LEADING FROM WITHIN: Building Organizational Leadership ...
LEADING FROM WITHIN: Building Organizational Leadership Capacity
Authored by: David R. Kolzow, PhD
2014
David Kolzow
1
7EADING FROM WITHIN: BUILDING ORGANIZATIONAL LEADERSHIP CAPACITY
Table of Contents
Chapter 1: Introduction Chapter 2: What Does It Mean to be a "Leader?"
Leadership Defined Leadership in Transition Chapter 3: Understanding the Foundations of Leadership Leadership Models Leadership Trait Theory Leadership Behavior Theory Contingency Theory and Situational Leadership Theory Chapter 4: What's Your Leadership Style? Authoritarian vs. Democratic Leadership Power and Leadership The Charismatic Leader Transactional Leadership Transformational Leadership The Servant Leader Situational Leadership Conclusions About Leadership Styles Chapter 5: Demonstrating Effective Leadership Leadership Character Leadership Behavior
Being trustworthy Integrity Self-reflection Self-confidence Self-directed Action- and results-oriented Communication Respecting and caring for others Willingness to take risks and be innovative Transparency Righting wrongs Staying focused Responding quickly with agility A positive attitude Clarity Chapter 6: Critical Leadership Competencies - What Makes a Successful Leader? Introduction
Page #
5 9 9 16 17 17 17 21 24 28 29 32 40 42 43 47 51 53 54 54 57 59 66 69 73 75 77 78 82 85 88 91 92 93 94 95
97 97
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Possess clarity of direction
99
Has the ability to inspire others to high performance
99
Communicates well and listens intensively
100
Demonstrates a collaborative orientation
103
Works to develop people
105
Has the ability to think creatively
105
Possesses intelligence and learning agility
107
Is capable of creating a culture of excellence
109
Practices consistent discipline
112
Delivers results
113
Clarifies expectations
114
Practices accountability
117
Exercises good judgment
118
Conclusions
124
Chapter 7: Learning Leadership Skills
125
Hard vs. Soft Skills
126
Interpersonal Skills
128
Communicate Effectively
129
Conflict Resolution
149
Negotiation
166
Problem-Solving and Critical Thinking
187
Decision-Making
203
Facilitation
218
Chapter 8: Leadership and Dealing with Change
225
The Reality of Change
226
Leader's Role in Change Management
227
Organizational Change
228
Change Leadership vs. Change Management
232
Facilitating Change
234
The Board and Change
238
Chapter 9: The Visionary Leader
241
Envisioning
241
Strategic Thinking
251
Chapter 10: The Leader as Enabler
254
Empowerment
255
Coaching
259
Collaboration
264
Chapter 11: Building Leadership Capacity in the Organization
268
Levels of Leadership in the Organization
268
Who Are the Organization's Potential Leaders?
273
Building Volunteer Leaders in the Organization
277
How Do We Train New Leaders?
282
Chapter 12: The Economic Development Professional as Leader
and Manager
295
Leader vs. Manager
298
Leadership and Accountability
302
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Facilitator and Consensus-Builder
305
The Practitioner as Educator
306
The Economic Developer as Community Leader
307
Chapter 12: Conclusions
310
Bibliography
311
David Kolzow
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Chapter 1
INTRODUCTION
So why another book on leadership? Literally, hundreds of books on this topic grace the shelves of bookstores and libraries. Communities across the nation offer annual training programs to improve civic leadership. Various state and local governments send their staff through leadership classes. Corporate training programs focus on leadership development. Leadership courses abound in adult education. And so on.
The premise of this book is that despite all the attention to leadership development, nonprofit community and economic development organizations and government agencies could benefit from a more directed and structured program to develop effective leaders within and throughout their organization and thereby improve the quality of their operation. Studies have consistently demonstrated that organizations that prioritize leadership development are much more effective in meeting the expectations of their constituents, stakeholders, and customers. It has been said that the better the leadership, the better the organization is able collectively to ride the challenges of difficult times.1
According to Bersin & Associates study entitled "High-Impact Leadership Development" (2008), an organizational focus on leadership development results in:
? Becoming 84 percent more effective at raising the quality of the leadership "pipeline;"
? A 73 percent increase in employee retention; ? A 67 percent increase in the ability of the organization's members to
work collaboratively; and, ? A 66 percent improvement in the organization's results.
According to the 2008 IBM Global Human Capital Study, over 75 percent of the respondents identified building leadership talent as their current and
1 Ken Sundheim, "Defining , Improving and Teaching Leadership With Those Who Know It Best, , 10/28/2013.
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