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ACADEMIC LEADERSHIP FELLOWS PROGRAM AMERICAN ASSOCIATION OF COLLEGES OF PHARMACY Nance Lucas, PhD NEW CENTURY COLLEGE George Mason University

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Title: ACADEMIC LEADERSHIP FELLOWS PROGRAM AMERICAN ASSOCIATION OF COLLEGES OF PHARMACY Nance Lucas, PhD NEW CENTURY COLLEGE George Mason University


1
ACADEMIC LEADERSHIP FELLOWS PROGRAMAMERICAN
ASSOCIATION OF COLLEGES OF PHARMACYNance
Lucas, PhDNEW CENTURY COLLEGEGeorge Mason
University
2
Most men and women go through their lives using
no more than a fraction usually a rather small
fraction of the potentialities within them.
The reservoir of unused human talent and energy
is vast, and learning to tap that reservoir more
effectively is one of the exciting tasks ahead
for humankind. Among the untapped capabilities
are leadership gifts. ---John W. Gardner
(1990). On Leadership, p. xv.
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George Mason University College of Humanities and
Social Sciences New Century College
10
  • I. INTRODUCTION TO LEADERSHIP

11
SESSION GOALS
  • Explore working assumptions about leadership
  • 2. Become familiar with various leadership
    models and concepts
  • 3. Identify effective leadership practices and
    approaches
  • 4. Understand the connection between leadership
    and positive psychology
  • 5. Explore themes related to leading with
    integrity

12
Frequent Misconceptions about Leadership
Impede Leader Development by Focusing on the
Wrong Things
  • Leaders are born not made
  • Leaders are made not born
  • Anyone can be anything they want if they try hard
  • All aspects of leadership can be developed
  • There is one best path to leadership
  • Fix weaknesses and strengths will take care of
    themselves
  • Training is always an effective leadership
    development tool
  • Leadership is a formal position
  • Leaders should try to be like other successful
    leaders
  • The best leaders have similar leadership
    strengths

13
LEADERSHIP LESSONS FROM THE DANCING GUY
14
SELF-AWARENESS
  • KNOWING STRENGTHS
  • KNOWING NON-STRENGTHS
  • UNDERSTANDING WHY YOU LEAD
  •  
  • KNOWING THAT DEVELOPING SELF-EFFICACY RESULTS IN
    HIGHER PERFORMANCE CAPACITY
  • KNOWING YOUR VALUES AND LEADING WITH THEM
  • KNOWING SELF IS ESSENTIAL TO AUTHENTIC LEADERSHIP
    KLENKE, K., 2007 AVOLIO, B., 2004 KOUZES, J.
    POSNER, B., 2002
  • GOLEMAN, D. 1995)

15
  • THE GREATEST SKILL YOU HAVE IN
  • LEADING IS
  • LISTENING

16
LEADERSHIP PARADIGM SHIFTS
  • Old Perspective New
  • Stability Change and risk
  • Hierarchy Web
  • Planned change Fluctuations of
  • transformation
  • Teaching Learning
  • Explain Explore
  • Set limits Set expectations

17
LEADERSHIP PARADIGM SHIFTS
  • OLD NEW
  • Individual Collaborative/team
  • Set course of action Nimbleness
  • Skill development Talent development
  • Answers Great questions
  • Talk Listen

18
CLASSICAL ORCHESTRA
  • http//www.youtube.com/watch?v2eTlaE5y9hk

19
JAZZ BAND
  • http//www.youtube.com/watch?v5CAAwOCzjMU

20
LEADERSHIP DEFINED
  • Leadership is one of the most observed and least
    understood phenomena on earth. (James Macgregor
    Burns, 1978)
  •   
  • There are almost as many different definitions of
    leadership as there are persons who have
    attempted to define the concept. (Bass, 1990)

