First published in the United States of America in 2014 By The Leadership Crucible LLC Saint Louis, Missouri For questions, concerns or suggestions, Please contact the author at [email protected] First Edition
2
Table of Contents
LEARN TO LEAD FROM HISTORY’S GREATEST LEADERSHIP THINKERS ...... 6 Lao-Tsu (6th century BC) ...... 7 Sun-Tsu (544 – 496) ...... 8 Plato (427 – 347) ...... 9 Aristotle (384 – 322) ...... 10 Cicero (106 – 43) ...... 11 Jesus (0 – 33) ...... 12 Plutarch (46 – 120) ...... 13 Machiavelli (1469 – 1527) ...... 14 Shakespeare (1564 -1616) ...... 15 Thomas Carlyle (1795 - 1881) ...... 16 Herbert Spencer (1820 - 1903) ...... 17 Francis Galton (1822 – 1911) ...... 18 Henri Fayol (1841 – 1925) ...... 19 Fredrick Taylor (1856 – 1915) ...... 20 Max Weber (1864 – 1920) ...... 21 Mary Parker Follet (1868 – 1933) ...... 22 Kurt Lewin (1890 – 1947) ...... 23 Rensis Likert (1903 – 1981) ...... 24 B. F. Skinner (1904 – 1990) ...... 25 Robert Greenleaf (1904 – 1990) ...... 26 Ralph Stogdill (1904 – 1978) ...... 27 Douglas McGregor (1906 – 1964) ...... 28 Abraham Maslow (1908 – 1970) ...... 29 Peter Drucker (1909 – 2005) ...... 30 Eric Berne (1910 – 1970) ...... 31 John Wooden (1910 – 2010) ...... 32 John Gardner (1912 – 2002) ...... 33
3 David McClelland (1917 – 1998) ...... 34 Robert Tannenbaum (1915 – 2003) and Warren Schmidt ...... 35 Robert Blake (1918 – 2004) and Jane Moulton (1930 – 1987) ...... 36 James MacGregor Burns (1918 - ) ...... 37 Fred Fielder (1922 - ) ...... 38 Abraham Zaleznik (1924 – 2011) ...... 39 Bernard Bass (1925 – 2007) ...... 40 Warren Bennis (1925 – ) ...... 41 John Boyd (1927 – 1997) ...... 42 Joseph McGrath (1927 – 2007) ...... 43 Edgar Schein (1928 – ) ...... 44 Paul Hersey (1931 – 2012) ...... 45 Robert House (1932 – 2011) ...... 46 Stephen R. Covey (1932 – 2012)...... 47 Victor Vroom (1932 - ) and James Yetton ...... 48 Jack Zenger (1932 - ) and Joseph Folkman ...... 49 Richard Mann (1933 - ) ...... 50 John Adair (1934 - ) ...... 51 Lee Bolman and Terrence Deal ...... 52 James Hackman (d. 2013) and Richard Walton (d. 1995)...... 53 Kenneth Blanchard (1939 - ) ...... 54 Henry Mintzberg (1939 - )...... 55 Gary Yukl (1940 - ) ...... 56 William George (1943 - ) ...... 57 William Ouchi (1943 - ) ...... 58 Bobby Calder (1944 - ) ...... 59 Robert Cialdini (1945 - ) ...... 60 Daniel Goleman (1946 - ) ...... 61 John Kotter (1947 - ) ...... 62 John Maxwell (1947 - ) ...... 63 Peter Senge (1947 - ) ...... 64 Joyce Hogan (1948 - 2012) and Robert Hogan ...... 65 Marshall Goldsmith (1949 - ) ...... 66
4 Gary Hamel (1954 - ) ...... 67 James Collins (1958 - ) ...... 68 Patrick Lencioni (1965 - ) ...... 69 Marcus Buckingham (1966 - ) ...... 70 Steven Zaccaro ...... 71 George Graen ...... 72 Bruce Avolio ...... 73 Karen Stephenson ...... 74 Joseph Badaracco ...... 75 John French and Bertram Raven ...... 76 Jay Conger ...... 77 James Scouller ...... 78 WHO ARE THE TOP 3 THINKERS THAT RESONATE WITH YOU? ...... 79 YOUR LEADERSHIP LEARNING PLAN ...... 80 ABOUT THE AUTHOR ...... 81 ABOUT THE LEADERSHIP CRUCIBLE ...... 82
5
LEARN TO LEAD FROM HISTORY’S GREATEST LEADERSHIP THINKERS
You don’t have to look very far these days to find a leadership “expert.” Shake the blogosphere a little and they’ll start falling on top of you like ripe apples. If you read even a few of the scores of leadership articles that come out every day, you’ll find that the advice is often times based on the expert’s personal opinion and what s/he happened to feel like writing that day. Part of this state of affairs has to do with the concept of leadership itself. As Richard Stogdill, a pioneer of leadership studies said, “There are almost as many leadership definitions as those who have attempted to define the