Leadership Development

“Embracing Eastern Models of Leadership”

This piece suggests that people should take on a more eastern approach to leadership. With an eastern approach to leadership wisdom and compassion are valued over the need to dominate and control. The author of this article references two texts; “Going to Pieces without Falling Apart” by Mark Epstein and “Sacred Hoops” by basketball coach Phil Jackson. Each text is used in a different way to exemplify the power of eastern leadership.

1. Bailey, Leigh “Embracing Eastern Models of Leadership” July 18 2003.

"Leading Change Successfully 2nd Edition. (Collection)"

See Change Management

2.  Beer, Michael, Jeanie D. Duck, John K Kotter, and Nitin Nohria. "Leading Change Successfully 2nd Edition. (Collection)" Harvard Business Review on Point (2005): 1-34.

“Second in Command: The Misunderstood Role of the Chief Operating Officer.”

It is not a story of happily ever after, instead a story of a “complicated split” between this CEO and his chief operating officer. This story helps to identify the difficult and often misunderstood role of the chief operating officer. According to the article, what makes a successful COO is vital to the fortunes of many companies. The authors claim that there are not many constants when studying the COO however they were able to come up with seven characteristic that describe the chief operating officer: 1. the executor 2. the change agent 3. the other half 4. the mentor 5. the partner 6. the MVP 7. the heir apparent. It is unlikely that a COO will exhibit all of these characteristics at once however they are used frequently.

3.  Bennett, Nathan. and Stephen A. Miles. “Second in Command: The Misunderstood Role of the Chief Operating Officer.” Harvard Business Review (2006): 1-9

"Positively Persuasive. (Collection)"

The Harvard Business Review put out a collection of articles that covers persuasion in the workplace. In the first article is “Harnessing the Science of Persuasion” Robert Cialdini brings information from the world of behavioral science. He explains how persuasion works by appealing predictability to specific human needs. The second article in this collection is “The Necessary Art of Persuasion” by Jay A. Conger. This author argues that persuasion if necessary for building strong relationships with your co workers, direct reporters, peers and bosses. He positions persuasion as a process of learning and negotiating and argues that credibility must be established before persuasion can begin. The last article in this collection is “Breakthrough Bargaining” by Deborah M. Kolb and Judith Williams. In this piece the authors analyze persuasion in specific “stalled negotiations.” The authors shed light on how bargainers interact and offer insight into whose opinions are heard in bargains. Williams and Kolb argue that sometimes the most difficult part of negotiation is persuading the other side to deal with the issue.

4.  Cialdini, Robert B., Jay A. Conger, Deborah M. Kolb, and Judith Williams. "Positively Persuasive. (Collection)" Harvard Business Review on Point (2001): 74-97.

“Leadership Discussion Questions”

This is a series of leadership discussion question that go along with the book Follow This Path. These authors offer a wide variety of questions that range from the leader’s personal beliefs to the company’s revenue and growth. It touches on personal as well as organizational questions that can help the leader be a successful leader.

5.  Coffman, Curt and Gabriel Gonzalez-Molina “Leadership Discussion Questions” Authors of Follow This Path (Warner Books, 2002) The Gallup Organization (2002): 1-2

“Level 5 Leadership: The Triumph of Humility and Fierce Resolve.”

Out if the 1,435 fortune 500 companies that Jim Collins researched, only 11 achieved and sustained greatness, according to the level of stock returns 15 years after a major transition. This author suggests the reason for this is the lack of level 5 leaders. According to Collins, level 5 leaders blend deep personal humility with intense professional will. It is suggested that level 5 leaders are the top of a hierarchy with 4 levels of leaders under them and it is possible for the lower level leaders to move up to the top where level 5 leaders are. An unwavering will to produce great results and the ability to manifest humility through crediting others, external factors and good luck are trademarks of level 5 leaders.

6.  Collins, Jim. “Level 5 Leadership: The Triumph of Humility and Fierce Resolve.” Harvard Business Review On Point. (2005): 1-12.  

"Managing Up. (Collection)"

This is a collection of articles from the Harvard Business Review. It is a series of three articles and each one touches on some kind of management. The first article is “Managing Your Boss” by John J. Gabarro and John P. Kotter. The piece argues that a compatible relationship with your superior is essential to the success of your job. The authors suggest that employees take every opportunity to understand their boss and the boss’s expectations. This article also clarifies the difference between managing up and manipulation. The second article in this collection is “The Necessary Art of Persuasion” by Jay A. Conger. This author argues that persuasion if necessary for building strong relationships with your co workers, direct reporters, peers and bosses. This article builds off of the first one “Managing Your Boss” and identifies four steps to take to get to know your co-workers, peers, and your boss: 1. Establish credibility 2. Frame goals on a common ground 3. Vividly reinforce your position 4. Connect Emotionally. The final article is this series is “Meetings That Work: Plans Bosses Can Approve” by Paul D. Lovett. This article combines some of the skills and information from the previous two articles. The technique that is described in this piece builds off of individual work styles and focuses on how bosses spend their time in meetings.

7.  Conger, Jay A., John J. Gabarro, John P. Kotter, and Paul D. Lovett. "Managing Up. (Collection)" Harvard Business Review on Point (2000): 1-36.

