Mastering Leadership Fundamentals:

Peter J. Dean Ph.D.

Description

Mastering Leadership Fundamentals: A Self-Directed Journey is a comprehensive guide for the next generation of business leaders who want to build a strong foundation to grow robust and successful careers. This book is a powerful combination of leadership theory, practical tools and business insights that will help readers cultivate a new way of leading with fundamental skills, inclusivity, and collaboration.
One of the most important needs in today’s world is to develop individuals with positive intentions and sound fundamentals who will become future leaders in companies, organizations, governments and institutions. In the chapters of this book, readers will explore classic models and methods of leadership in order to gain insight into a path forward to an evolved, 21st century way of leading others. As a leadership practitioner and psychologist, the author of the book reveals the key elements that have worked in numerous organizations and with thousands of clients.

Sujets

• Practical Guides
• Practical Guide
• Personal Guide
• Reference
• Audio mastering
• Mastering

Informations

• Publié par: Xlibris US
• Date de parution: 13 octobre 2022
• Nombre de lectures: 0
• EAN13: 9781669829577
• Langue: English
• Poids de l'ouvrage: 1 Mo

Extrait

MASTERING LEADERSHIP FUNDAMENTALS:
A Self-Directed Journey
PETER J. DEAN, P h .D.

Copyright © 2022 by Peter J. Dean, Ph.D.
 
Library of Congress Control Number:
2022917697
ISBN:
Hardcover
978-1-6698-2959-1

Softcover
978-1-6698-2958-4

eBook
978-1-6698-2957-7
 
All rights reserved. No part of this book may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system, without permission in writing from the copyright owner.
 
Any people depicted in stock imagery provided by Getty Images are models, and such images are being used for illustrative purposes only.
Certain stock imagery © Getty Images.
 
Copy Editor: Monica Warner Dimpfl
 
 
 
 
 
Rev. date: 10/07/2022
 
 
 
 
 
Xlibris
844-714-8691
www.Xlibris.com
842737
Contents
Preface
Prologue: Molly D. Shepard, MSM, MS
Introduction
 
Chapter 1 Fundamental One: Research in “Leadership”
Chapter 2 Fundamental Two: Identifying Human Systems and Power Differentials
Chapter 3 Fundamental Three: Developing Human Systems into Teams
Chapter 4 Fundamental Four: Leading Organizational Change at Work
Chapter 5 Fundamental Five: Leading by Way of Feedback and Self-Disclosure
Chapter 6 Fundamental Six: Driving Incremental and Radical Change at Work
Chapter 7 Fundamental Seven: Leading by Probing Systems at Work
Chapter 8 Fundamental Eight: Leveraging the Impact of Systems on the Individual
Chapter 9 Fundamental Nine: Identifying Needs to Improve Engagement
Chapter 10 Fundamental Ten: Leading Whole Systems Change
 
