The Inside, Bright Side, and Dark Side of Leadership Why Leaders Fail or the Ambiguities of Effectiveness

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The Inside, Bright Side, and Dark Side of
LeadershipWhy Leaders Fail or the Ambiguities
of Effectiveness

• Daniel J Pesut PhD RN PMHCNS- BC FAAN
• Faculty Fellow
• Professor of Nursing
• dpesut_at_iupui.edu
• IUPUI Office of Academic Affairs

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Knowledge Work Questions

• What concepts, tools, techniques, or resources
  are most useful?
• How can the information be used?
• Why is the information important?
• Why care about the information?

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Outcomes

• Define factors and variables associated with the
  inside, bright side and dark side of leadership.
• Distinguish the differences between identity and
  reputation.
• Assess and discuss the most likely behaviors that
  derail leaders.
• Consider conducting a personal leadership
  feedback session with direct reports.
• Create a personal leadership development plan
  based on self- management of potential leadership
  derailers and ones intentional leadership
  legacy.

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1-2-4-Whole Group Progressive, Rapid Cycle
Conversation

• Self-Reflection (no talking)
• Pairs
• Small Groups
• Whole group

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Authentic Leaders

• Pursue purpose with passion
• Practice solid values
• Lead with heart
• Establish enduring relationship
• Demonstrate self-discipline

George, Bill Sims, Peter ( 2007). True North,
John Wiley Sons, NY
http//truenorthleaders.com/exercises.htm
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MOJO More Joy

• Identity Who do you think you are?
• Achievement What have you done lately?
• Reputation Management Who do people think you
  are?
• Acceptance When can you let go?

Goldsmith, Marshall with Reiter, Mark (2009)
Mojo How to get it, how to keep it, how to get
it back if you lose it, Hyperion, NY
http//www.mojothebook.com/about-mojo-book/
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MOJO What I bring to this activity

• Motivation
• Knowledge
• Ability
• Confidence
• Authenticity

Goldsmith, Marshall with Reiter, Mark (2009)
Mojo How to get it, how to keep it, how to get
it back if you lose it, Hyperion, NY
http//www.mojothebook.com/about-mojo-book/
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MOJO What this activity brings to me

• Happiness
• Reward
• Meaning
• Learning
• Gratitude

Goldsmith, Marshall with Reiter, Mark (2009)
Mojo How to get it, how to keep it, how to get
it back if you lose it, Hyperion, NY
http//www.mojothebook.com/about-mojo-book/
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Protect and DefendDisempowered

• This has nothing to do with me
• Its their fault
• Its my fault
• Somebody should do something

• Denial
• Blame others
• Blame self
• Wait and hope

Johnson, Rosemary. (1998). Team Leader, Healing
Health Services, St. Charles Medical Center, 2500
NE Neff Rd, Bend, OR, 97701 (541-383-6977).
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Learn and Grow Empowered

• Acknowledge the situation
• Accept ownership
• Find solutions
• Take action and learn

• Im a piece of the puzzle.
• It starts with me.
• This can work.
• Renewal, make it happen.

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Are you more inclined to

1. Protect and Defend OR
2. Learn and Grow

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Strategic Self Awareness

• Accountability --I feel emotions
• Compassion--I think assumptions, opinions,
  judgments
• Respect--I want wishes, desires, requests

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What is Personality
Personality from the Inside Actors View ( Identity) Personality from the Outside The Observers View ( Reputation)
How a person sees oneself- ones identity How others see the person their reputation.
Identity is based on the persons hopes, dreams and aspirations. A persons reputation is defined in terms of characteristics.
Identity is difficulty to measure and study Characteristic reflect how a persons behavior is evaluated after repeated interactions with others.
People tend to over estimate their sense of humor, interpersonal skills, leadership skills, and ability to judge character Characteristics can be used to predict behavior in new situations they can be used to predict performance.
Identity is not always reflected in behaviors Characteristics are easy to study, most of what we know about personality and job performance is based on observers perspectives.
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Johari Window
http//kevan.org/johari
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The Inside of Leadership
Scale Definition
Aesthetics Interest in art, literature, music, and humanities
Affiliation Desire for and enjoyment of social interaction
Altruistic Concerns about others welfare
Commerce Interest in business and finance gains
Hedonism An orientation for fun and pleasure
Power Desire for success, accomplishment and status
Recognition A need to be recognized
Science Values analysis and pursuit of knowledge
Security Desire for certainty and predictability
Tradition Dedication to ritual and old fashioned virtues
Hogan Assessments MVPI Scale http//www.hoganass
essments.com/motives-values-preferences-inventory