concept.” There is no “unified field theory” leadership. What this means is that all leadership is implicit—a personal formulation of theories, models, and experience of “what seems to work best for me.” The key is to develop your own leadership philosophy grounded in well-established research and useful to your day-to-day experience. Thankfully, there is an identifiable body of professional knowledge on leadership that serves as a rich source of insight upon which to base your personal leadership approach. One way to do this is to become familiar with those who paved the way to our contemporary understanding of leadership. In so doing, you can build a basis from which to judge the daily torrent of articles, posts, and books. The purpose of this e-book is to do just that. In it, you’ll find a list of thinkers who’ve made a distinct and lasting contribution to our understanding of leadership. Where possible the list is organized in chronological birth order to provide an idea of how leadership thought has evolved over time. The list also lays out in capsule form the thinker’s essential wisdom and primary written references. I hope you enjoy the book and pick up something useful from it. If you have suggestions on how to improve it, to include the addition of thinkers, please send me an email at [email protected].
6 Lao-Tsu (6th century BC)
Profession: Chinese Philosopher and Founder of Taoism
Essential Wisdom: Self-mastery: “Mastering others is strength. Mastering yourself is true power.”
Honor and respect those you lead: “A leader is best when people barely know that he exists, not so good when people obey and acclaim him, worst when they despise him. Fail to honor people, they fail to honor you. But of a good leader, who talks little, when his work is done, his aims fulfilled, they will all say, “We did this ourselves.”
Primary Reference: Tao Te Ching
7 Sun-Tsu (544 – 496)
Profession: Chinese Military Strategist
Essential Wisdom: Great leaders are intelligent, credible, humane, courageous, and disciplined
Primary Reference: The Art of War
8
Plato (427 – 347)
Profession: Greek Philosopher
Essential Leadership Wisdom:
Any good society requires dynamic leadership (hêgesia) and administration (dioikêsis)
The good leader is the one with sincere ethical authority (ethos) and personal values (axia)
Leadership is developed through heroic effort in striving for the best (ariston)
Primary References: Republic Gorgias
9
Aristotle (384 – 322)
Profession: Greek Philosopher
Essential Wisdom:
A leader’s moral character is the source of the ability to convince others (ethos)
A leader must be able to touch feelings and move people emotionally (pathos)
A leader must be able to give solid reasons for particular actions and, therefore, to move people intellectually (logos)
Primary References: Nicomachean Ethics Rhetoric
10
Cicero (106 – 43)
Profession: Roman Politician, Lawyer, Orator, Writer, Philosopher
Essential Wisdom: Do what is beneficial in light of others
Be honorable in word and deed
Primary References: On Moral Ends On Duties
11
Jesus (0 – 33)
Profession: Rabbi and Founder of the Christian Church
Essential Wisdom: Matthew 20: 25-26 "You know that the rulers of the Gentiles lord it over them, and their high officials exercise authority over them. Not so with you. Instead, whoever wants to become great among you must be your servant.”
Mark 10: 45 “For the Son of Man did not come to be served but to serve and to give his life as a ransom for many.”
Luke 22: 25-26 “He said to them, “The kings of the Gentiles lord it over them and those in authority over them are addressed as ‘Benefactors’; but among you it shall not be so. Rather, let the greatest among you be as the youngest, and the leader as the servant.”