Epilogue: Kristin Lytle, MBA, PCC
Review: Self-Test Questions and Answers
Appendix: Select Historical “Leaders” and Leadership Theories
Notes
PREFACE
I was inspired to write this book because of my passion for sharing leadership knowledge, insights, and models, all in the hopes of encouraging collaborative and diverse leadership in present-day organizations. I believe that reviewing different styles and examining leaders from the past can more adequately prepare present and future leaders. In the chapters of this book, we will explore classic models and methods. Leadership behaviors of historical figures are seen in the appendix in order to develop a path forward to an evolved, twenty-first-century way of leading others. Critical aspects of this analysis will include the role of men and women and the construct of power that both play into the conventional thinking around what good leadership looks like.
As I set up the context for this book, the below-paraphrased quote from author (and former chairman of HSBC) Stephen Green struck me as an interesting and direct way to introduce the fundamental situation for men and women leaders at work:
The overwhelming fact is that for most of history the vast majority of women have played a marginal role in society, have been denied education or any serious chance to achieve their potential, and have lived in a domestic subjection that gave them few rights . . . one of the most striking glories of globalization is that the processes of urbanization, education, and communication are gradually righting this huge wrong. When women are empowered, the world discovers that women can lead commercially, professionally, and politically in any of the realms of activity that men through history have seen fit to arrogate for themselves . . . the potential for human social interactions take on a new and better quality through the free and full involvement of male and female perspectives.”
Good Value; Reflections on Money, Morality and an Uncertain World, pages 225–230
Obtaining optimal organizational leadership requires the equal involvement of men and women, and requires the shedding of historical and societal norms, as Green so articulately states above. It starts with the reality that both men and women have the human personality and potential to learn and practice leadership if given a chance. This book will address how they can practice leadership in all work environments, especially male-dominated ones.
In these male-dominated work environments, affiliative, or partnership behavior—that uses shared power to get things done—is often perceived as inferior leadership. Instead, taking control or dominating others is seen as effective leadership. But in this type of work structure, power over others does not enable growth. As a result, people are not able to be creative and fully engaged in the decisions that have a consequence on their work, and the skills of listening, empathy, respect, civility, and openness are missing. Renowned author Riane Eisler agrees. In her book entitled The Chalice and the Blade, she suggests two views of human relations in work environments: the “dominator” role that is mostly male, and the “partnership” role that is mostly female.
Eisler further suggests that the difference in these views is not necessarily equated with inferiority or superiority, but rather the handling of power. The dominator role uses “ position power-over ,” a view that ranks only those with position power over the other to make decisions for them, whereas the role of “ personal power-with,” a view where social relations are primarily based on the principle of linking with others, rather than ranking . Assuming a humble approach includes both forms of power to be used with proper judgment, patience, empathy, and easing off ego surges.
Partnership encompasses personal power-with, which is traditionally associated with feminine qualities of empathy, compassion, truth-telling, and justice, and the position power-over view is associated with traits of command, control, and the crush of hierarchy. These two views can be used as fundamental principles of organization in examining the relations between the two sexes of any human system at work. The ultimate goal is to have a balance of power-over and power-with in an overall effort to generate “ partner-power.”
Power-Over Others
Power-With Others
• Relies on position power
• Leads by collaboration and personal power
• Holds power to control workplace
• Shares power to empower workplace
• Encourages others to listen
• Encourages others to talk
• Shares information with a chosen few
• Schedules time to share/gather information
• Controls their emotions
• Empathizes with the emotions of others
 
Eisler then further suggests that we have seen these views expressed throughout history. Most of the time they are male-dominant, power-over examples, yet there have been stories of the partnership view of power-with. For example, in the Elizabethan age when Queen Elizabeth I was sitting on the throne, feminine values were ascendant through a love for learning, scholarship, funding colleges, and pushing for more poetry, drama, painting, architecture, and music. A modern-day example might be Angela Merkel. In her book entitled The Chancellor , Kati Marton writes that no other modern leader has so ably confronted authoritarian aggression, enacted daring policies, and calmly unified an entire continent in an era when countries are becoming divided.
As it applies to the workplace, we can acquire one of two human systems of thought from which we perform in our sphere of influence. Whatever we accept as our social system manifests in our behavior. If you believe in a position power-over social system as necessary because that appears to be the reality of things, then you are likely to accept the notion to take by force and use fear to establish hierarchy and authoritarianism within your place of work. If you believe in a personal power-with social system that is more peaceful with less hierarchy and authoritarianism, that acceptance will manifest in more giving and nurturing behavior and an overall work environment. Men have a strong tendency, given early scripts in their life, to choose the dominator behavior. Women, based on early scripts and brain science tendencies, prefer peaceful partnerships that involve understanding emotions. The goal of this book is to transcend the conventional polarization where one is a usurper over the other, but rather encompasses both conscientiously for more collaborative, enlightened leadership. Holding to both views of power requires trust, talent, and seeing the big picture for men and women working together. It requires a fundamental shift in our ability to adapt.
PROLOGUE
Molly D. Shepard, MSM, MS
I was delighted to be asked to write the prologue for this incredibly insightful and important book for practitioners of leadership development as well as all leaders, Mastering Leadership Fundamentals: A Self-Directed Journey . I have been a leadership development consultant for over thirty years, primarily focused on helping professional women advance their careers in their organizations. To have a resource like this