21
TRANSFORMING LEADERSHIP
  • Leaders and followers raise one another to
    higher levels of morality and motivation.
  • Can result in a relationship of mutual
    stimulation and elevation that converts followers
    into leaders and may convert leaders into moral
    agents.
  •  
  • Leaders appeal to followers' higher ideals and
    moral values such as liberty, justice, equality,
    peace, and humanitarianism, not to lesser
    emotions such as fear, greed, jealousy, or
    hatred. (James Macgregor Burns, 1978)

22
RELATIONAL LEADERSHIP
  • LEADERSHIP IS A RELATIONAL AND ETHICAL PROCESS OF
    PEOPLE TOGETHER ATTEMPTING TO ACCOMPLISH POSITIVE
    CHANGE.
  • (KOMIVES, S. R., LUCAS, N., McMAHON, T., 2013)

23
ADAPTIVE LEADERSHIP MODEL
  • Adaptive challenges require experiments, new
    discoveries, and adjustments from all levels of
    the organization with a focus on process
  • Sustainability of change depends on having the
    people with the challenges internalize the change
    itself
  • What people see clearly in any change situation
    is the potential for loss
  • Heifetz, R. A. Linsky, M. (2002). Leadership
    on the line Staying alive through the dangers of
    leading. Cambridge, MA Harvard Business School
    Press

24
ADAPTIVE LEADERSHIP CONTINUED
  • Technical problems are well defined and require
    application of current knowledge where the
    solutions are known
  • Adaptive problems are not well defined and
    require learning and inclusive problem-solving
    solutions stem from the stakeholders themselves

25
  • Leaders often treat adaptive challenges like
    technical problems.
  • When people look to authorities for easy answers
    to adaptive challenges, they end up with
    dysfunction
  • In facing adaptive challenges, people dont want
    questions they want answers

26
  • Adaptive work requires risk, conflict, and
    instability
  • Adaptive leadership requires disturbing people,
    but at a rate they can absorb, and persevering
    until a successful adaption can take hold

27
6 STAGES OF THE ADAPTIVE LEADERSHIP PROCESS
  1. Observe events and patterns around you
  2. Interpret what you observe (develop multiple
    hypotheses about what is really going on)
  3. Design interventions based on observations and
    interpretations to address the adaptive challenge
    you identified

28
GET OFF THE DANCE FLOOR AND ONTO THE BALCONY!
  • Seeing the whole picture requires standing back
    and watching even as you take part in the action
  • The most difficult part to notice is what you do
    yourself
  • Achieving a balcony perspective means taking
    yourself out of the dance, even for a moment
  • Iterative process move back and forth between
    the dance floor and balcony

29
II. LEADING WITH INTEGRITY
30
http//www.wingclips.com/movie-clips/the-adjustmen
t-bureau/authentic-speech - Great!
31
  • IS LEADERSHIP
  • LONELY
  • OR
  • LOVELY
  • AT THE TOP?

32
  • MOST SENIOR MANAGERS DEVOTE LITTLE RESOURCES AND
    ATTENTION TO ORGANIZATIONAL ETHICS.
  • WHY?
  • BECAUSE THEY BELIEVE THEIR ETHICAL ENVIRONMENTS
    ARE VERY POSITIVE.
  • TREVINO, L. K., WEAVER, G.R., BROWN, M.E.
    (2007). ITS LOVELY AT THE TOP HIERARCHICAL
    LEVELS, IDENTITIES, PERCEPTIONS OF
    ORGANIZATIONAL ETHICS. BUSINESS ETHICS
    QUARTERLY.