Primary Reference: The New Testament
12
Plutarch (46 – 120)
Profession: Roman Philosopher and Historian
Essential Wisdom: A leader must set a moral example (exemplum)
Primary References: Lives of Noble Greeks and Romans (Parallel Lives)
13 Machiavelli (1469 – 1527)
Profession: Italian historian, politician, diplomat, philosopher, humanist, and writer
Essential Wisdom: Leaders should be feared rather than loved "if you cannot be both" in order to avoid a revolt
Leaders should have the support of the people because it's difficult to take action without their support
Leaders must be virtuous
Leaders must be intelligent
Primary References: The Prince
14
Shakespeare (1564 -1616)
Profession: English Playwright
Essential Wisdom: The burden and temptations of power
The dangers of unrestrained self-interest
Primary References: History Plays: especially Richard II, Henry IV, Henry V, Henry VI, Richard III Roman Plays: especially Julius Caesar, Antony and Cleopatra, Coriolanus Hamlet Othello Macbeth The Tempest
15 Thomas Carlyle (1795 - 1881)
Profession: Scottish Philosopher and Historian
Essential Wisdom: The “Great Man” theory of leadership
"The history of the world is but the biography of great men."
History was dictated by "great men" by virtue of their personal charisma, intelligence, wisdom, and skill
Primary References: On Heroes, Hero-Worship and the Heroic in History
16 Herbert Spencer (1820 - 1903)
Profession: British Sociologist and Polymath
Essential Wisdom: Leaders are products of their societies
“You must admit that the genesis of a great man depends on the long series of complex influences which has produced the race in which he appears, and the social state into which that race has slowly grown....Before he can remake his society, his society must make him."
Primary References: The Study of Sociology
17 Francis Galton (1822 – 1911)
Profession: British Anthropologist and Polymath
Essential Wisdom: Established the foundation for the trait theory of leadership and the “leaders are born” school of thought
Leadership is hereditary
Leadership is a unique ability that is possessed by certain extraordinary individuals, and their opinions and decisions are capable of bringing about radical changes.
Primary Reference: Hereditary Genius
18 Henri Fayol (1841 – 1925)
Profession: French Mining Engineer and Director of Mines
Essential Wisdom: Functions of management: forecast and plan, organize, command or direct, coordinate, develop output, receive feedback, and make adjustments
Principles of management: division of work, authority, discipline, unity of command, subordination of individual interests to the general interest, centralization, chain of authority, order, equity, stability of tenure of personnel, initiative, esprit de corps.
Primary References: General and Industrial Administration
19 Fredrick Taylor (1856 – 1915)
Profession: Mechanical Engineer and Management Consultant
Essential Wisdom: Father of scientific management
Implement work methods based on scientific study of the tasks
Scientifically select, train, and develop each employee
Provide detailed instructions to workers on how to perform tasks
Managers apply scientific management to plan work
Enforce standardization and the use of best practices
Primary Reference: The Principles of Scientific Management
20 Max Weber (1864 – 1920)
Profession: German Economist and Psychologist
Essential Wisdom: A leader is granted legitimacy on the basis of three types of authority: bureaucratic, traditional, and charismatic
Primary Reference: The Three Types of Legitimate Rule
21 Mary Parker Follet (1868 – 1933)
Profession: American Management Theorist and Consultant
Essential Wisdom: Integration of cooperative power: “It seems to me that whereas power usually means power-over, the power of some person or group over some other person or group, it is possible to develop the conception of power-with, a jointly developed power, a co-active, not coercive power.”
The authority of expertise
Primary References: Dynamic administration Freedom and Co-ordination: Lectures in business organization
22 Kurt Lewin (1890 – 1947)
Profession: American Social Psychologist
Essential Wisdom: Of three basic styles of leadership: autocratic, laissez-faire, and democratic, the democratic style of leadership is most effective
Primary Reference: Patterns of Aggressive Behavior in Experimentally Created Social Climates
23 Rensis Likert (1903 – 1981)
Profession: American Organizational Psychologist
Essential Wisdom: Outlined four systems of management to describe the relationship, involvement, and roles of managers and subordinates in industrial settings
The systems are: exploitive-authoritative, benevolent-authoritative, consultative, and participative
Primary Reference: New Patterns of Management
24 B. F. Skinner (1904 – 1990)
Profession: American Behavioral Psychologist
Essential Wisdom: Reinforcement of leadership behaviors and punishment or non-reinforcement of non-leadership behaviors determines who will become a leader
Primary Reference: About Behaviorism
25 Robert Greenleaf (1904 – 1990)
Profession: Management Researcher, Philosopher, and Consultant
Essential Wisdom: Servant leadership: “A servant-leader focuses primarily on the growth and well- being of people and the communities to which they belong. The servant-leader shares power, puts the needs of others first, and helps people develop and perform as highly as possible.