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The Bright Side of Leadership
Scale Definition
Adjustment Calm and self-accepting
Ambition Self-confident and competitive
Sociability To need or enjoy social interaction
Interpersonal Sensitivity Perceptive, tactful and sensitive
Prudence Conscientious and conforming
Inquisitive Creative and interested in problems
Learning Approach to value learning for its own sake
Hogan Assessments HPI Scale http//www.hoganasse
ssments.com/hogan-personality-inventory
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Why Leaders Fail

• Arrogance Youre right and everyone else is
  wrong
• Melodrama You always grab the center of
  attention
• Volatility Your mood shifts are sudden and
  unpredictable
• Excessive Caution The next decision you make
• may be your first

Dotlich David Cairo, Peter (2003) Why CEOs Fail
Jossey-Bass, San Francisco, CA.
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Why Leaders Fail

• Habitual Distrust You focus on the negatives
• Aloofness You disengage and disconnect
• Mischievousness You know that rules are only
  suggestions
• Eccentricity Its fun to be different just for
  the
• sake of it

Dotlich David Cairo, Peter (2003) Why CEOs Fail
Jossey-Bass, San Francisco, CA.
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Why Leaders Fail

• Passive Resistance Your silence is
  misinterpreted as agreement
• Perfectionism You get the little things right
  while
• the big things go wrong
• Eagerness to please You want to win any
  popularity contest

Dotlich David Cairo, Peter (2003) Why CEOs Fail
Jossey-Bass, San Francisco, CA.
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The derailer Ive most often had to contend with
from a leader or colleague is ...

1. Arrogance
2. Melodrama
3. Volatility
4. Excessive Caution
5. Habitual Distrust
6. Aloofness
7. Mischievousness
8. Passive Resistance
9. Perfectionism
10. Eagerness to Please

How can this behavior be both a strength and a
shortcoming?
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The Dark Side of Leadership
Scale Definition
Excitable Concerns seeming moody and hard to please, being enthusiastic about new persons or projects and then becoming disappointed with them
Skeptical Concerns seeming cynical and mistrustful, and doubting the true intentions of others
Cautious Concerns the tendency to be conservative, careful, concerned about making mistakes, and reluctant to take initiative for fear of being criticized or embarrassed
Reserved Concerns the tendency to keep to oneself , to dislike working in teams or meeting new people, and to be indifferent to the moods and feelings of others
Leisurely Concerns seeming independent, refusing to be hurried, ignoring other peoples requests, and becoming irritable if they persist
Hogan Assessments HDS Scale
http//www.hoganassessments.com/assessments-hogan-
development-survey
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The Dark Side of Leadership
Scale Definition
Bold Concerns seeming unusually self-confident, having strong feelings of entitlement, and being unwilling to admit mistakes, listen to advice, or attend to feedback
Mischievous Concerns seeming to enjoy taking risks and testing the limits, being easily bored, and seeking excitement
Colorful Concerns seeming lively, expressive, dramatic, and wanting to be noticed
Imaginative Concerns seeming to act and think in creative and sometimes unusual ways
Diligent Concerns seeming meticulous, precise, and critical of the performance of others
Dutiful Concerns seeming eager to please, ingratiating, and reluctant to take independent action or go against popular opinion
Hogan Assessments HDS Scale
http//www.hoganassessments.com/assessments-hogan-
development-survey
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In this set of behaviors, which one is the most
relevant to you?

1. Excitable
2. Skeptical
3. Cautious
4. Reserved
5. Leisurely

• 0
• 0
• 0
• 0
• 0

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In this set of behaviors, which one is most
relevant to you?

1. Bold
2. Mischievous
3. Colorful
4. Imaginative
5. Diligent
6. Dutiful

• 0
• 0
• 0
• 0
• 0
• 0

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1-2-4-Whole Group Progressive, Rapid Cycle
Conversation

• Self-Reflection (no talking)
• Pairs
• Small Groups
• Whole group

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I have intentionally thought about leaving a
legacy?

1. True
2. False

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Each of us lives on in the memories we create,
in the systems and practices we set in place (or
dont) and in the lives we touch.

