Leadership: YES! no Maybe? Damn!

Why we reach for it, reject it, just

accept it, and sometimes hate it.

IEEE, Management SIG

January 22, 2004

Dr. Gary Jurek

President, Capitol View Consulting, Inc.

Capitol View Consulting, Inc.

1
“Working together to achieve your vision!”
 Overview

Ever notice that some leadership positions you

love with a passion, others you just do, and some
make you “grumpy and inhuman” (substitute here
what your ‘significant other’ says)? Why? A basic
reason for this is that we each have defined
leadership preferences.

This workshop will assess you leadership

preferences and help you gain additional
understanding of why you are attracted to (and
reject) certain types of leadership challenges and
are much more successful at some than others. 2
 Character

75 Internal

60

45

30
Interaction

Analysis
15

15

45

75
30

60
60

30
75

45

15
15

30

45
Match = joy 60
Stretch = work
Redirect = pain 75 External
Where are you?
Accomplishment 3
S ocial Intellectual
 Individual exercise.

 Complete the Leadership Profile

following your facilitators
directions.

4
 Point of View

 Myself as a leader

 Someone else as a leader

 Leadership needs of a situation

5
1

Meets a challenge head on 3

_____ B

Imagines what the future looks like 2

_____ P

Trusts oneself to succeed 1

_____ F

Focuses on the need of followers 5

_____ S

Practices what they preach themselves 4

_____ N

6
1 + 3 + 4 + 2 + 5 = 15 3+ 1 + 1 + 2 + 1 = 8
4 + 5 + 5 + 3 + 2 = 19 2+ 2 + 1 + 1 + 2= 8
4 + 3 + 5 + 1 + 3 = 16 4+ 3 + 1 + 1 + 1 = 10
50 26

2 + 2 + 3 + 4 + 4 = 15 2+ 3 + 3+ 2 + 4= 14
5 + 4 + 5 + 5 + 4 = 23 4+ 4 + 3+ 3 + 3= 17
5 + 5 + 5 + 5 + 5 = 25 1+ 2 + 2+ 4 + 1 = 10
63 41

180

7
 Character
3 + 3 + 2 + 3 + 4 = 15
4 + 5 + 3 + 4 + 2 = 18 75

5 + 5 + 4 + 5 + 5 = 24 60
57 45

Interaction 30

Analysis
15

15

30

45

60

75
75

60

45

30

15
15

30

45

60

75

Accomplishment

8
 101
Character

75 Internal

60
49 45

30 54
Interaction

Analysis
15
51 70

15

45

75
30

60
60

30
75

45

15
15
46 30

45 39
60

75 External

N = 14 classes Accomplishment
= sum S ocial Intellectual

= my scores 12
= composite 9
 Leaders respond to what gets their
attention

Character: Leaders respond to their conscience

Analysis: Leaders respond to ideas

Accomplishment: Leaders respond to problems

Interaction: Leaders respond to people

10
 Character

“We want leaders who are credible. We

must believe that their word can be
trusted, that they are personally excited
and enthusiastic about the direction in
which they are headed.”

- James M. Kouzes and Barry Z. Posner, “Seven

Lessons for Leading the Voyage to the Future” from
The Leader of the Future

11
 Character

 Responds to own conscience

 Concerns are internal
 Reflects values of followers
 Focuses on mission
 Finds sources of hope and enthusiasm
 Open to learning

12
 Analysis

 “Leaders of the future must be deep

thinkers who are smart enough to see
new possibilities and to conceptualize
them.”

- Rosabeth Moss Kanter, “World-Class Leaders,”

from The Leader of the Future, a Drucker
Foundation Book, Jossey-Bass Publishers

13
 Analysis

 Responds to ideas
 Concerns are intellectual
 Looks toward the future
 Sees implications, not just facts
 Evaluates risks and opportunities
 Follows intuitive leads

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 Accomplishment

“When the conditions are ambiguous and

decisions are difficult, leaders must
decide, choose, and act.”

- Judith M. Bardwick, “Peacetime Management and

Wartime Leadership,” from The Leader of the
Future, a Drucker Foundation book, Jossey-Bass
Publishers

15
 Accomplishment

 Responds to problems
 Concerns are external
 Gets things done
 Overcomes obstacles
 Gets people working together
 Takes control

16
 Interaction

“The leader of the future will excel as

cheerleader, supporter, and encourager
rather than as a judge, critic, or
evaluator… This results in an ultimate
organization where people not only know
where they are headed but are
empowered to get there.”
- Ken Blanchard, “Turning the Organization Pyramid
Upside Down,” from The Leader of the Future

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 Interaction

 Responds to people
 Concerns are social
 Understands wants and needs of others
 Knows what motivates
 Monitors feelings
 Encourages followers
 Communicates caring

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 Exercise

Work in groups of 4-5.

1. Share your “Focus Cross” with the

other team members.

2. How is your preferred focus reflected

in the leadership behaviors you select
to be engaged in at your company?
Those you don’t select to be engaged
in? 19
 Internal
(Leaders respond to their conscience)
Character
N
E IN TEGRITY R
SM S
IA REN ELF
US EW
TH AL
EN

FO
25
HE G

25
S F

OT VIN

RT
RS
n

19
19
A

ITU
SER
t

15
15

DE
Social n Intellectual

11

11
e a

PERCEIVIN G
5

5
r IN SPIRIN G
l
(Leaders respond a I P y (Leaders respond
to people) c s
t to ideas)
i

5
5
i

11

NT
11 s
CO TIN
OR

ME
15
15
LL
A

GE
AB G

19
J
19

D
-

25
25

JU
BU TEA R-
FO E
ILD M R
PE N C
IN MA
T G BO LDN ESS O
B
Accomplishment
External
(Leaders respond to problems)
20
 Implication of High Emphasis Scores

 Why people follow

 Who will follow
 When to lead
 What to watch out for

21
 Character

Enthusiasm: Pursues objectives with passion and

optimism, and attracts others to the
cause

Integrity: Leads through honesty, and

acceptance of personal responsibility

Self Renewal: Strives to learn and grow; easily

adapts to changing circumstances
22
 Analysis

Fortitude: Acts with courage and confidence in

the face of challenge

Perceiving: Sees the big picture and alternative

possibilities; uses intuition and
creativity

Judgment: Knows what needs to be done and

anticipates consequences

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 Accomplishment

Performance: Gets results by overcoming

barriers to effectiveness

Boldness: Takes an uncompromising

approach that involves facing
problems head-on

Team Building: Accomplishes results through

others by getting them to work
together
24
 Interaction

Collaborating: Shares rewards and

responsibilities with others in
the group

Inspiring: Energizes, motivates, and

encourages others to act

Serving Others: Takes cues from followers;

provides what others can’t get
on their own
25
 Leadership Action Cycle

How to choose your contributions:

1. Perceive the situation

2. Evaluate your leadership in terms of this situation
3. Choose to lead or follow
4. Identify contributions and specific action steps
5. Evaluate your contributions and the situation as it
is now
6. Start over with Step 1
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 Exercise

Work in groups of 4-5.

1. Share your leadership strengths with

the other team members.

2. Indicate areas you wish to redirect

more energy into to improve your overall
project management leadership.
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 Thank You!

 Dr. Gary Jurek

 Capitol View Consulting, Inc.
 Strategic Planning, Organizational Change,
Project Management, Technical
Development, and Resource Development
 (651) 227-4708
 jurek@capitolviewconsulting.com

Capitol View Consulting, Inc.

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“Working together to achieve your vision!”