Primary Reference: The Servant as Leader
26 Ralph Stogdill (1904 – 1978)
Profession: American Psychologist
Essential Wisdom: Leadership is a working relationship between a leader and followers
“A person does not become a leader by virtue of the possession of some combination of traits, but the pattern of personal characteristics of the leader must bear some relevant relationship to the characteristics, activities, and goals of the follower”
Primary Reference: Personal Factors Associated with Leadership: A Survey of the Literature
27 Douglas McGregor (1906 – 1964)
Profession: Psychologist
Essential Wisdom: Originator of Theory X and Theory Y
Theory X: workers inherently dislike and avoid work and must be driven to it
Theory Y: work is natural and can be a source of satisfaction when aimed at higher order human psychological needs.
Primary Reference: The Human Side of Enterprise
28 Abraham Maslow (1908 – 1970)
Profession: American Psychologist
Essential Wisdom: Described Maslow’s Hierarchy of Needs: 1) physiological need, 2) safety needs, 3) belongingness and love needs, 4) esteem and self-confidence, 5) need for self- actualization
Maslow’s Hierarchy of Needs can be used by a leader to help understand what motivates an employee
Through this understanding, a leader can create an environment in which these motives are satisfied, which in turn may lead to higher levels of engagement and performance
Primary References: Motivation and Personality Theory Z
29 Peter Drucker (1909 – 2005)
Profession: Professor of Management and Management Expert
Essential Wisdom: A strategic plan is a leader’s foundation, the mission defines the scope of a leader’s responsibility, and leaders determine what results for the organization should be
Ethics are inseparable from leadership
Leaders must protect the organization from failure and ensure meaningful results
A leader must know how to motivate in a psychologically coherent way
Leaders must market and sell employees on the organization’s strategic direction
Primary References: Managing for Results Management: Tasks, Responsibilities, Practices The Effective Executive The Practice of Management
30 Eric Berne (1910 – 1970)
Profession: Psychiatrist
Essential Wisdom: Dysfunctional leadership occurs when there is a mismatch in ego states (parent, child, adult)
Effective leadership requires two people to be acting in the adult ego state
Primary Reference: Games People Play
31 John Wooden (1910 – 2010)
Profession: College Basketball Coach
Essential Wisdom: “Success is peace of mind which is a direct result of self-satisfaction in knowing you made the effort to become the best that you are capable of becoming.”
Pyramid of Success: http://www.coachwooden.com/index2.html
Primary References: Wooden on Leadership Coach Wooden’s Leadership Game Plan for Success: 12 Lessons for Extraordinary Performance and Personal Excellence
32 John Gardner (1912 – 2002)
Profession: Government Executive and Non-Profit Executive
Essential Wisdom:
Set forth 9 tasks of leadership: envisioning goals, affirming values, motivating, managing, achieving workable unity, explaining, serving as a symbol, representing the group, and renewing
Emphasized values and trust as essential to leadership
Primary References: On Leadership
33 David McClelland (1917 – 1998)
Profession: Psychologist
Essential Wisdom: McClelland’s Three Needs Theory describes how needs for achievement, power, and affiliation affect a leader’s suitability to lead and be successful
Primary Reference: The Achievement Motive
34 Robert Tannenbaum (1915 – 2003) and Warren Schmidt
Professions: Economist and Psychologist
Essential Wisdom: Developed a contingency model for leader-follower interaction called the “Tannenbaum and Schmidt Continuum”
Specified 7 leadership styles: 1) the leader tells, 2) the leader sells, 3) the leaders tests, 4) the leader consults, 5) the leader joins, 6) the leader delegates, 7) the leader abdicates
Primary References: How to Choose a Leadership Pattern
35 Robert Blake (1918 – 2004) and Jane Moulton (1930 – 1987)
Profession: Psychologists
Essential Wisdom: Developed the Managerial Grid model based on a manger’s “preference for people” and “preference for production”
Depending on preferences, a manager can have one of five leadership styles: impoverished, country club, middle of the road, produce or perish, and team
Primary Reference: The Managerial Grid: The Key to Leadership Excellence
36 James MacGregor Burns (1918 - )
Profession: Historian and Political Scientist
Essential Wisdom: Distinguished between transactional leadership where leaders focus on the relationship between the leader and follower, and transformational leadership where leaders focus on the beliefs, needs, and values of their followers
“Leadership over human beings is exercised when persons with certain motives and purposes mobilize, in competition or conflict with others, institutional, political, psychological, and other resources so as to arouse, engage, and satisfy the motives of followers... in order to realize goals mutually held by both leaders and followers…”
“Transformational leadership occurs when one or more persons engage with others in such a way that leaders and followers raise one another to higher levels of motivation and morality.”
