultural society. I thought I was prepared for leadership in another culture. I quickly learned what I knew about culture was only the tip of the cultural iceberg.</div><br />
It is commonly agreed amongst researchers, educators and institutions that there are 10 Characteristics of Culture. These characteristics are visible on the tip of cultural iceberg and are hidden below the waterline.<br />
<br />
<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg223mdWXZ-tK4nDNcVDMLnqA5BEV7ltyAMybMDJtl72W1GEIsWY7KB84XJXWjIhP6aiRMxwZrR6m3MjMJfpoKGM4it_Px-zRUj9YfHf0MmjY7UnF9s0y4Jq5DTQjhtRieYasHzJ1yEESo/s1600/10+Characteristics+of+Culture.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="72" qu="true" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg223mdWXZ-tK4nDNcVDMLnqA5BEV7ltyAMybMDJtl72W1GEIsWY7KB84XJXWjIhP6aiRMxwZrR6m3MjMJfpoKGM4it_Px-zRUj9YfHf0MmjY7UnF9s0y4Jq5DTQjhtRieYasHzJ1yEESo/s400/10+Characteristics+of+Culture.png" width="400" /></a></div><br />
The iceberg metaphor is used to emphasize the depth and signficance of cultural characteristics. Any cold-water navigator will tell you, there is much more to the iceberg than meets the eye. Not knowing or not valuing cultural characteristics frequently wrecks havoc on relationships and results in cross-cultural relations. Leading in a cultural context requires a leader to explore and embrace cultural characteristics that exist above and below the iceberg waterline. <br />
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Understanding culture can be a lifetime assignment, especially in light of the reality that culture is always changing, shifting and developing. Cross-cultural psychology has two broad aims: <br />
<ol><li>to understand the differences between human beings from different cultural backgrounds and </li>
<li>to understand the similarities between all human beings (Hills, 2002). </li>
</ol><em><strong>Same same - but different</strong></em>, is a cultural colloquialism frequently heard in South East Asia. Identifying, analyzing and addressing cultural differences and sameness provides opportunity to - <br />
<br />
- develop strong and effective relationships, <br />
- enable, encourage and empower one another in pursuit of shared vision and common goals, <br />
- set sight on expected results returned as a result of collaboration and cooperation. <br />
<br />
Leaders have a tremendous opportunity in work and learning environments to affect real and meaningful change by understanding, valuing, enabling and encouraging others. “It’s a leader’s responsibility to set the tone, to learn to accept the differences of people and to foster an environment where different people can contribute as part of the whole and achieve unity in diversity” (Pollard, 1996). <br />
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------<br />
<br />
<em>Over the next few months Tim and I, in the role of mentors to established and aspiring leaders will be blogging information and insight on Leaders and Culture. Starting here, we offer reflective questions, references, reading materials and sites of interest for you to explore. Our knowledge and experience on the topic comes from learning, travel and work in Africa, North America and Latin America and is supported by academic and workplace research and teaching on leadership and culture. If you would like to know more about our research and consulting work please feel free to connect with us. </em><br />
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<strong><em>In the meantime become curious about your own culture</em></strong>. Ask yourself - <br />
<br />
How has your family, friendships, community, learning institutions and nation shaped you and your leadership style? <br />
<br />
How has the family or nation-of-origin, communities of engagement or practice including political, educational and religious institutions shaped your colleagues and, or friends cultural perspectives and, or interpretations? <br />
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David Livermore, author of "Leading with Cultural Intelligence" argues that managing effectively across multiple cultures is one of the toughest tasks facing [multinational] companies. According to a survey of senior executives from 68 countries quoted in the book, around 90% see “cross-cultural leadership” as the biggest management challenge of this century (Economist, April 6, 2010). When setting out to work, live or learn in another culture it is worthwhile to consider the impact of your own culture on how you think and act - seek to understand before asking to be understood.<br />
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If you are curious about your CQ or cultural-intelligence quotient check out Thunderbird's School of Management, no cost <a href="http://thunderbird.perfprog.com/GMIforHBR.aspx">Global Mindset® Inventory</a>. I discovered this survey through the <a href="http://www.ila-net.org/">International Leadership Association</a>; the goal of this survey is to provide you with a view of your Global Mindset and to help you identify ways of enhancing your leadership in a cross-cultural enviornment. <br />
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Terresa Augustine - <a href="http://ca.linkedin.com/in/terresaaugustine">LinkedIn</a><br />
