LEADING FROM WITHIN: Building Organizational Leadership ...

LEADING FROM WITHIN:

Building Organizational Leadership Capacity

Authored by:

David R. Kolzow, PhD

2014

David Kolzow

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7EADING FROM WITHIN:

BUILDING ORGANIZATIONAL LEADERSHIP CAPACITY

Table of Contents

Page #

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?

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Possess clarity of direction

Has the ability to inspire others to high performance

Communicates well and listens intensively

Demonstrates a collaborative orientation

Works to develop people

Has the ability to think creatively

Possesses intelligence and learning agility

Is capable of creating a culture of excellence

Practices consistent discipline

Delivers results

Clarifies expectations

Practices accountability

Exercises good judgment

Conclusions

Chapter 7: Learning Leadership Skills

Hard vs. Soft Skills

Interpersonal Skills

Communicate Effectively

Conflict Resolution

Negotiation

Problem-Solving and Critical Thinking

Decision-Making

Facilitation

Chapter 8: Leadership and Dealing with Change

The Reality of Change

Leader¡¯s Role in Change Management

Organizational Change

Change Leadership vs. Change Management

Facilitating Change

The Board and Change

Chapter 9: The Visionary Leader

Envisioning

Strategic Thinking

Chapter 10: The Leader as Enabler

Empowerment

Coaching

Collaboration

Chapter 11: Building Leadership Capacity in the Organization

Levels of Leadership in the Organization

Who Are the Organization¡¯s Potential Leaders?

Building Volunteer Leaders in the Organization

How Do We Train New Leaders?

Chapter 12: The Economic Development Professional as Leader

and Manager

Leader vs. Manager

Leadership and Accountability

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Facilitator and Consensus-Builder

The Practitioner as Educator

The Economic Developer as Community Leader

Chapter 12: Conclusions

Bibliography

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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

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Ken Sundheim, ¡°Defining , Improving and Teaching Leadership With Those Who Know It Best,

, 10/28/2013.

David Kolzow

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