Primary Reference: Leadership
37 Fred Fielder (1922 - )
Profession: Management Psychologist
Essential Wisdom: Fielder’s Contingency Theory of Leadership Effectiveness states that the leader is most effective when the interaction between the style of the leader and the characteristics of the environment in which the leader operates are well matched
Primary References: Leader Attitudes and Group Effectiveness A Theory of Leadership Effectiveness
38 Abraham Zaleznik (1924 – 2011)
Profession: Professor of Leadership
Essential Wisdom: Character above all shapes how leaders lead
Believed leaders are people who, as a result of psychological conflict and struggle, developed a way to express their personality in an environment of difficult choices and limited resources
The decisions leaders make are linked to and shaped by character forming experiences
Primary References: The Managerial Mystique: Restoring Leadership in Business Learning Leadership: The Abuse of Power in Organizations
39 Bernard Bass (1925 – 2007)
Profession: Industrial Psychologist
Essential Wisdom: Extended transformational leadership into four concepts: idealized Influence, inspirational motivation, intellectual stimulation, and idealized influence
Described five bases of a leader’s power: 1) expert power, based on technical knowledge, 2) referent power (also known as personal power), based on followers’ need to be accepted by the leader, 3) reward power, based on the leader’s ability to provide followers with desired awards, 4) coercive power, based on followers’ fear of punishment by the leader, and 5) legitimate power, based on norms and expectations
Primary References: Leadership and performance beyond expectations Evolving perspectives on charismatic leadership
40 Warren Bennis (1925 – )
Profession: Pioneer of Leadership Studies
Essential Wisdom: Leaders who lead with a humanistic, democratic style are better positioned to adapt and thrive in leadership environments characterized by complexity and change
There is a distinction between leadership and management: leaders move people with vision, manages attend to processes and production targets.
Primary References: Leaders On Becoming a Leader The Unconscious Conspiracy: Why Leaders Can’t Lead
41 John Boyd (1927 – 1997)
Profession: Air Force Fighter Pilot
Essential Wisdom: “The strategic game is one of interaction and isolation. A game in which we must be able to diminish adversary’s ability to communicate or interact with his environment while sustaining or improving ours.”
Strategy is “A mental tapestry of changing intentions for harmonizing and focusing our efforts as a basis for realizing some aim or purpose in an unfolding and often unforeseen world of many bewildering events and many contending interests.”
Strategy’s purpose is “To improve our ability to shape and adapt to unfolding circumstances, so that we [as an organization] can survive on our own terms.”
Primary References: Destruction and Creation Patterns of Conflict The Strategic Game of ? and ?
42 Joseph McGrath (1927 – 2007)
Profession: Social Psychologist
Essential Wisdom: Developed a group dynamics model of four fundamental tasks: generating, choosing, negotiating and executing
The tasks refer to conflict or cooperation between group member and a conceptual or behavioral orientation of group members
Primary Reference: Groups: Interaction and Performance
43 Edgar Schein (1928 – )
Profession: Social Psychologist
Essential Wisdom:
Developed a three-level model of organizational culture: 1) artifacts and behaviors, 2) espoused values, and 3) assumptions. The levels describe the degree to which different aspects of the culture are visible.
Formulated the “career anchor” idea: your career self-concept as comprised of your perceptions your talents, abilities, values, and motivations
Identified eight career anchor constructs: (1) autonomy/independence, (2) security/stability, (3) technical-functional competence, (4) general managerial competence, and (5) entrepreneurial creativity. Follow-up studies in the 1980s identified three additional constructs: (6) service or dedication to a cause, (7) pure challenge, and (8) life style
Primary References: Organizational Psychology Organizational Culture and Leadership
44 Paul Hersey (1931 – 2012)
Profession: Doctor of Education, Entrepreneur
Essential Wisdom:
Originator of the Life Cycle Theory of Leadership, later renamed Situational Leadership theory. Summed up as that there is no best style of leadership.
Leadership is situationally dependent and leaders adapt their leadership style to that situation.
Effective leadership is task-relevant, and the most successful leaders are those that adapt their leadership style to the maturity of the people they lead and the task to be accomplished.