<br />
<span style="font-size: xx-small;"><strong>References - </strong></span><br />
<span style="font-size: xx-small;">- Economist. (2010). Retrieved <a href="http://www.economist.com/node/15859723?story_id=15859723">http://www.economist.com/node/15859723?story_id=15859723</a></span><br />
<span style="font-size: xx-small;">- Hall, E. (1989). <em>Beyond Culture</em>. New York, NY: Anchor Books.</span><br />
<span style="font-size: xx-small;">- Hills, M.D. (2002). <em>Kluckhohn & Strodtbeck`s Value Orientation Theory</em>. Retrieved January 2010 from http://www.ac.wwu.edu/~culture/Hills.htm</span><br />
<span style="font-size: xx-small;">- Harris, P.R., Moran, R.T., Moran, S.V. (2004). <em>Managing cultural differences</em>. 6th edition. Burlington, MA.</span><br />
<span style="font-size: xx-small;">- Kluckhohn, F.R. & Strodtbeck, F.L. (1961). <em>Variations in value orientations</em>. Evanston, Ill.: Row, Peterson</span><br />
<span style="font-size: xx-small;">- Livermore, D. (2009). <em>Leading with cultural intelligence</em>. USA</span><br />
<span style="font-size: xx-small;">- Pollard, C.W. (1996). <em>Soul of the firm</em>. Downers-Grove, ILL: HarperBusiness and Zondervan Publishing House</span><br />
<span style="font-size: xx-small;">- Stuart, R.B. (2004). Twelve practical suggestions for achieving multicultural competence. <em>Professional Psychology: Research and Practice</em>. Vol 35 (1), Feb. 2004, 3 - 9</span>Terresa Augustinehttp://www.blogger.com/profile/03259442313590610926noreply@blogger.com0tag:blogger.com,1999:blog-6572613302262282359.post-77673364942105493672010-06-03T11:40:00.000-07:002010-06-04T11:58:31.097-07:00Servant Leadership and EmpowermentA good place to continue or begin the development of servant leadership practice in self, organization or community is to look at the matter of <strong>empowerment</strong>. Empowerment is understood to be the act of giving somebody power or authority and, or giving somebody a greater sense of confidence or self-esteem (Encarta Online Dictionary).<br />
<br />
Hanney (2009) stated that “Servant Leaders respect the capabilities of their followers and enable them to exercise abilities, share power and do their best” (p.63). <br />
<br />
Russell (2001) affirmed that one of the core values of servant leadership is the importance of each individual in the organization and thus servant leaders are able to help followers achieve a high level of accomplishment. <br />
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Stalke (2006) declared empowerment is the fruit of applying the value of servant leadership in our organizations.<br />
<br />
Paradoxically the servant leader actually increases his power within an organization as the followers know their best interests are in the mind of the leader. Hanney stated, “Thus the leader gains power by increasing his or her servant qualities such as empowerment and service rather than the traditional view that power sharing will diminish his or her ability to influence others” (p. 63). The Relationship Model™ of governance, leadership and management builds its foundation on affirmation, involvement and servant leadership noting SL lifts us up by our source of authority rather than being oppressed by rules or fear (Stalke, 2006).<br />
<br />
The servant leader lays down his legitimate power and in the process gains what French and Raven (1959) call referent power, the ability to appeal to follower’s feelings and emotions of personal acceptance and personal approval. French and Raven believed that referent power was superior over the other kinds of power in their taxonomy that also included, (a) coercive power, (b) reward power, (c) legitimate power, and (d) expert power. Goleman, Boyatzis, & McKee (2002) supported the theory that personal relationship was the foundation of effective leadership. Servant Leadership is the best leadership theory for building strong personal leadership.<br />
<br />
I enjoy following leaders in organizations when I know they are interested in my needs and more importantly willing to make sacrifices for the good of the organization. Once while visiting a holistic ministry in Brazil my two leaders felt the need to stay in the Hilton, the best hotel in Sao Paolo while I slept on the pastor’s floor. I was able to get a good night’s sleep and kept my credibility with the pastor who was making tremendous sacrifices to serve the down and outers. My leaders were oblivious to the credibility they had lost by putting themselves above others. <br />
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Terresa’s experience in cross-cultural leadership saw the potential of empowerment in its absence - ’I was a leader in a north∕south partnership in West Africa. Partnership in this instance meant leaders from Canada and Ghana worked together to engage and mobilize civil society around education reform. In this cross-cultural context, Ghanaian leaders uncertain of how the campaign would turn out and with a history of working with foreign leaders handed their leadership rien back to the Canadians. The Canadian leaders focused on mission outcome picked up the leadership reins and charged forward. A perfect opportunity to empower others was missed to the detriment of all involved, particularly the intended beneficiaries: Ghanaians’. <br />