• Kouzes, James Posner, Barry (2006). A Leaders
  Legacy. Jossey-Bass, San Francisco, CA

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Legacies are not the result of wishful thinking.
They are the results of determined doing. The
legacy you leave is the life you lead. We live
our lives daily. We leave our legacy daily. The
people you see, the decisions you make, and the
actions you take -- they are what tell your
story.

• Kouzes, James Posner, Barry (2006). A Leaders
  Legacy. Jossey-Bass, San Francisco, CA

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Legacies are passed on in the stories we tell.

• Kouzes, James Posner, Barry (2006). A Leaders
  Legacy. Jossey-Bass, San Francisco, CA

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Leadership Legacy

• Significance
• Relationships
• Aspirations
• Courage

• Dare to be a person, not a position
• Dare to connect with people
• Dare to drive the dream

Kouzes, James Posner, Barry (2006). A
leaders legacy. Jossey-Bass, San Francisco, CA
Brooks, Marta., Stark, Julie., Caverhill, Sarah
(2004). Your leadership legacy The difference
you make in peoples lives. Berrett-Koehler, San
Francisco.
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Personal Leadership Legacy Reflection Assessment

• Have you put into place a system that enables
  people to feel connected and how to respond to
  their work accordingly?
• Have you left an operating system that is not
  dependent on you to give your employees what they
  need to be successful?

Yount, Shane. (2007). Leaving your leadership
legacy Creating a timeless and enduring culture
of clarity, connectivity, and consistency.
OakleePress, Richmond, VA.
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Personal Leadership Legacy Reflection Assessment

• What is more important to you the results you
  achieve or how you achieve them?
• Have you made the impact you wanted to in your
  work?
• Will employees remember you as someone who made a
  difference in their lives?

Yount, Shane. (2007). Leaving your leadership
legacy Creating a timeless and enduring culture
of clarity, connectivity, and consistency.
OakleePress, Richmond, VA.
33
Personal Leadership Legacy Reflection Assessment

• When you are gone will you leave your mark on
  the organization? How ?
• Will the values you instilled and live by endure
  long after you have left?
• Have you put into place a system that enables
  others to have a sense of clarity, knowledge and
  information that each needs to be effective?

Yount, Shane. (2007). Leaving your leadership
legacy Creating a timeless and enduring culture
of clarity, connectivity, and consistency.
OakleePress, Richmond, VA.
34
Legacy Reflection

• What is more important to you the results you
  achieve or how you achieve them?
• Have you made the impact you wanted to in your
  work?
• Will employees remember you as someone who made a
  difference in their lives?

Yount, Shane. (2007). Leaving your leadership
legacy Creating a timeless and enduring culture
of clarity, connectivity, and consistency.
OakleePress, Richmond, VA.
35
Legacy Reflection

• When you are gone will you leave your mark on
  the organization? How ?
• Will the values you instilled and live by endure
  long after you have left?
• Have you put into place a system that enables
  others to have a sense of clarity, knowledge and
  information that each needs to be effective?

Yount, Shane. (2007). Leaving your leadership
legacy Creating a timeless and enduring culture
of clarity, connectivity, and consistency.
OakleePress, Richmond, VA.
36
Legacy Reflection

• Have you put into place a system that enables
  people to feel connected and how to respond to
  their work accordingly?
• Have you left an operating system that is not
  dependent on you to give your employees what they
  need to be successful?

Yount, Shane. (2007). Leaving your leadership
legacy Creating a timeless and enduring culture
of clarity, connectivity, and consistency.
OakleePress, Richmond, VA.
37
Legacy Reflection

• What lessons am I teaching in each interaction I
  have?
• What stories will others tell about me in the
  future? What will others learn from those stories?

Kouzes, James Posner, Barry (2006). A
leaders legacy. Jossey-Bass, San Francisco, CA
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Appreciative InterviewsCreating Momentum by
Building On and Designing With What Works Right
Now
Find a partner you dont know well and share a
story about the leadership legacy you hope to
create
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Future Pacing

• What concepts, tools, techniques are most useful?
• How can the information be used?
• Why is the information important?
• Why care about the information?

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Start - What am I going to start doing as a
result of my learning?
Stop What am I going to stop doing as a result
of my learning?
Continue What am I going to continue doing as a
result of my learning?