Interactive Workshop

Privilege, Proviso, and ParadoxLeadership in—and for—a Changing World

Jay HaysUnitec Institute of Technology

atem Regional Conference 2015: Leadership Reframed—Moving from Myth and Misunderstanding to Inspiration and InfluenceCliftons Conference Centre, Wellington, New Zealand 9-10 Jul 2015

Terrain We’ll Traverse

Limitations of Conventional Leadership and Leadership Development Programmes and Strategies

Conventional Viewsof Leadership

Current, Emerging, and ProspectiveRealities (the Shape of the World and Where it’s Headed)

How Leaders are Developed(and on what they are Promoted)

How Leaders Behave

Consequences / Implicationsof Leader Behaviour

Requisite 21st Century Leader Behaviour

Closing the Gap

Gap

Implications / Demands ofLeadership for the 21st Century

I

II

III IV

V

VIII

VI

VII

IX

Develop a shared understanding of the 21st Century leadership environment, and its issues and opportunities.

Articulate common assumptions and beliefs about the leader’s role and how leadership is best developed.

Explore the outcomes and implications of conventional leadership development in the context of 21st Century challenges and opportunities.

Enumerate essential qualities of the 21st Century leader that overcome outmoded and counterproductive beliefs and practices.

Based on an informed understanding of the shortcomings of current developmental practices and 21st Century leadership demands, formulate an action plan for individual professional development and organisational leadership development.

Workshop Objectives

Background and orientation.

Round 1: Small Group Discussions.

Reporting-out / Sharing with the plenary –Large Group Dialogue.

Round 2: Reflective Questions.

Reporting-out / Sharing with the plenary. Reflecting on Reflecting.

Concluding, Synthesising, Commitments, and Next Steps.

Workshop Format / Overview

5 mins.

10 mins.

10 mins.

5 mins.

10 mins.

10 mins.

► What are the characteristics we look for (and promote) in leaders today?

► How do we identify potential in prospective leaders?

► What do leaders do that is different than non-leaders?

► What does it take to get ahead (as a leader) in today’s world?

► What traditional views of leadership continue to reign in today’s organisations and institutions?

Conventional Views of LeadershipI

► How do we develop leaders?

► How do we identify and select potential leaders for further development?

► How do we know that a leadership development strategy or program is effective?

► What are the components / essential features of a leadership development program?

► What capabilities and dispositions are we emphasising, and what do we dismiss or neglect?

Conventional Leadership DevelopmentII

► What are leaders doing or failing to do that compounds the problems of today or explains our continued failure to resolve them?

► What are the results of / what can we expect from current leadership development strategies?

► Do we train leaders to meet our expectations or to create new ones?

► Are leaders likely to break with tradition or maintain it?

Limitations and Implications of Existing Leadership Development Programs

III

► Given prevailing views of leadership and conventional leadership development programs and strategies, what is the most we can really expect of leaders?

► What are our likely responses to leadership weakness and failure?

► What might be the downsides of leader behaviours such as decisiveness, authoritativeness, charisma, and other heroic leader traits?

► What do leaders do (often with best intentions) that undermines the effectiveness, performance, and growth of others?

► [What] do we really learn from leader successes and failures?

Leader BehaviourIV

► What, if anything, makes the world today different than any other time in history?

► What problems (and opportunities) exist today that make our modern period unique?

► What special demands and challenges does the modern age pose?

► In what ways are leadership issues today new or different than in the past?

Current Realities, Challenges, and DemandsV

► Given your understanding of current views of leadership, leadership behaviour, and leadership development, what are the implications for leadership theory and practice?

► What is likely to happen if we persist with current leadership views and practices?

► What must change if we are to become more effective in developing and promoting leadership for the modern age?

► How would you describe “the best case scenario” for leadership in the 21st Century? What are its key features?

Implications and Demands of Leadership for the 21st Century

VVI

► What capabilities and dispositions do leaders need to possess and demonstrate in the modern age?

► What new and different demands of the emerging 21st

Century suggest / require leaders today do differently?

► How must leader behaviour change to assure organisations and communities thrive in an uncertain world?

► What should be priorities for skill development for leaders today?

► How must the leader of today (and tomorrow) be and act to help others create and sustain a world worth living in?

Requisite 21st Century Leader BehaviourVII

► How aligned are leadership development programs and strategies with the realities and demands of the modern age?

► Can we expect contemporary leadership development programs and strategies to sufficiently equip and enable leaders to contend with today’s realities and issues?

► How large is the gap? Do we need to deal with it?

► What are some of the ways existing programs and strategies fail to meet contemporary demands?

► What are the implications of persisting with current leadership development programs and strategies?

The GAPVIII

► What do we need to do differently to better prepare the next generation of leaders for the modern age?

► In what ways do we need to “shift” current leader views to arrive at a way of viewing leadership that is more in keeping with modern times?

► What leader behaviours need to change to make our organisations and communities more effective in contending with contemporary issues and challenges?

► What can we as followers and peers do to help our leaders become more effective?

Closing the GAPIX

► How can we measure our progress /success in closing the gap? What will we see more of or less of? What differences will we see in leader behaviour? What differences will we see in the behaviour on “non-leaders”?

► How would our organisations, communities, or society be better or healthier if our leaders were more effectively equipped to deal with the realities and demands of the world today?

► What kinds of training, education, and professional development are needed to help today’s leaders become more effective?

Closing the GAPX

► How do we need to change to become more effective leaders ourselves?

► How do we need to change / what must we do differently to support those in leadership positions to become more effective in meeting the demands of the modern age and better prepare for the uncertain emerging 21st Century ?

► How can we better equip and prepare our young leaders of tomorrow for the unpredictable, chaotic, and complex world of the coming era?

► Can we / should we prepare for the unknown and unknowable?

Closing the GAPXI

► Why do we need leaders?

► Do we need leaders?

► What do we do when there are no leaders around?

► What do we do when our leaders fail us? Which of our responses are really constructive?

► Why do leaders get all of the blame and all of the glory for how things go?

► In what ways do leaders get in the way of getting things done?

► In a perfect world our leaders would…

LeadersXII

► What are the key take-aways from this session?► What are some of the big questions remaining or

generated?► What does it mean for you?► What are some of the major linkages between this

session and the conference?► How does this session reflect the conference title /

theme?► What can we do individually and collectively to keep

the conversation going?► What are the main practical, theoretical, and research

implications and possibilities spawned by this session?

Conclusions, Synthesis, Commitments, Next Steps

XIII

Thank You

Till We Meet Again

Jay HaysUnitec Institute of Technology

jhays@unitec.ac.nz www.unitec.ac.nzTel +64 9 815 4321 Ext 8599 Mob +64 (0) 21 024 77707LinkedIn Page:https://www.linkedin.com/profile/view?id=107245923&trk=nav_responsive_tab_profile_picLeadership and Wisdom Site: http://jayhays.weebly.com/