33
WHAT IS ACEM?
34
CAREER-ENDINGMOVE
35
  • ENRON
  • WORLD COM
  • BERNIE MADDOFF
  • RICHARD NIXON
  • MARTHA STEWART
  • SENATOR JOHN ENSIGN
  • PENN STATE
  • FORMER PRESIDENT OF WVU

36
ETHICAL FITNESS
  • ABILITY TO BE MENTALLY ENGAGED THINK ABOUT IT,
    REASON THROUGH IT, GRAPPLE WITH THE TOUGH ISSUES
    WITH A CARING ATTITUDE.
  • ---KIDDER, R. (1995). HOW GOOD PEOPLE MAKE
    TOUGH DECISIONS

37
TOUGH ETHICAL DILEMMAS
  • RIGHT VERSUS RIGHT SITUATIONS
  • WHERE TWO CORE VALUES COME INTO CONFLICT OR
    COMPETE WITH EACH OTHER
  • HONESTY V. LOYALTY
  • JUSTICE V. MERCY
  • SELF V. COMMUNITY
  • RIGHT VERSUS WRONG DILEMMAS PRODUCE MORAL OR
    ETHICAL TEMPTATIONS

38
DIALOGIC LEADERSHIP
  • EXPLORING THINKING TOGETHER
  • Requires Ability To
  • Evoke Peoples Genuine Voices
  • Listen Deeply
  • Hold Space for Respect Others Views
  • Broaden Awareness Perspective

39
4 Distinctive Practices That Improve Dialogic
Leadership
  • VOICING speaker your inner voice, the truth,
    show character
  • LISTENING do you really care what the other
    person wants to transmit or do you have
    assumptions you eagerly confirm?
  • RESPECTING (Opponents)- seek the coherence,
    genuineness and value in what others are voicing
  • SUSPENDING-suspend your opinion,
  • be objective

40
  • LEADERSHIP ETHICS IS OFTEN NOT THE SIMPLE CHOICE
    OF RIGHT VERSUS WRONG,
  • BUT OF RECONCILING COMPETING RIGHTS.
  • ---MICHAEL RION, FOUNDER
  • RESOURCES FOR ETHICS MANAGEMENT

41
  • III. INTERSECTION OF POSITIVE
  • PSYCHOLOGY AND LEADERSHIP

42

FACILITATING ONES WELL-BEING AND FACILITATING
THE WELL-BEING OF OTHERS IS A LEADERSHIP
RESPONSIBILITY ACT
43
  • What does it mean to be in good condition to lead?

44
A REVIEW OF 100 YEARS OF PSYCHOLOGY
  • 8,000 articles on anger
  • 850 on joy
  • 3,000 on happiness
  • 5,700 on life satisfaction

45
  • DSM MANUAL
  • 40,000 labels for various disorders (whats wrong
    with people)
  • 4,000 labels describing whats right about people

46
POSITIVE PSYCHOLOGY
  • POSITIVE PSYCHOLOGY THE SCIENTIFIC STUDY OF
    WHAT GOES RIGHT IN LIFE (POSITIVE SUBJECTIVE
    EXPERIENCES POSITIVE INDIVIDUAL TRAITS AND
    POSITIVE INSTITUTIONS)
  • POSITIVITY - THE POSITIVE MEANINGS AND
    OPTIMISTIC ATTITUDES THAT TRIGGER POSITIVE
    EMOTIONS

47
  • POSITIVE LEADERSHIP REFERS TO AN AFFIRMATION
    BIAS OR A FOCUS ON STRENGTHS CAPABILITIES AND
    ON AFFIRMING HUMAN POTENTIAL.
  • IT EMPHASIZES POSITIVE COMMUNICATION, OPTIMISM,
    STRENGTHS AS WELL AS THE VALUE AND OPPORTUNITY
    EMBEDDED IN PROBLEMS WEAKNESSES.
  • POSITIVE LEADERSHIP DOES NOT IGNORE NEGATIVE
    EVENTS, BUT BUILDS ON THEM TO DEVELOP POSITIVE
    OUTCOMES.

