An Interview With Robert E. Quinn Entering the Fundamental State of Leadership: Reflections on the Path to Transformational Teaching Interview by JULIE M. ANDING The Fielding Graduate University Presented By Sunita Rai MBA Presidential Business School, Kathmandu, Nepal
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An Interview With Robert E. QuinnEntering the Fundamental State
of Leadership: Reflections on thePath to Transformational
TeachingInterview by JULIE M. ANDING
The Fielding Graduate University
Presented BySunita RaiMBAPresidential Business School, Kathmandu, Nepal
Entering the Fundamental Stateof Leadership
One key to successful leadership is continuous personal change. Personal change is a
reflection of our inner growth and empowerment. — Robert E. Quinn
Company cultures are like country cultures. Never try to change one. Try, instead, to
work with what you've got. "— Peter Drucker
Leadership
Anybody can be a leader. Anyone can choose to make deep change and become a more transformational influence. All they have to do is ask these four questions:
• What result do I want to create?• Am I internally driven?• Am I other focused?• Am I externally open?
We can change our students by changing ourselves, by becoming transformational teachers. In the end it is a question of integrity.”
• The teachers who turned ordinary students into extraordinary students. Those teachers were transformational leaders.• Great teachers call ordinary students to embracetheir own greatness.
How is Transformational Teaching is possible?
The answer is that great teaching is not primarily about thinking, behavior, or techniques. It is not about style. It is about something more basic. It is about our being state. It is about the expression of who we are. That is the origin of greatness.
Four Strategies to Change
• Telling: We try to change others by using rational persuasion.
• Forcing: We design systems that force them to change.
• Participating: We try to establish win–win relationships.
• Self-change: We become transformational by monitoring and reducing our own hypocrisy. We become transformational by increasing our moral power.
How do you then deal with such resistance?
o Show people that they have already been in the fundamental state of leadership.
o It did not matter if the challenge was war, disease, or divorce. In their great trials, they entered the fundamental state of leadership.
o Once they make this connection, the resistance tends to disappear. It is a startling thought to them, but in it they find energy and hope.
You can not empower people by tellingthem they are empowered. It is a
choicethey make. What you can do is create acontext in which they are more likely to
make the choice.- Robert Quinn
How to create empowering environment?
• designing a context that has four characteristics.
• there is a stretch objective,• there are clear values, • there is high trust, and• there is a necessity to do what we do not
know how to do.
• Robert had made self-change. He had become results centered, internally driven, other focused, and externally open. In doing so, he Created a productive community.
Failure is an important teacher in thetransformational process. If you
learnfrom it and go on experimenting, you
become more unique; you gain the power
to help people transform their lives. –Robert Quinn
Why don’t we see a lot of Transformational Teaching?
• First, normal means normal. Most of the time, We witness normal behavior. The choice to enter the fundamental state of leadership is a choice to move toward excellence. Excellence, by definition, is positive deviance.• Second, people who observe excellence from
the normal state see only what their conceptual tools allow them to see.
• Third, people do not stay in the fundamental state of leadership. It is a temporary state.
How do we discoverto learn in the manner you are suggesting
here?• Let’s do an exercise• List the ten best and
worst personal things that ever happened to you.
• Reflect on them.
What is the Difference between Reflection and reflective action?
• Reflective action is learning deeply from our own experiences by reflecting regularly on what is happening in our lives.
• Reflective action is about the need to be in the world while regularly moving outside that world to reflect on what it is you are creating. Executives tend to resist the reflection; academics tend to resist the action. They key is to integrate both.
Let us evaluate ourselves:• When does our job/profession become a calling of joy? • What does it mean to be a transformational professional
(teacher, manager, leader,…)? • What does an extraordinary organizations (teams, groups,
students) look like? • What does it mean for a teacher/manager/leader to call
ordinary students/employees/individuals to embrace their own greatness?
• What does it mean to transcend style? How is it• done? How can teachers/manager/leader design their
courses/systems to be high performing organizations? • What is the fundamental state of leadership? • How does a teacher/manager/leader enter the fundamental
state of leadership? • What are the payoffs for doing so?