"Leadership That Gets Results."

According to this piece, research has shown that the most successful leaders have emotional intelligence in the following areas: self awareness, self regulation, motivation, social skills, and empathy. The article proposes that the best leaders do not just know one style of leadership; they use a variety of styles depending on the situation. The author argues that most managers fail to appreciate how much the climate of their organization can affect their financial results. Throughout the piece the readers is offered six different successful leadership styles: the coercive style, the authoritative style, the affiliate style, the democratic style, the pacesetting style, and the coaching style. The article warns that not every style is always successful and can be risky to use, however, it is suggested that there are some times when even the risky leadership styles must be used.

8.  Goleman, Daniel. "Leadership That Gets Results." Harvard Business Review on Point (2000): 1-13. 

"Becoming the Boss."

The process of becoming a new manager is stressful, arduous, and rewarding, according to Linda Hill. This article paints a clear and detailed picture of the challenging role new managers have. The author of this article gained insight into career transition by studying people who had made career transitions, focusing on the rising talent who were promoted to manager. Hill suggests that many new managers go through many painful experiences as their new job as leader is not what they anticipated.   The author concludes that authority for managers emerges when they form relationships and gain credibility with their subordinates, superior, and peers.

9.  Hill, Linda A. "Becoming the Boss." Harvard Business Review (2007): 2-9.

"How Leaders Use and Create Networks."

This article claims that networking, although uncomfortable to some, is vital to the success of leaders, especially leaders in new roles. This piece argues that the lack of networking in your career can be detrimental to your job. It identified three distinct forms of networking- operational, personal, and strategic- that can help with growth in a person’s career. The first helped them manage internal responsibilities. The second helped increased their personal development, and the third helped opened their eyes to new business directions. 

10.  Hunter, Mark, and Herminia Ibarra. "How Leaders Use and Create Networks." Harvard Business Review (2006): 1-8.

"The First 100 Days, Forget the Speeches and Focus on the Conversations."

This author suggests that new leaders who know when to talk, when to listen, when to gather data, when to give direction are off to a good start when it comes to leadership conversations.  It is argued that successful new leaders must accomplish these three things; 1. Gain a grasp of the company’s needs and capabilities 2. Clearly convey their working styles and expectations to subordinates, peers, and superiors 3. Build the personal credibility to accomplish your goals in years ahead. The article declares that one of the biggest misconceptions about new leaders is that they come into new organizations with all of the right answer. The most successful leaders come into a new business ready to learn, ask questions, and listen.

11.  Kinni, Theodore. "The First 100 Days, Forget the Speeches and Focus on the Conversations." Harvard Management Communication Letter (2003): 3-5. 

“What Leaders Really Do.”

This article claims that leadership skills are not always natural but they can be acquired and honed. Although this may be true, it is important for leaders to understand the differences between managers and leaders. This author argues that leadership is coping with complexity and that leadership is learning how to cope with rapid change. There are many differences this article points out between leaders and managers. For example, management involves planning and budgeting; leadership involves setting and directing. Management includes organizing and directing leadership includes aligning people. Management provides control and solves problems where leadership provides motivation. Not only does this piece provide an overview of the differences between managers and leaders it also offers many examples of situations where leadership styles were successfully used verses management styles.

12.  Kotter, John P. “What Leaders Really Do.” Harvard Business Review (2001): 1-11.

“Leadership Development Through Self-Awareness.”

According to this piece there are a variety of factors leading to the demand for self awareness in leadership. Baby boomers will retire in massive numbers in the coming years which leaves a large leadership gap that must be filled. In order for the new leaders to be successful learning will become a need. Therefore Peck suggests that new leaders must have gain the awareness that is necessary for dynamic and quick change. Currents and future leaders must be self aware enough to want to fix themselves and their errors. The author claims that without a flexible, self-aware operating system the leader is limited in management and success.

13.  Peck, David. “Leadership Development Through Self-Awareness.” Talent Management Magazine (2007): 36-37.

"Getting Real: How to Lead Authentically."

This article claims that managers are not always true to themselves as they work to live up to organizational norms and expectations. The author suggests that it is not easy being phony; it takes a great deal of energy to behave in ways that are not true to you. People who are authentic to themselves understand their priorities and what is important to them as opposed to what other people might view as important. It is proposed by Rogolsky that leaders without authenticity are much less effective.

14.  Rogolsky, Sharon, and Marina N. Ruderman. "Getting Real: How to Lead Authentically." LIA 21 (2001): 1.

"Manager: Know Thy Self."

This piece starts by asking the reader: Who was the best boss they ever had? The author suggests the person is likely to describe a manager who successfully uses their talents.  According to the article, there are no perfect managers; the best managers succeed when they are able to know and use their talents. The ability to find strengths and use the effectively is what makes a great leader.  A story is told of a hospital manager who uses her individualization talent to staff the hospital successfully around the holidays. She intentional uses her strengths to drive success in the hospital around the holidays and her employees respond positively. This is only one example of a successful person using their talents to drive success. When talent is used effectively there is no end to the rewards.

15.  Tucker, Kenneth. "Manager: Know Thy Self." The Gallup Organization (GMJ) (2000): 1-3.