48
THE REALITIES OF POSITIVITY NEGATIVITY
  • 1. COMMON HUMAN EXPERIENCE, AS WELL AS ABUNDANT
    SCIENTIFIC EVIDENCE, SUPPORTS THE IDEA THAT
    NEGATIVITY HAS A PLACE IN HUMAN FLOURISHING.
  • NEGATIVE NEWS SELLS MORE THAN POSITIVE NEWS,
    PEOPLE ARE AFFECTED MORE BY NEGATIVE FEEDBACK
    THAN POSITIVE FEEDBACK, AND TRAUMATIC EVENTS HAVE
    GREATER IMPACT ON HUMANS THAN POSITIVE ONES.

49
THE REALITIES OF POSITIVITY NEGATIVITY
  • 2. A COMPREHENSIVE REVIEW OF PSYCHOLOGICAL
    RESEARCH SUMMARIZED THIS CONCLUSION BY POINTING
    OUT THAT BAD IS STRONGER THAN GOOD. HUMAN BEINGS
    REACT MORE STRONGLY TO NEGATIVE PHENOMENA THAN TO
    POSITIVE PHENOMENA.
  • WE LEARN EARLY IN LIFE TO BE VIGILANT IN
    RESPONDING TO THE NEGATIVE AND TO IGNORE NATURAL
    HELIOTROPIC TENDENCIES.

50
FOUR LEADERSHIP STRATEGIES
  • CREATE A POSITIVE CLIMATE
  • CREATE SUSTAIN POSITIVE RELATIONSHIPS
  • FACILITATE POSITIVE COMMUNICATION
  • FACILITATE POSITIVE MEANING IN COLLABORATORS,
    TEAM MEMBERS, ETC.

51
RESONANT LEADERS
  • Build sustain powerful and positive
    relationships
  • Unyielding in their commitment to personal values
  • Live and lead with hope and optimism
  • Face reality with courage creativity
  • Boyatzis, R. McGee, A. (2005). Resonant
    leadership Renewing yourself and connecting
    with others through mindfulness, hope, and
    compassion.

52
Resonant Leaders
  • Capture passion their own and others and use
    emotion, relationships, and vision to move people
    forward toward a better future
  • Attuned to self and to the needs, desires, and
    dreams of people they lead
  • Create conditions in which people can be their
    best

53
FLOURISHPERMA Model of Well-Being(Seligman,
2011)
  • Positive emotion
  • Positive relationships
  • Engagement
  • Meaning and Purpose
  • Achievement

54
  • Crucial Leadership Skills

55
  • ADAPTIVE LEADERSHIP IN ACADEMIA ARTICLE

56
Nances Top 5 Leadership Picks
  • Boyatzis, R. McKee, A. (2005). Resonant
    leadership. Cambridge, MA Harvard Business
    School Press.
  • Cameron, K. (2008). Positive leadership
    Strategies for extraordinary performance. San
    Francisco Berrett-Koehler Publishers, Inc.
  • Fredrickson, B. L. (2009). Positivity
    Groundbreaking research reveals how to embrace
    the hidden strength of positive emotions,
    overcome negativity, and thrive. New York Crown
    Publishing Group.

57
Top 5 Continued
  • 4. Heifetz, R. A. (2002). Leadership on the line
    Staying alive through the dangers of leading.
    Cambridge, MA Harvard Business School Press.
  • 5. Rath, T. Conchie, B. (2008). Strengths based
    leadership great leaders, teams, and why people
    follow. New York Gallup Press.

58
  • ONES OWN SELF IS WELL HIDDEN FROM ONES OWN
    SELF
  • OF ALL MINES OF TREASURE,
  • ONES OWN IS THE LAST TO BE DUG UP. 
  • ---FRIEDRICH NIETZSCHE 

59
There is no guaranteed path to becoming a leader.
It is a process requiring a lifelong commitment
to personal development, so that you will be
prepared to confront the enormous complexities
leaders face and, under tremendous pressure, to
fulfill your responsibilities honorably and
successfully. The challenges are great, but the
satisfaction of knowing you made a positive
difference in the lives of others is even
greater.---William George, 2005
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