<br />
The servant leader finds that by giving up power of position he gains power of relationship and thus becomes more effective. That is a strong motive for enacting SL in one’s life and organization. As servant leadership is enacted, change will also come to cultures, one servant leader at a time. <br />
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<b>Who are you empowering? Whose empowering you? </b><br />
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<em>Our next post moves us to a new topic: <strong>Leaders and Culture</strong>. Follow us. </em><br />
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<i>By Tim McIntosh with contribution from Terresa Augustine <a href="http://ca.linkedin.com/in/terresaaugustine">LinkedIn</a></i><br />
<br />
<span style="font-size: xx-small;">References:</span><br />
<span style="font-size: xx-small;">French, J., & Raven, B. H. (1959). The bases of social power. In D. Cartwright (Ed.), Studies of social power (pp. 150-167). Ann Arbor, MI: Institute for Social Research. </span><span style="font-size: xx-small;">Goleman, D., Boyatzis, R., McKee, A. (2002). Primal leadership: Realizing the power of emotional intelligence. Boston: Harvard Business School Press. </span><span style="font-size: xx-small;">Hanney, M. (2009). The cross-cultural leader: The application of servant leadership in the international context. Journal of International Business and Cultural Studies. 1, 59-69. </span><span style="font-size: xx-small;">Russell, R.F. (2001). The role of values in servant leadership. Leadership & Organizational Development Journal 22(20), 76-83. </span><span style="font-size: xx-small;">Stalke. L., Kelm, P. Loughlin, J. (2006). Not-for-profit governance matters. Canada: GovernanceMatters.com.</span>Terresa Augustinehttp://www.blogger.com/profile/03259442313590610926noreply@blogger.com0tag:blogger.com,1999:blog-6572613302262282359.post-52016727742766820962010-05-17T08:00:00.000-07:002010-05-18T09:01:45.285-07:00Servant Leadership: Obstacles and Opportunity<span style="font-family: inherit;">Perhaps the biggest obstacle to the enactment of Servant Leadership (SL) is how the servant is perceived in a given culture. In most western countries the great majority of households do not have servants due to economic restrictions. In many developing countries, servants are still feasible for the middle and upper middle socio-economic classes. For the most part the servants in developing countries are exploited as they receive small economic remuneration for 10-14 hour days. In both western and developing countries leaders that are concerned with gaining and keeping power worry that the SL model will cause them to abdicate their influence. They are weary of voluntarily giving up societal status by adopting SL theory. However, a more thorough understanding of SL will help leaders realize they will actually increase power using that model and such understanding may increase SL enactment. </span><br />
<span style="font-family: inherit;"></span><br />
<span style="font-family: inherit;">The idea of connecting the words servant and leader is very hard for many to understand. In high power distance countries (Hofstede, 1980; House, Hanges, Javidan, Dorfman, & Gupta, 2004) it is accepted that a very few people, and in many cases, just one leader has all the authority and power. It is the accepted norm that the leader or leaders dominate the majority. The servant could never dream of attaining such a position. There are precious few rags to riches stories in developing countries. So, who would ever want to give up their position of power in order to be a servant?</span><span style="font-family: inherit;"><br />
</span><span style="font-family: inherit;"></span><br />
<span style="font-family: inherit;">Marinho (2005) provides some introductory reflections on servant leadership in the Brazilian context. Marinho notes that while the Brazilian corporate environment recognizes that the principles of servant-leadership have “an incontestable appeal” (p. 115), at the same time, the term servant is not terribly attractive to people from the Brazilian culture due to associated religious and historical factors.</span><span style="font-family: inherit;">There are two possible answers to encouraging SL enactment, </span><span style="font-family: inherit;">a) change the values of a culture toward viewing servanthood as a positive leadership model based on altruistic motives, or b) show cultures that are results orientated (Livermore, 2009) that applying Greenleaf’s (1977) theory that the servant leader is servant first and leader second actually increases effectiveness. The major hindrance to option a) is that even in an age of global connectedness cultures do not change rapidly (House, et al., 2004). It is unrealistic to think that any one individual or organization is able to motivate a cultural shift to SL and up to now organizations have not cooperated in a coordinated effort to promote SL. </span><span style="font-family: inherit;"><br />
</span><br />
