The Inside Bright Side and Dark Side of

The Inside, Bright Side, and Dark Side of Leadership Why Leaders Fail or the Ambiguities of Effectiveness Daniel J Pesut Ph. D RN PMHCNS- BC FAAN Faculty Fellow Professor of Nursing dpesut@iupui. edu IUPUI Office of Academic Affairs

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?

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 one’s intentional leadership legacy.

Henri Lipmanowicz & Keith Mc. Candless 1 -2 -4 -Whole Group Progressive, Rapid Cycle Conversation – Self-Reflection (no talking) – Pairs – Small Groups – Whole group

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

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/

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/

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/

Protect and Defend: Disempowered • • Denial Blame others Blame self Wait and hope • “This has nothing to do with me” • “It’s their fault” • “It’s my fault” • “Somebody should do something” Johnson, Rosemary. (1998). Team Leader, Healing Health Services, St. Charles Medical Center, 2500 NE Neff Rd, Bend, OR, 97701; (541 -383 -6977).

Learn and Grow: Empowered • Acknowledge the situation • Accept ownership • Find solutions • Take action and learn • “I’m a piece of the puzzle. ” • “It starts with me. ” • “This can work. ” • Renewal, make it happen.

Are you more inclined to… 1. Protect and Defend OR 2. Learn and Grow 15 Countdown

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

What is Personality from the Inside Actor’s View ( Identity) Personality from the Outside: The Observer’s View ( Reputation) How a person sees oneselfone’s identity How others see the person –their reputation. Identity is based on the person’s hopes, dreams and aspirations. A person’s reputation is defined in terms of “characteristics”. Identity is difficulty to measure and study Characteristic reflect how a person’s 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 observer’s perspectives.

Johari Window http: //kevan. org/johari

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 other’s 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. hoganassessments. com/motives-values-preferences-inventory

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. hoganassessments. com/hogan-personality-inventory

Why Leaders Fail Arrogance: You’re 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.

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.

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.

The derailer I’ve most often had to contend with from a leader or colleague is. . . 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Arrogance Melodrama Volatility Excessive Caution Habitual Distrust Aloofness Mischievousness Passive Resistance Perfectionism Eagerness to Please How can this behavior be both a strength and a shortcoming? 10 Countdown

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 people’s requests, and becoming irritable if they persist * Hogan Assessments HDS Scale http: //www. hoganassessments. com/assessments-hogan-development-survey

The Dark Side of Leadership* Scale Definition Bold Concerns seeming unusually selfconfident, 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

In this set of behaviors, which one is the most relevant to you? 1. 2. 3. 4. 5. Excitable Skeptical Cautious Reserved Leisurely 0% 0% 0% 10 Countdown

In this set of behaviors, which one is most relevant to you? 1. 2. 3. 4. 5. 6. Bold Mischievous Colorful Imaginative Diligent Dutiful 0% 0% 0% 10 Countdown

Henri Lipmanowicz & Keith Mc. Candless 1 -2 -4 -Whole Group Progressive, Rapid Cycle Conversation – Self-Reflection (no talking) – Pairs – Small Groups – Whole group

I have intentionally thought about leaving a legacy? 1. True 2. False 10 Countdown

“Each of us lives on in the memories we create, in the systems and practices we set in place (or don’t) and in the lives we touch. ” Kouzes, James & Posner, Barry (2006). A Leader’s Legacy. Jossey-Bass, San Francisco, CA

“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 Leader’s Legacy. Jossey-Bass, San Francisco, CA

“Legacies are passed on in the stories we tell. ” Kouzes, James & Posner, Barry (2006). A Leader’s Legacy. Jossey-Bass, San Francisco, CA

Leadership Legacy • Dare to be a person, not a position • Dare to connect with people • Dare to drive the dream Brooks, Marta. , Stark, Julie. , Caverhill, Sarah (2004). Your leadership legacy: The difference you make in people’s lives. Berrett-Koehler, San Francisco. • • Significance Relationships Aspirations Courage Kouzes, James & Posner, Barry (2006). A leader’s legacy. Jossey-Bass, San Francisco, CA

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. Oaklee. Press, Richmond, VA.

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. Oaklee. Press, Richmond, VA.

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. Oaklee. Press, Richmond, VA.

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. Oaklee. Press, Richmond, VA.

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. Oaklee. Press, Richmond, VA.

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. Oaklee. Press, Richmond, VA.

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 leader’s legacy. Jossey-Bass, San Francisco, CA

Appreciative Interviews Creating Momentum by Building On and Designing With “What Works Right Now” Find a partner you don’t know well and share a story about the leadership legacy you hope to create

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?

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?