BECOMING A BETTER LEADER - Routledge

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BECOMING A BETTER LEADER

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TABLE OF CONTENTS

03 :: INTRODUCTION 11 :: 1. THE LEADERSHIP TOOLKIT by Michael Genovese 22 :: 2. HOW TO BE A BETTER FOLLOWER by Marc Hurwitz 30 :: 3. LEADERS ? BORN OR MADE?

by Aneil K. Mishra and Karen E. Mishra 44 :: 4. ETHICAL LEADERSHIP by Lonnie R. Morris, Jr. 50 :: 5. THE FIVE COMPONENTS OF LEADERSHIP

by Robert M. McManus and Gama Perruci 58 :: 6. BEING A VIRTUAL LEADER by Nita Cherry 64 :: 7. COACHING RISING STARS AROUND THE GENDER GAP

by Michael Harvey 77 :: 8. SUSTAINABILITY THROUGH DEEP SYSTEMS LEADERSHIP

by Rian Satterwhite 84 :: 9. MULTICULTURAL AND GLOBAL LEADERSHIP by Juana Bordas 92 :: 10. COMING TO JUDGMENT by Nathan Harter 98 :: 11. HAVING EFFECTIVE CONVERSATIONS

by Al Bolea and Leanne Atwater 117 :: 12. CULTIVATING THE CAPACITY TO SUFFER

by John Eric Baugher and ?liane Ubalijoro 123 :: 13. SELF-SACRIFICE AND HUMILITY IN LEADERSHIP

by Rob Nielsen, Jennifer A. Marrone, and Holly S. Ferraro 136 :: 14. YOUR ROLE IN CREATING HEALTHY ORGANIZATIONS

by Kathryn Goldman Schuyler 144 :: 15. 10 COMMON ERRORS IN PEOPLE MANAGEMENT

by Carlos Mart? Sanchis 150 :: 16. LESSONS TO ENHANCE WOMEN'S EFFECTIVENESS

IN LEADERSHIP by Faith Wambura Ngunjiri, Karen A. Longman, and Susan R. Madsen

INTRODUCTION

Ronald E. Riggio, Ph.D.

is the Henry R. Kravis Professor of Leadership and Organizational Psychology and former director of the Kravis Leadership Institute at Claremont McKenna College.

In the first edition of the Handbook of Leadership, renowned leadership researcher, Ralph Stogdill (1974) stated, "there are almost as many different definitions of leadership as there are persons who have attempted to define the concept" (p. 7). Anyone who has studied leadership and its definitions will realize that this is an exaggeration. Although there are a number of different ways to define leadership, there are many common elements in most of these definitions, such as the ability to motivate/inspire, providing goal direction, and fostering good leader-follower relationships. I wish the same thing could be said about methods of leadership development.

There are so many different approaches to developing leaders and leadership that it may not be hyperbole to rework the Stogdill quote: "there are almost as many different ways to develop leaders as there are individuals who work in the area of leadership development." The problem, however, is that so little of the vast array of leadership development strategies and techniques have been adequately tested for effectiveness. Moreover, all too often, techniques and programs that purport to develop leadership are not based on theory or research, but merely have what social scientists refer to as "face validity" ? they look like they work, but they have not been fully tested. An analogy from the early days of medicine is the enormous variety of pills, potions, and lotions peddled by medical practitioners that would "cure what ails you." These remedies appeared to have a sort of face validity: "If it smells and tastes bad, it must work." As a result, many patients in the bygone era simply held their noses and took the medicine, hoping that it would work. Sadly, some leadership development efforts are like that.

The point is not to liken leadership development practitioners to snake oil salesmen, but rather to emphasize that if you want to actually develop leadership, it is important that the development program be both theory-based and have some demonstrated effectiveness. We know that leadership development efforts can and do work. Bruce Avolio and his colleagues conducted a meta-analysis of over 100 years of leadership intervention research, and showed that on the whole, leadership development programs, particularly those based on solid theoretical foundations, do indeed work (Avolio, Reichard, Hannah, Walumbwa, & Chan, 2009).

Becoming a Better Leader contains strategies and methods for leadership development that are based on research and theory, and those that have demonstrated effectiveness. The authors are some of the top scholars and practitioners in leadership studies and leader development. The development strategies, like the authors, are diverse in terms of their background and experience, but all are recognized experts.

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INTRODUCTION

Included in this collection is a leadership toolkit by one of the top scholars of political leadership, as well as a five-component model for leadership from two of the leading leadership educators in the United States. You will also hear from top-notch leadership coaches about ways to garner trust and to be more effective in leading diverse groups. Experts discuss global leadership and issues related to gender and leadership. The focus is not only on leadership, but also on what makes an individual an effective follower. Research in the past decade has increasingly recognized the important role of followers in the leadership equation.

Our experts also focus on specific aspects of leadership. Simple strategies such as how to lead decision making processes, and basic communication and conversational skills are discussed, as well as more complex elements of leadership, such as leading in an increasingly diverse world, leading virtually, how to build trust, leading ethically, and leading with humility. Beyond focusing on how to lead and how to lead well, several of the chapters in this collection address the key question of "Leadership for what?" ? for example, addressing the challenge of climate change and environmental stability, or for garnering international cooperation.

Developing leadership is not as simple and straightforward as one might think. Leadership, at its core, is about relationships ? leaders and followers working together, navigating a complex environment, overcoming obstacles, being innovative, in order to get things done. This book is a good starting point for the development of new or prospective leaders, but it is also a terrific guide for established leaders (and followers) to develop leadership capacity, in themselves, and in the teams, groups, organizations, and collectives where they work and live.

We do know from research on leadership development that there are certain requirements for effective leader development. First and foremost, there must be motivation to develop as a leader (Reichard & Johnson, 2011). An individual (or a team) must seek to develop and be willing to work hard to improve leadership skills and capacity. Second, good leadership development often begins with some sort of assessment ? a means to measure current leadership knowledge, skills, and abilities to provide some baseline to be able to note improvement. Then, the leadership development intervention takes place, and much of this book focuses exactly on that ? strategies to improve leadership and leader effectiveness. Finally, evaluation is needed to provide feedback about improvement and to allow for further improvement and refinement. Leadership development programs that have all of these elements tend to be more effective.

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