<span style="font-family: inherit;">In Christian communities it should be possible to change attitudes towards SL as the case is strong that Jesus modeled SL (Mark 10:32-45). Yet, not all faith based organizations are strong examples of SL (McIntosh, 2007). Inside and outside of faith based organizations pragmatism will usually rule the day. </span><span style="font-family: inherit;"><br />
</span><br />
<span style="font-family: inherit;">More studies showing the effectiveness of SL are needed but a good place to start is a current issue that is very much discussed in leadership, <b>empowerment</b>. Our next post will explore empowerment as a servant leadership practice. Until then, consider h</span><span style="font-family: inherit;">ow you or appointed leaders in your organization empower others? How does serving the needs of others improve your organization or community's ability to realize its vision or goals? </span><br />
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<span style="font-family: inherit;">- submitted by Tim McIntosh</span><br />
<br />
<span style="font-family: inherit; font-size: xx-small;">Hofstede, G. (1980). Cultures consequences: International differences in work-related values. Newbury Park, CA: Sage.</span><br />
<span style="font-family: inherit; font-size: xx-small;">House, R. J., Hanges, P. J., Javidan, M., Dorfman, P. W., & Gupta, V. (2004). Culture, leadership and organizations: The GLOBE study of 62 societies. Thousand Oaks, CA: Sage.</span><br />
<span style="font-family: inherit; font-size: xx-small;">Livermore, D.A. (2006). Serving with eyes wide open: Doing short term missions with cultural intelligence. Grand Rapids, MI: Baker Academics. </span><br />
<span style="font-family: inherit; font-size: xx-small;">Marinho, R. (2005). Servant-leadership in a changing culture: Reflections on the Brazilian context. The International Journal of Servant-Leadership, 1(1), 115-122.</span><br />
<span style="font-family: inherit; font-size: xx-small;">McIntosh, T. A. (2007). How Peruvians define and practice leadership (Regent University, Virginia). Proquest Dissertations and Abstracts International, DAI-A, 68 (11). (Publication No. AAT 3292258)</span>Terresa Augustinehttp://www.blogger.com/profile/03259442313590610926noreply@blogger.com0tag:blogger.com,1999:blog-6572613302262282359.post-21636595376570738072010-05-02T09:21:00.000-07:002010-05-08T07:41:19.703-07:00Principles and Practice of Servant Leadership<div class="separator" style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none; clear: both; text-align: left;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhMYsBGf3WfpjaQ4eOeGA2kHQKqIMrYb3qbjr29di7PgfOBXboBwJSiVVY9X4724bJG2TUjxKsq0T1SgL7K55hfKvp4WTGnVFBfbD0qowrKco5Add5adJ3gaOZwdWeYWid4GWSN2YfvM8s/s1600/Servant+Leadership+-+beCAUSE+it+matters.jpg" imageanchor="1" style="clear: left; cssfloat: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="300" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhMYsBGf3WfpjaQ4eOeGA2kHQKqIMrYb3qbjr29di7PgfOBXboBwJSiVVY9X4724bJG2TUjxKsq0T1SgL7K55hfKvp4WTGnVFBfbD0qowrKco5Add5adJ3gaOZwdWeYWid4GWSN2YfvM8s/s400/Servant+Leadership+-+beCAUSE+it+matters.jpg" tt="true" width="400" /></a>Servant Leadership exists wherever servant leaders are. A servant leader is recognized by their commitment to task and people, and the use of head and heart in fulfilling the role and responsibilities of leadership i.e. someone who makes the future (Johansen, 2009), who sets ideas, people, organizations and societies on a journey (Adler, 1999), who leads or holds a position to lead (Merriam-Webster online). </div><br />
Servant leaders are present in all operational levels of an organization, association or group. To check for the presence of servant leadership . . . look back to see if those served are more able, healthier, wiser, freer, more autonomous and more likely to serve others. <br />
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As a servant leader I've had the opportunity to serve children, youth and adults in Canada and internationally. My servant leadership practice focuses on community capacity building and leadership development. The words and images above portray service in aboriginal communities, West Africa and South East Asia. The use of images and words helps me reflect on my practice and consider how to better serve in my leadership roles.</div><div style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none;"><br />
Where and who are you serving? To recognize the role of service in leadership is to provide opportunity to self-assess and in turn develop your own knowledge, skills and competencies around leadership. <br />
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Do you have a servant leadership story you want to share here? Connect with us to share your story. </div><div style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none;"><br />
Terresa Augustine - <a href="http://ca.linkedin.com/in/terresaaugustine">LinkedIn</a></div><br />