Primary References: Management of Organizational Behavior: Utilizing Human Resources Situational Leadership The One Minute Manager
45 Robert House (1932 – 2011)
Profession: Management Professor and Researcher
Essential Wisdom: Created the Path–Goal Theory of Leader Effectiveness. Effective leaders clarify the paths necessary for their subordinates to achieve the subordinates' goals. They do this by engaging in behaviors that help subordinates facilitate goal attainment and remove obstacles that might hinder subordinates' pursuit of their goals.
Developed an empirically based theory of charismatic leadership that explained a leader’s ability to gain the devotion of followers and turn that devotion into performance
Primary Reference: A Path-Goal Theory of Leader Effectiveness Path–Goal Theory of Leadership: Lessons, Legacy, and a Reformulated Theory A 1976 Theory of Charismatic Leadership Personality and Charismatic Leadership
46 Stephen R. Covey (1932 – 2012)
Profession: Educator and Businessman
Essential Wisdom: Move from dependence to independence by being proactive, beginning with the end in mind, and putting first things first
Independence: think win-win; seek first to understand, then to be understood; synergize
Sharpen the saw: balance and renew your resources, energy, and health
Find your voice and inspire others to find theirs
Primary References: The Seven Habits of Highly Effective People The 8th Habit: From Effectiveness to Greatness
47 Victor Vroom (1932 - ) and James Yetton
Profession: American Psychologists
Essential Wisdom: The Vroom-Vretton-Jago contingency model of situational leadership posits that the best style of leadership depends on the particular situation the leader faces
Primary References: Leadership and Decision Making The New Leadership
48 Jack Zenger (1932 - ) and Joseph Folkman
Profession: Leadership Development Expert and Social/Organizational Psychologist
Essential Wisdom: Extraordinary leadership arises from the employment and magnification of the leader’s strengths
Primary References: How to Be Exceptional: Drive Leadership Success by Magnifying Your Strengths The Extraordinary Leader: Turning Good Managers into Great Leaders
49 Richard Mann (1933 - )
Profession: Psychologist
Essential Wisdom: Leadership traits such as intelligence, extroversion-intensive, and dominance are poor predictors of leader success
Primary References: A Review of the Relationships Between Personality and Performance in Small Groups
50 John Adair (1934 - )
Profession: Leadership Philosopher
Essential Wisdom: Leadership is fundamentally “action-centered” and involves the three core responsibilities of achieving the task, managing the team or group, managing individuals
Primary Reference: Action-Centered Leadership
51 Lee Bolman and Terrence Deal
Profession: Organizational Behavioralist and Sociologist
Essential Wisdom: Leaders view the world through four general frames: structural, human resource, political, and symbolic
A leader’s preferred frame helps explain how they gather information, make judgments, determine behavior, and explain behavior
Primary References: Leadership and Management Effectiveness: a Multi-Frame, Multi-Sector Analysis Reframing Leadership: the Effects of Leaders' Images of Leadership
52 James Hackman (d. 2013) and Richard Walton (d. 1995)
Profession: American Social Psychologist and Doctor of Business Administration
Essential Wisdom: Established functional leadership theory which states that “if a leader manages, by whatever means, to ensure that all functions critical to both task accomplishment and group maintenance are adequately taken care of, then the leader has done his or her job well.”
