Daniel J Pesut PhD RN PMHCNS- BC FAAN Faculty Fellow Professor of Nursing dpesut@iupui

The Inside, Bright Side, and Dark Side of Leadership

Why Leaders Fail or the Ambiguities of Effectiveness

Daniel J Pesut PhD RN PMHCNS- BC FAANFaculty Fellow

Professor of [email protected]

IUPUI Office of Academic Affairs

Knowledge Work Questions

• What concepts, tools, techniques, or resources are most useful?

• How can the information be used?

• Why is the information important?

• Why care about the information?

Outcomes• Define factors and variables associated with the inside,

bright side and dark side of leadership.

• Distinguish the differences between identity and reputation.

• Assess and discuss the most likely behaviors that derail leaders.

• Consider conducting a personal leadership feedback session with direct reports.

• Create a personal leadership development plan based on self- management of potential leadership derailers and one’s intentional leadership legacy.

Henri Lipmanowicz & Keith McCandless

1-2-4-Whole Group Progressive, Rapid Cycle Conversation1-2-4-Whole Group Progressive, Rapid Cycle Conversation

– Self-Reflection (no talking)– Pairs– Small Groups – Whole group


Authentic Leaders

• Pursue purpose with passion• Practice solid values• Lead with heart• Establish enduring relationship• Demonstrate self-discipline

George, Bill & Sims, Peter ( 2007). True North, John Wiley & Sons, NY

http://truenorthleaders.com/exercises.htm

MOJO – More Joy*

• Identity: Who do you think you are?

• Achievement: What have you done lately?

• Reputation Management: Who do people think you are?

• Acceptance: When can you let go?

Goldsmith, Marshall with Reiter, Mark (2009) Mojo: How to get it, how to keep it, how to get it back if you lose it, Hyperion, NY http://www.mojothebook.com/about-mojo-book/

MOJO– What I bring to this activity

• Motivation

• Knowledge

• Ability

• Confidence

• Authenticity


MOJO– What this activity brings to me

• Happiness

• Reward

• Meaning

• Learning

• Gratitude


• Denial

• Blame others

• Blame self

• Wait and hope

• “This has nothing to do with me”

• “It’s their fault”

• “It’s my fault”

• “Somebody should do something”

Johnson, Rosemary. (1998). Team Leader, Healing Health Services, St. Charles Medical Center, 2500 NE Neff Rd, Bend, OR, 97701; (541-383-6977).

Protect and Defend:Disempowered

Learn and Grow: Empowered

• Acknowledge the situation

• Accept ownership

• Find solutions

• Take action and learn

• “I’m a piece of the puzzle.”

• “It starts with me.”

• “This can work.”

• Renewal, make it happen.

Are you more inclined to…

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1. Protect and Defend OR

2. Learn and Grow

Strategic Self Awareness

• Accountability --I feel emotions

• Compassion--I think assumptions, opinions, judgments

• Respect--I want wishes, desires, requests

What is PersonalityPersonality from the InsideActor’s View ( Identity)

Personality from the Outside: The Observer’s View ( Reputation)

How a person sees oneself- one’s identity

How others see the person –their reputation.

Identity is based on the person’s hopes, dreams and aspirations.

A person’s reputation is defined in terms of “characteristics”.

Identity is difficulty to measure and study

Characteristic reflect how a person’s behavior is evaluated after repeated interactions with others.

People tend to over estimate their sense of humor, interpersonal skills, leadership skills, and ability to judge character

Characteristics can be used to predict behavior in new situations; they can be used to predict performance.

Identity is not always reflected in behaviors

Characteristics are easy to study, most of what we know about personality and job performance is based on observer’s perspectives.

Johari Window

http://kevan.org/johari

The Inside of Leadership*Scale Definition

Aesthetics Interest in art, literature, music, and humanities

Affiliation Desire for and enjoyment of social interaction

Altruistic Concerns about other’s welfare

Commerce Interest in business and finance gains

Hedonism An orientation for fun and pleasure

Power Desire for success, accomplishment and status

Recognition A need to be recognized

Science Values analysis and pursuit of knowledge

Security Desire for certainty and predictability

Tradition Dedication to ritual and old fashioned virtues

* Hogan Assessments MVPI Scale http://www.hoganassessments.com/motives-values-preferences-inventory

The Bright Side of Leadership*

Scale Definition

Adjustment Calm and self-accepting

Ambition Self-confident and competitive

Sociability To need or enjoy social interaction

Interpersonal Sensitivity Perceptive, tactful and sensitive

Prudence Conscientious and conforming

Inquisitive Creative and interested in problems

Learning Approach to value learning for its own sake

* Hogan Assessments HPI Scale http://www.hoganassessments.com/hogan-personality-inventory

Arrogance: You’re right and everyone else is wrong

Melodrama: You always grab the center of attention

Volatility: Your mood shifts are sudden and unpredictable

Excessive Caution: The next decision you make may be your first

Why Leaders Fail

Dotlich David & Cairo, Peter (2003) Why CEOs Fail Jossey-Bass, San Francisco, CA.

Habitual Distrust: You focus on the negatives

Aloofness: You disengage and disconnect

Mischievousness: You know that rules are only suggestions

Eccentricity: Its fun to be different just for the sake of it

Why Leaders Fail


Passive Resistance: Your silence is misinterpreted as agreement

Perfectionism: You get the little things right while the big things go wrong

Eagerness to please: You want to win any popularity contest

Why Leaders Fail


The derailer I’ve most often had to contend

with from a leader or colleague is ...

