developing leaders dr. ken haycock professor and director school of library and information science...
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Developing LeadersDeveloping Leaders
Dr. Ken HaycockDr. Ken HaycockProfessor and DirectorProfessor and Director
School of Library and Information ScienceSchool of Library and Information ScienceSan Jose State UniversitySan Jose State University
June, 2006June, 2006
You as Leader…You as Leader…
Yes, you!Yes, you! You in the fifth row!You in the fifth row! If not you… who?If not you… who?
LeadershipLeadership
1.1. Management and leadership:Management and leadership:are they different? how? are they different? how?
2.2. How do you define leadership?How do you define leadership?
3.3. What are the characteristics of What are the characteristics of leaders?leaders?
4.4. Think of leader whom you admire. Think of leader whom you admire. Why do you respect her or him?Why do you respect her or him?
Flowchart For Problem ResolutionFlowchart For Problem Resolution
Don’t Mess With It!
YES NO
YES
YOU IDIOT!
NO
Will it Blow UpIn Your Hands?
NO
Look The Other Way
Anyone ElseKnows? You’re SCREWED!
YESYES
NO
Hide ItCan You Blame Someone Else?
NO
NO PROBLEM!
Yes
Is It Working?
Did You Mess With It?
Defined…Defined…
Great leaders rally Great leaders rally people people
to a better future.to a better future.
FourFour CompetenciesCompetencies
√ √ managing attentionmanaging attention√ √ managing meaningmanaging meaning√ √ managing trustmanaging trust√ √ managing oneselfmanaging oneself
LeadershipLeadership
TasksTasksSkillsSkillsAttributesAttributes
Leadership TasksLeadership Tasks
√ √ envisioning goalsenvisioning goals√ √ affirming valuesaffirming values√ √ motivatingmotivating√ √ managingmanaging√ √ achieving workable unityachieving workable unity√ √ explainingexplaining√ √ serving as symbolserving as symbol√ √ representing grouprepresenting group√ √ renewingrenewing
SkillsSkills
√ √ agreement buildingagreement building√ √ networkingnetworking√ √ non-jurisdictional powernon-jurisdictional power√ √ institution-buildinginstitution-building√ √ politicspolitics√ √ communicationcommunication
AttributesAttributes
√ √ physical vitality and staminaphysical vitality and stamina√ √ intelligence and judgment in actionintelligence and judgment in action√ √ willingness, eagerness to accept willingness, eagerness to accept
responsibilityresponsibility√ √ task competencetask competence√ √ understanding of understanding of
followers/constituents and their followers/constituents and their needsneeds
√ √ skill in dealing with peopleskill in dealing with people√ √ need to achieveneed to achieve
AttributesAttributes
√ √ capacity to motivatecapacity to motivate√ √ courage, resolution, steadinesscourage, resolution, steadiness√ √ capacity to win and hold trustcapacity to win and hold trust√ √ capacity to manage, decide, set prioritiescapacity to manage, decide, set priorities√ √ confidenceconfidence√ √ ascendance, dominance, assertiveness ascendance, dominance, assertiveness
["inner impulse to leave their thumbprint"]["inner impulse to leave their thumbprint"]√ √ adaptability, flexibility of approach adaptability, flexibility of approach
["capacity to reprogram“]["capacity to reprogram“]
Gardner, John. Gardner, John. On leadership.On leadership. New York: Free Press; 1990 New York: Free Press; 1990
LeadershipLeadership
Are leaders born or Are leaders born or can they be developed?can they be developed?
All people need…All people need…
SecuritySecurity CommunityCommunity ClarityClarity AuthorityAuthority RespectRespect
ClarityClarity
Whom Do We Serve?Whom Do We Serve? What Is Our Core Strength?What Is Our Core Strength? What Is Our Core Score?What Is Our Core Score? What Actions Can We Take What Actions Can We Take
Today?Today?
Discipline!Discipline!
1.1.Take Time to ReflectTake Time to Reflect
2.2.Select Your Heroes With Great Select Your Heroes With Great CareCare
3.3.PractisePractise
Defined…Defined…
Great leaders rally Great leaders rally people people
to a better future.to a better future.