<div class="separator" style="clear: both; text-align: left;"><span style="font-size: xx-small;">Adler. (1999). Global leadership: women leaders in W.H. Mobley (Ed.) Advances in global leadership Vol 1, pp 49 – 73, Stanford, CT: JAI.</span></div><div class="separator" style="clear: both; text-align: left;"><span style="font-size: xx-small;">Johansen, B. (2009). Leaders make the future: 10 new leadership rules for an uncertain world. San Francisco: CA: Berrett-Koehler Publishers Inc.</span></div><div class="separator" style="clear: both; text-align: left;"><br />
</div>Terresa Augustinehttp://www.blogger.com/profile/03259442313590610926noreply@blogger.com0tag:blogger.com,1999:blog-6572613302262282359.post-47652363969440827722010-04-18T11:00:00.000-07:002010-05-05T12:23:46.337-07:00Servant LeadershipI recently attended the International Leadership Association’s <a href="http://www.ila-net.org/">http://www.ila-net.org/</a> webinar by George Graen on Misguided Leadership. Mr. Graen has had an illustrious research, teaching and development career focused on leadership theory and practice. In the Misguided Leadership webinar, George listed a number of reasons why North Americans find themselves in a climate of chaos, uncertainty and fear, in summary – <strong>we have lost our way</strong>. During the Q&A, he was asked, ‘What is the essence or inner-disposition of good and great leaders’ - Servant Leadership was his response.<br />
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Robert K. Greenleaf, father of the servant leadership movement, says leaders have two responsibilities: i) concern for tasks, ii) concern for people (Carroll, 2005). Many others share that perspective. In Cohen’s (2010) interpretative analysis of Peter Druckers' leadership perspective he quotes ‘a leader, any leader must be for the benefit of others not oneself’ (pg. 166). Jim Collins (2005) says true leadership is getting people to follow when they have the freedom not to. Goffee and Jones’ (2001) comprehensive literature review of follower’s experience confirmed we follow leaders who produce within us three emotional responses: 1. a feeling that we really matter, 2. a sense of community and 3. a willingness to relate to one another as human beings. <br />
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Theorists, researchers, practitioners and citizens will agree organizations, associations and nations rise and fall on leadership. In every culture and historical period, leadership has played a vital role in the coherence and survival of the group. Across sectors, disciplines and cultures the definition and practice of leadership shifts and evolves; hundreds of definitions and an expansive range of results exist. The practice and philosophy of leaders and leadership has been gleaned from writings of those who have gone before i.e. Homer’s Iliad, biblical testaments, essays about Confucius in I Ch’ing and Machiavelli’s rules and principles written in the 16th century (House, Hanges, Javidan, Dorfman, Gupta, 2004). The principles of servant leadership are derived from the teaching and lessons of Jesus of Nazareth.<br />
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The principles and practice of servant leadership are exercised and witnessed in secular and non-secular environments. Principles of servant leadership include: listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to growth and focus on community. The practice of servant leadership is present in individuals and organizations; it is recognizable where through the act of leadership both people and task are served. Greenleaf said the test for the presence of leadership is when those served grow as persons – while being served they become healthier, wiser, freer, more autonomous and more likely to serve others. <br />
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Based in biblical practice, socio-economic policy or triple-bottom line, servant leadership is the disposition of good and great leaders. Despite its simplicity, longevity and benefit, Graen notes leadership fads, fashion and fodder in the US alone, did a booming business of 12 billion dollars in 2007. Quantifiably, the investment of leadership resources, intentions and talent are not returning promised or expected results in a world that is hungry for leaders.<br />
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Leadership matters – whose leading you?<br />
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Terresa Augustine - <a href="http://www.linkedin.com/">LinkedIn</a><br />
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<span style="font-size: x-small;">- Carroll, A. B. (2005, May/June). Servant Leadership, Nonprofit World (23.3), 18 - 20.</span><br />
<span style="font-size: x-small;">- Cohen, W.A. (2010). Drucker on leadership. San Francisco, CA: Jossey-Bass. </span><br />
<span style="font-size: x-small;">- Collins, J. (2005). Good to great and the social sectors. Boulder, CO: Jim Collins Publishing.</span><br />
<span style="font-size: x-small;">- Goffee, R. , Jones, G. (2001). Followership – its personal too. Harvard Business Review on Breakthrough Leadership. Boston, MASS: Harvard Business Press.</span><br />
<span style="font-size: x-small;">- House, R. J., Hanges, P. J., Javidan, M., Dorfman, P. W., & Gupta, V. (2004). Culture, leadership and organizations: The GLOBE study of 62 societies. Thousand Oaks, CA: Sage.</span>Terresa Augustinehttp://www.blogger.com/profile/03259442313590610926noreply@blogger.com0