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    Evolving Leaders: A Model for Promoting Leadership Development in Programs
    Evolving Leaders: A Model for Promoting Leadership Development in Programs
    Evolving Leaders: A Model for Promoting Leadership Development in Programs
    Ebook92 pages55 minutes

    Evolving Leaders: A Model for Promoting Leadership Development in Programs

    By Charles J. Palus and Wilfred H. Drath

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    About this ebook

    Although leadership development is widely acknowledged as important, our understanding of it is largely implicit. This has made programs that seek to promote it difficult to design and implement, and challenging to evaluate effectively. The model presented in this report specifies how programs can affect a key aspect of leadership development--the psychological development of the individual.
    LanguageEnglish
    PublisherCenter for Creative Leadership
    Release dateOct 1, 1995
    ISBN9781604918144
    Evolving Leaders: A Model for Promoting Leadership Development in Programs

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      Book preview

      Evolving Leaders - Charles J. Palus

      EVOLVING LEADERS

      A MODEL FOR PROMOTING LEADERSHIP DEVELOPMENT IN PROGRAMS

      EVOLVING LEADERS

      A MODEL FOR PROMOTING LEADERSHIP DEVELOPMENT IN PROGRAMS

      Charles J. Palus

      Wilfred H. Drath

      Center for Creative Leadership

      Greensboro, North Carolina

      The Center for Creative Leadership is an international, nonprofit educational institution founded in 1970 to advance the understanding, practice, and development of leadership for the benefit of society worldwide. As a part of this mission, it publishes books and reports that aim to contribute to a general process of inquiry and understanding in which ideas related to leadership are raised, exchanged, and evaluated. The ideas presented in its publications are those of the author or authors.

      The Center thanks you for supporting its work through the purchase of this volume. If you have comments, suggestions, or questions about any CCL Press publication, please contact the Director of Publications at the address given below.

      Center for Creative Leadership

      Post Office Box 26300

      Greensboro, North Carolina 27438-6300

      336-288-7210 • www.ccl.org

      ©1995 Center for Creative Leadership

      All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher.

      CCL No. 165

      Library of Congress Cataloging-in-Publication Data

      Palus, Charles J.

      Evolving leaders : a model for promoting leadership development in programs / Charles J. Palus, Wilfred H. Drath.

      p. cm.

      Includes bibliographical references (p.  ).

      ISBN 1-882197-11-9 [ISBN-13: 978-1-882197-11-8]

      1. Leadership. 2. Leadership—Study and teaching. 3. Executives—Training of. 4. Leadership—Case studies. I. Drath, Wilfred H. II. Title.

      HD57.7.P35 1995

      658.4'07124—dc20

      95-36809

      CIP

      Table of Contents

      Acknowledgments

      Preface

      Introduction

      Perspective and Focus

      Distinctions

      The Model

      Readiness for Development

      Trait readiness factors

      State readiness factors

      Environmental readiness factors

      Sociocultural readiness factors

      Developmental Processes

      Experience

      Disequilibrium

      Equilibrium

      Construction

      Potentiation

      Safely taking risks in a leadership development program

      Attention to readiness

      Equilibration

      Follow-up

      Outcomes

      Competencies and taking action

      Meaning structures

      Developmental stages

      Holding environments

      Discussion and Implications

      References

      Appendix A: A Case Example of Applying the Model to an Individual in a Development Program

      Readiness

      Developmental Processes

      Experience

      Disequilibrium and equilibrium

      Construction

      Potentiation

      Outcomes

      Appendix B: Example of One Concept of Stage Development

      Readiness

      Developmental Processes

      Outcomes

      Notes

      Acknowledgments

      To the many people who helped us shape the ideas in this paper, we give our thanks. We especially thank the following people for their support, input, and helpful criticisms: Michael Basseches, Robert Burnside, Maxine Dalton, Nancy Dixon, Robert Fulmer, Stan Gryskiewicz, Michael Hoppe, Marcia Horowitz, David Horth, Winn Legerton, Abigail Lipson, Cindy McCauley, Glenn Mehltretter, Jr., Sharon Rogolsky, Judy Rosenblum, Marian Ruderman, Sylvester Taylor, Walt Tornow, Ellen Van Velsor, Martin Wilcox, and Dianne Young.

      Preface

      We should say a bit about the background of this paper.

      In 1991 a team, which included the first author, began a research project to assess a new Center program called LeaderLab®. We wanted to look at more than the teaching and learning of competencies, to see the program in relation to the subtlety and complexity of human growth, adaptation, and change. We realized that development programs are not the only influence on the growth of participants; work, family, community, and self are also factors. We were, in addition, interested in the idea of readiness for development—that people differ in how ready they are to develop—as previously raised by Chris Musselwhite and Ellen Van Velsor (Musselwhite, 1985; Van Velsor & Musselwhite, 1986) in their studies of the Center’s Leadership Development Program. With all these complexities, it seemed important to us to break set and see the new program in new ways. That is when we first conceived of the model presented in this paper.

      Around the same time, the second author published an article (Drath, 1990) that made use of the adult developmental framework of Robert Kegan (1982). This interpretation of the life experiences of senior executives in the Awareness Program for Executive Excellence (APEX)® connected the work of the Center to that of the study of adult life span development, a connection further explored in the present paper.

      Also around that time the staff of the Center engaged in a lengthy dialogue on whether we should endorse and disseminate a definition of leadership. Ultimately it was decided not to adopt any single definition (because the range of Center activities, from training to research, makes it impractical to have just one), but that discussion helped us develop a new understanding of leadership (see Drath & Palus, 1994). That led naturally to a

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