To Sustain SuccessTo Sustain Success
only you can define your measures of only you can define your measures of personal success… but…personal success… but…
to make the greatest possible impact to make the greatest possible impact over the longest period of time…over the longest period of time…
Discover What you Don’t Like Discover What you Don’t Like Doing and Stop Doing ItDoing and Stop Doing It
Other Illustrative Pieces…Other Illustrative Pieces…
Myers-Briggs Type Indicator.Myers-Briggs Type Indicator. Katherine Briggs and Isabel Briggs Katherine Briggs and Isabel Briggs
MyersMyers
Now, Discover Your Strengths.Now, Discover Your Strengths. Donald Clifton and Marcus Buckingham.Donald Clifton and Marcus Buckingham.
Other Dimensions:Other Dimensions:The Human EquationThe Human Equation
Seven practices of successful Seven practices of successful organizations… organizations… research by Harvard’s Jeffrey research by Harvard’s Jeffrey PfefferPfeffer
The Human EquationThe Human Equation Employment SecurityEmployment Security Selective HiringSelective Hiring Decentralization: Self-managed TeamsDecentralization: Self-managed Teams High Compensation Contingent on High Compensation Contingent on
PerformancePerformance Extensive TrainingExtensive Training Reduced Status DistinctionsReduced Status Distinctions Sharing of Financial and Performance Sharing of Financial and Performance
Information Throughout the OrganizationInformation Throughout the Organization
Leadership Leadership TendenciesTendencies
My MBTI is ….My MBTI is …. My leadership strengths are…My leadership strengths are… My potential pitfalls are…My potential pitfalls are… My suggestions for my own My suggestions for my own
development are…development are… The implications for my team may The implications for my team may
be…be…
ObservationsObservations
Developing the profileDeveloping the profile Promoting the organization and Promoting the organization and
communitycommunity Predictors of successPredictors of success Separating the leaders ISeparating the leaders I Separating the leaders IISeparating the leaders II
Advocacy LessonsAdvocacy Lessons
Logical incrementalism…Logical incrementalism… Respect…Respect… Deposits and withdrawals…Deposits and withdrawals… Connecting agendas…Connecting agendas…
Situational Leadership:Situational Leadership:Three SkillsThree Skills
1.1. Flexibility: Directive/SupportiveFlexibility: Directive/Supportive
2.2. Diagnosis: Four LevelsDiagnosis: Four Levels
3.3. Contracting for Leadership Contracting for Leadership StyleStyle
Just a note about the Just a note about the San Jose advantage…San Jose advantage…
Conveniently located everywhere!Conveniently located everywhere! Low cost service provider! Low cost service provider!
(Read Nordstrom's not Wal-Mart!)(Read Nordstrom's not Wal-Mart!) Executive MLIS cohortsExecutive MLIS cohorts
Does this matter? Does anyone care?Does this matter? Does anyone care? http://slisweb.sjsu.eduhttp://slisweb.sjsu.edu
Librarians…and their staffs…Librarians…and their staffs…
Develop Strong and Healthy Develop Strong and Healthy CommunitiesCommunities
Add Value as Community Leaders Add Value as Community Leaders with a Clearly Defined Nichewith a Clearly Defined Niche
Are:Are:Market-drivenMarket-drivenCustomer-focusedCustomer-focusedAt the TableAt the Table
The Choice Is YoursThe Choice Is Yours
What kind of What kind of leader?leader?
What kind of What kind of relationships?relationships?
What kind of What kind of impact?impact?
What kind of What kind of difference?difference?
Questions? Issues?Questions? Issues?
Toward A Plan…Toward A Plan…
Next Steps…Next Steps…
Know yourself…Know yourself… Take the opportunities…Take the opportunities… Select a mentor…Select a mentor… Discuss succession Discuss succession managementmanagement……
Dr. Ken HaycockDr. Ken Haycock
No time to ask your No time to ask your question?question?Concerned about Concerned about privacy?privacy?Need time to think and Need time to think and reflect?reflect?
