#ASDAne t @ASDAne t Learning to Lead N. Karl Haden, Ph.D. President, Academy for Academic Leadership
Dec 22, 2015
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Objectives
• Self-assess how well you are learning to lead
• Describe a model for lifelong learning as a leader
• Develop 3 to 4 goals for this conference and beyond
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Where Leadership Begins
“The unexamined life is not worth living.”
Socrates (470-399 BC), in Plato’s Apology
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• Development as a Process
• Experiences Develop
• Development Integrated with
Work
• Complexity of Development
• Responsibility for Development
Shifts in Perspective in Leadership Development
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Behaviors or Skills
Personal Charac-teristics
Leader
Context or
Situation
Comprehensive Model of Leadership
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What Develops as One Learns to Lead?
1)Self-Management Capabilities • Self-Awareness• Ability to Balance Conflicting Demands• Ability to Learn• Leadership Values
2)Social Capabilities •Ability to Build Effective Work Groups•Ability to Build and Maintain Relationships•Communication Skills•Ability to Develop Others Velsor, EV, McCauley CD. Our view of leadership
development. In Handbook of leadership development. Ed. McCauley CD, Van Velsor E. San Francisco: John Wiley & Sons, 2004.
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What Develops as One Learns to Lead?
3)Work Facilitation Capabilities• Management Skills • Ability to Think and Act Strategically• Ability to Think Creatively• Ability to Initiate and Implement Change
Velsor, EV, McCauley CD. Our view of leadership development. In Handbook of leadership development. Ed. McCauley CD, Van Velsor E. San Francisco: John Wiley & Sons, 2004.
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Leadership Development: Practical Wisdom
PracticeTheoryKnowing
Objective
Assent
Impersonal
Doing
Subjective
Appropriation
Personal
AAL Lifelong Leadership Development Model
Reflection Reflection
Reflection Reflection
Contexts: Personal, Organizational, Societal
Copyright © 2013, AAL, Atlanta, GA
ValuesPurpose
Exploration:Directed
Self-directed
Feedback:Formal
Informal
Experience:Challenge
Trans-formation
Support:Mentors, Advisors
Peers
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Leaders are committed to Leaders are committed to deeply held values…l held values…
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Experience
Leaders…
Challenge their own competencies
Challenge others
Take risks
Change things
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FeedbackLeaders…
Ask: how am I doing?
Participate in formal assessment
Engage in dialogue
Feedback
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Reflect
No Reflection = No Learning
Without learning, there is no growth as a leader
Reflect
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Taking Inventory
Double-Loop Learning
AssumptionsWhy We Do What
We Do
Strategies and
TechniquesWhat We Do
ResultsWhat We Get
Single-Loop Learning
The most common style of learning is just problem
solving—improving the system as it exists
Double-Loop LearningMore than just fixing the problem, this style of learning questions the
underlying assumptions, values and beliefs behind what we do.
AAL Lifelong Leadership Development Model
Reflection Reflection
Reflection Reflection
Contexts: Personal, Organizational, Societal
Copyright © 2013, AAL, Atlanta, GA
ValuesPurpose
Exploration:Directed
Self-directed
Feedback:Formal
Informal
Experience:Challenge
Trans-formation
Support:Mentors, Advisors
Peers
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ASDA National Leadership Conference
ASDA & Organized DentistryCareer Planning & Business LeadershipAdvocacy, Politics & Professional IssuesChapter Leadership & Management
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Discussion
1. Take one area and describe how a change in this area could improve your leadership.
2. What opportunities do you have at this conference to learn in this area?
3. Identify several key goals—“take homes”—that link your leadership learning to this conference.
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“For believe me! - the secret for harvesting from existence the greatest fruitfulness and the greatest enjoyment is: to live dangerously! Build your cities on the slopes of Vesuvius! Send your ships into uncharted seas!”
Friedrich Nietzsche, 1882