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1. Arrogance

2. Melodrama

3. Volatility

4. Excessive Caution

5. Habitual Distrust

6. Aloofness

7. Mischievousness

8. Passive Resistance

9. Perfectionism

10. Eagerness to Please

How can this behavior be both a strength and a shortcoming?

The Dark Side of Leadership*Scale DefinitionExcitable Concerns seeming moody and hard to

please, being enthusiastic about new persons or projects and then becoming disappointed with them

Skeptical Concerns seeming cynical and mistrustful, and doubting the true intentions of others

Cautious Concerns the tendency to be conservative, careful, concerned about making mistakes, and reluctant to take initiative for fear of being criticized or embarrassed

Reserved Concerns the tendency to keep to oneself , to dislike working in teams or meeting new people, and to be indifferent to the moods and feelings of others

Leisurely Concerns seeming independent, refusing to be hurried, ignoring other people’s requests, and becoming irritable if they persist

* Hogan Assessments HDS Scale http://www.hoganassessments.com/assessments-hogan-development-survey

The Dark Side of Leadership*Scale Definition

Bold Concerns seeming unusually self-confident, having strong feelings of entitlement, and being unwilling to admit mistakes, listen to advice, or attend to feedback

Mischievous Concerns seeming to enjoy taking risks and testing the limits, being easily bored, and seeking excitement

Colorful Concerns seeming lively, expressive, dramatic, and wanting to be noticed

Imaginative Concerns seeming to act and think in creative and sometimes unusual ways

Diligent Concerns seeming meticulous, precise, and critical of the performance of others

Dutiful Concerns seeming eager to please, ingratiating, and reluctant to take independent action or go against popular opinion

* Hogan Assessments HDS Scale http://www.hoganassessments.com/assessments-hogan-development-survey

In this set of behaviors, which one is the most relevant to you?

1. Excitable

2. Skeptical

3. Cautious

4. Reserved

5. Leisurely

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In this set of behaviors, which one is most relevant to you?

1. Bold

2. Mischievous

3. Colorful

4. Imaginative

5. Diligent

6. Dutiful

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Henri Lipmanowicz & Keith McCandless

1-2-4-Whole Group Progressive, Rapid Cycle Conversation1-2-4-Whole Group Progressive, Rapid Cycle Conversation



I have intentionally thought about leaving a legacy?

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2. False

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“Each of us lives on in the memories we create, in the systems and practices we set in place (or

don’t) and in the lives we touch.”

Kouzes, James & Posner, Barry (2006). A Leader’s Legacy. Jossey-Bass, San Francisco, CA

“Legacies are not the result of wishful thinking. They are the results of determined doing. The legacy you leave is the life you lead. We live our lives daily. We leave our legacy daily.

The people you see, the decisions you make, and the actions you take -- they are what tell your story.”


“Legacies are passed on in the stories we tell.”


Leadership Legacy

• Dare to be a person, not a position

• Dare to connect with people

• Dare to drive the dream

• Significance• Relationships• Aspirations• Courage

Brooks, Marta., Stark, Julie., Caverhill, Sarah (2004). Your leadership legacy: The difference you make in people’s lives. Berrett-Koehler, San Francisco.

Kouzes, James & Posner, Barry (2006). A leader’s legacy. Jossey-Bass, San Francisco, CA

• Have you put into place a system that enables people to feel connected and how to respond to their work accordingly?

• Have you left an operating system that is not dependent on you to give your employees what they need to be successful?

Personal Leadership Legacy Reflection & Assessment

Yount, Shane. (2007). Leaving your leadership legacy: Creating a timeless and enduring culture of clarity, connectivity, and consistency. OakleePress, Richmond, VA.

• What is more important to you the results you achieve or how you achieve them?

• Have you made the impact you wanted to in your work?

• Will employees remember you as someone who made a difference in their lives?



• When you are gone will you leave your “mark” on the organization? How ?

• Will the values you instilled and live by endure long after you have left?

• Have you put into place a system that enables others to have a sense of clarity, knowledge and information that each needs to be effective?



Legacy Reflection

• What is more important to you the results you achieve or how you achieve them?

• Have you made the impact you wanted to in your work?

• Will employees remember you as someone who made a difference in their lives?


Legacy Reflection

• When you are gone will you leave your “mark” on the organization? How ?

• Will the values you instilled and live by endure long after you have left?

• Have you put into place a system that enables others to have a sense of clarity, knowledge and information that each needs to be effective?


Legacy Reflection

• Have you put into place a system that enables people to feel connected and how to respond to their work accordingly?

• Have you left an operating system that is not dependent on you to give your employees what they need to be successful?


Legacy Reflection

• What lessons am I teaching in each interaction I have?

• What stories will others tell about me in the future? What will others learn from those stories?

Kouzes, James & Posner, Barry (2006). A leader’s legacy. Jossey-Bass, San Francisco, CA

Appreciative InterviewsCreating Momentum by Building On and Designing With “What Works Right Now”

Find a partner you don’t know well and share a story about the

leadership legacy you hope to create

Future Pacing

• What concepts, tools, techniques are most useful?

• How can the information be used?

• Why is the information important?

• Why care about the information?

Start - What am I going to start doing as a result of my learning?

Stop – What am I going to stop doing as a result of my learning?

Continue – What am I going to continue doing as a result of my learning?

Daniel J Pesut PhD RN PMHCNS- BC FAAN Faculty Fellow Professor of Nursing dpesut@iupui

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