Primary References: Leading Groups in Organizations
53 Kenneth Blanchard (1939 - )
Profession: PhD in Education Administration and Leadership; Entrepreneur
Essential Wisdom:
Along with Paul Blanchard developed Situational Leadership theory
Modified Situational Leadership theory to the Situational Leadership II model
Characterizes leadership in terms of the leader’s ability to combine follower’s “competence” (ability, knowledge, and skill) and “commitment” (confidence and motivation) to accomplish a particular task
Primary References: Management of Organizational Behavior: Utilizing Human Resources The One Minute Manager
54 Henry Mintzberg (1939 - )
Profession: Professor of Management
Essential Wisdom:
A manager’s work falls into three categories: informational (managing by information), interpersonal (managing through people), and decisional (managing through action)
Within these categories, there are ten common roles: figurehead, leader, liaison, disseminator, spokesman, entrepreneur, disturbance handler, resource allocator, and negotiator
The 5 Ps of strategy: plan, ploy, pattern, position, perspective
Primary References: Managing The Strategy Process: Concepts and Cases The Rise and Fall of Strategic Planning
55 Gary Yukl (1940 - )
Profession: Industrial/Organizational Psychologist
Essential Wisdom:
Leadership is a response to constantly changing organizational or group situations
Leaders need to find a balance between competing demands
Leadership must be coordinated and consistent at all levels of the organization
Leaders are accountable for organizational and group performance
Leaders use a combination of direct and indirect behaviors to achieve performance and results
Primary References: Flexible Leadership: Creating Value by Balancing Multiple Challenges and Choices Leadership in Organizations
56 William George (1943 - )
Profession: Businessman
Essential Wisdom: Authentic leadership is exemplified by the highest integrity and commitment to building enduring organizations Authentic leaders 1) have a deep sense of purpose and are true to their core values, 2) have the courage to build their companies to meet the needs of all stakeholders, and 3) recognize the importance of their service to society
Primary References: Authentic Leadership: Rediscovering the Secrets to Creating Lasting Value True North: Discover Your Authentic Leadership
57 William Ouchi (1943 - )
Profession: Professor of Business Administration
Essential Wisdom:
A leader who focuses on the well-being of the employee, on the job and off will increase employee loyalty, reduce turnover, and increase productivity
Primary References: Theory Z
58 Bobby Calder (1944 - )
Profession: American Social Psychologist
Essential Wisdom: Leadership is an attributed quality involving four stages: observation, acceptance as individual behavior, information estimation, and individual biases
Primary References: An Attribution Theory of Leadership
59 Robert Cialdini (1945 - )
Profession: Psychologist
Essential Wisdom: 6 principles of influence: 1) reciprocity, returning favors; 2) commitment and consistency, honoring agreements; 3) social proof, people do things they see other people doing; 4) authority, people tend to obey authority figures; 5) liking, people are easily persuaded by people that they like; 6) scarcity generates demand
Primary References: The Science of Persuasion Influence: The Psychology of Persuasion Influence: Science and Practice
60 Daniel Goleman (1946 - )
Profession: Psychologist
Essential Wisdom: Non-cognitive skills can matter as much as IQ for leaders
Identified the five 'domains' of EQ as: 1) knowing your emotions, 2) managing your own emotions, 3) motivating yourself, 4) recognizing and understanding other people's emotions, 5) managing relationships
Developed the Emotional Competencies (Goleman) model
Primary References: Emotional Intelligence: Why It Can Matter More Than IQ Primal Leadership: The Hidden Driver of Great Performance
61 John Kotter (1947 - )
Profession: Professor of Business Administration
Essential Wisdom:
8-step process of change management: 1) establish a sense of urgency, 2) creating the guiding coalition, 3) developing a change vision, 4) communicating the vision for buy-in, 5) empowering broad-based action, 6) generating short- term wins, 7) never letting up, 8) incorporating changes into the culture
Primary References: Power and Influence The Leadership Factor Leading Change The Heart of Change
62 John Maxwell (1947 - )
Profession: Minister
Essential Wisdom:
Everything rises and falls on leadership
Leadership is influence, one life influencing another
Leaders cast a vision and forge a legacy so that their actions incite passion in those they lead
Leaders have the power to impact those they lead, to motivate teams, and transform organizations
Primary References: The 21 Irrefutable Laws of Leadership The 21 Indispensable Qualities of a Leader: Becoming the Person Other Will Want to Follow
63 Peter Senge (1947 - )
Profession: Professor of Management
Essential Wisdom: Developed the concept of the learning organization
Organizations are dynamic systems in in a state of continuous adaptation and improvement
Organizations that are successful 1) continually expand their capacity to create the results they truly desire, 2) employ novel patterns of thinking, 3) unleash collective aspirations, and 4) people learn to view the organization as an organic whole and thereby gain new insights on performance and goal attainment
Primary References: The Fifth Discipline: The Art and Practice of the Learning Organization
64 Joyce Hogan (1948 - 2012) and Robert Hogan
Profession: Psychologists
Essential Wisdom: Personality is a key component of developing key talent, evaluating leadership potential, and leader effectiveness
Described leader derailers as “the dark side of personality” that emerges in times of increased stress; developed an assessment to measure leader derailers
Primary References: Personality and the Fate of Organizations
65 Marshall Goldsmith (1949 - )
Profession: Leadership Coach and Professor of Business Administration
Essential Wisdom: Introduced 360 degree feedback as a leadership development tool and as an effective tool for change
Beliefs that led to success makes it very difficult to change behavior
Leaders must reflect the values of the corporation
Executive coaching needs to simple and useful for it to work for busy leaders
Primary References: The Leader of the Future What Got You Here Won’t Get You There
66 Gary Hamel (1954 - )
Profession: American Management Expert and Consultant
Essential Wisdom: Core competencies as the essence of a company
Core competencies have three main characteristics: 1) not easily imitated, 2) applicable to many markets, products, and services, and 3) directly contributes to the benefits customers experience
Primary References: Competing for the Future
67 James Collins (1958 - )
Profession: Business Consultant
Essential Wisdom: Level 5 Leadership: a Level 5 leader is someone with “a paradoxical mix of personal humility and professional will.”
