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Chapter
3
Leadership Is Developed through Education and Experience
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Figure 3-1
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Action
Powells multiple calls for the parachutists to check their lines. Powells shocked realization of the potentially fatal accident that would have occurred had he not double-checked the static lines. The lesson that Powell drew from the experience: Always check the small things.
Observation
Reflection
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Observation and perception both deal with attending to events around us. We are selective in what we attend to and what we, in turn, perceive. Perceptual sets can influence any of our senses, and they are the tendency or bias to perceive one thing and not another. Factors that can trigger a perceptual set:
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Stereotypes about genders, race, etc., represent powerful impediments to learning since they function as filters which distort ones observational abilities. We all have biases, although we are usually unaware of them. We only become aware of our perceptual sets when we spend time reflecting about the content of a leadership training program or a particular leadership situation.
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Research has shown that having expectations (positive or negative) about others can subtly influence our actions, and these actions can, in turn, affect the way others behave. A persons expectations about another may influence how he acts toward her, and in reaction to his behavior she may act in a way that confirms his expectation. The self-fulfilling prophecy occurs when our expectations or predictions play a causal role in bringing about the events we predict.
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Figure 3-2
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Reflection provides leaders with a variety of insights into how to frame problems differently, look at situations from multiple perspectives, or better understand subordinates. Leaders often do not have time to ponder all the possible consequences of their actions or reflect on how they could have accomplished a particular action better. Leaders may not be aware of the value of reflection in leadership development.
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Single-loop learners seek relatively little feedback that may significantly confront their fundamental ideas or actions.
Individuals learn only about subjects within the comfort zone of their belief systems.
Double-loop learning involves a willingness to confront ones own views and an invitation to others to do so, too.
Openness to information and power sharing with others can lead to better recognition and definition of problems, improved communication, and increased decision-making effectiveness.
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Factors that make any given experience potent in fostering managerial growth:
The people you work with The characteristics of the task itself
People who become leaders in any field tend to first stand out by virtue of their technical proficiency. Leaders emerge or are selected for leadership roles on the basis of their competence or proficiency in their primary role requirements.
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Figure 3-3
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A boss can be a powerful catalyst for growth. Working with others who have different backgrounds, perspectives, or agendas can often be a growth experience. Working with problem subordinates can stimulate managerial growth. Both mentors and mentorees benefit from having the relationship. Having a mentor can result in more career opportunities for the mentoree.
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Developmental Tasks
Leadership development can be enhanced if the environment one works in is changing, dynamic, uncontrollable, and unpredictable. Projects involving strategic planning and projections into an uncertain future can be challenging intellectually and can contribute to a leaders development. The best development opportunities are those that stretch individuals and allow them to test themselves against new and difficult tasks. The risk of possible failure is a strong incentive for managers to learn.
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Developmental Opportunities
Organizations may not provide the same development opportunities for all their members. There is a striking difference between large and small organizations in the opportunities they offer. The sheer size and impersonal nature of some organizations does not provide the soil in which a young persons leadership can grow.
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Making the Most of Your Leadership Experiences: Learning to Learn from Experience The learning events and developmental experiences that punctuate ones life are usually stressful. Being able to go against the grain of ones personal historical success requires an unwavering commitment to learning and a relentless willingness to let go of the fear of failure and the unknown. To be successful, learning must continue throughout life, beyond the completion of ones formal education.
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Figure 3-4
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Education level or academic performance in college was positively related to future managerial success. Educational programs generally have a positive effect on leadership development. Formal education and training programs can help one become a better leader.
The content of different leadership programs varies considerably, depending on the target audience.
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Spitzberg (1987) estimated that over 500 colleges or universities offer some type of leadership training program. The topics covered in most leadership courses include how personality traits, cognitive abilities, values, behaviors, motivation, group dynamics, communication, situational factors, and different theories of leadership can all be used to describe the leadership process. Some courses provide individualized feedback through:
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There are numerous leadership training programs aimed particularly toward leaders and supervisors in industry or public service:
Lectures Case studies Role-playing exercises to improve leadership skills Improving interpersonal communication Oral-communication Written communication Tips on time management, planning and goal-setting
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Summary
One way to get more out of your leadership courses and experiences is through the application of the actionobservation-reflection model. Be aware of the role perception plays in leadership development. Education and experience can contribute to your development as a leader by enhancing your ability to reflect on and analyze leadership situations. Successful leaders are those who have an extraordinary tenacity in extracting something worthwhile from their experience and in seeking experiences rich in opportunities for growth.
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2006 The McGraw-Hill Companies, Inc. All rights reserved.
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