The Flywheel Effect: change requires steady effort to generate energy and momentum before it finally takes hold
The Hedgehog Concept: distilling the complex into the simple by aligning 1) what the company is best at, 2) what drives the economic engine, and 3) what are your people deeply passionate about
What is your “stop-doing” list?: stop doing anything that prevents you from moving your flywheel and doesn’t fit tightly with your hedgehog concept
Primary References: Good to Great Built to Last Great by Choice
68 Patrick Lencioni (1965 - )
Profession: Management Consultant
Essential Wisdom:
The 5 dysfunctions of a team: 1) absence of trust, 2) fear of conflict, 3) lack of commitment, 4) avoidance of accountability, 5) inattention to results
The 5 temptations of a CEO: 1) results vs. status, 2) accountability vs. popularity, 3) clarity vs. certainty, 4) conflict vs. harmony, 5) trust vs. invulnerability
Primary References: The Five Dysfunctions of a Team The Five Temptations of a CEO
69 Marcus Buckingham (1966 - )
Profession: Management Consultant
Essential Wisdom: One of the first to advocate focusing on your strengths to improve and sustain performance
Primary References: First, Break All the Rules Now, Discover Your Strengths
70 Steven Zaccaro
Profession: Social Psychologist
Essential Wisdom:
Model of Leader Attributes and Leader Performance: there is a close relationship between leadership traits and how those traits are effectively applied in situational leadership
Primary References: The Nature of Organizational Leadership: Understanding the Performance Imperatives Confronting Today's Leaders The Nature of Executive Leadership: A Conceptual and Empirical Analysis of Success
71 George Graen
Profession: Organizational Psychologist
Essential Wisdom: Along with colleagues Fred Dansereau and William Haga, originated Leader- Member Exchange Theory
Leadership is a function of the quality of the interactions between a leader and a follower
Leaders create “in-groups” and “out-groups” based on how well they relate to and trust their subordinates
In-groups performed better and are more engaged than those out-groups
Primary References: A Vertical Dyad Relationship Approach to Within Formal Organizations: A Longitudinal Examination of the Role Making Process A Role Making Model of Leadership Within Formal Organizations Role Making Processes Within Complex Organizations
72 Bruce Avolio
Profession: Industrial and Organizational Psychologist
Essential Wisdom:
Devised the concept of authentic leadership which is a pattern of leader behavior that draws upon and promotes both positive psychological capacities and a positive ethical climate, to foster great self-awareness, an internalized moral perspective, balanced processing of information, and relational transparency on part of leaders working with followers, fostering self-development
Primary References: Unlocking the Mask: A Look at the Process by Which Authentic Leaders Impact Follower Attitudes and Behaviors
73 Karen Stephenson
Profession: Corporate Anthropologist
Essential Wisdom: Social network analysis as a method for mapping and managing human networks
Trust is the product of people’s relationships within organizational networks
Human networks are comprised of hubs, gatekeepers, and pulse takers: hubs are highly connected people who act as knowledge brokers, 2) gatekeepers are individuals who link groups together and act as information gateways, and 3) pulse takers have maximum influence with minimum direct contacts.
Primary References: The Quantum Theory of Trust
74 Joseph Badaracco
Profession: Business Ethicist
Essential Wisdom: Sometimes there is more than one right answer to a problem. Which you choose says a lot about your values and your leadership.
Primary References: Leadership and the Quest for Integrity Leading Quietly: An Unorthodox Guide to Doing the Right Thing
75 John French and Bertram Raven
Professions: Social Psychologists
Essential Wisdom: Formulated a model of 5 types of leadership power, with Raven adding a sixth later on: 1) coercive, 2) reward, 3) legitimate, 4) referent, 5) expert, and 6) informational
Primary References: The Bases of Social Power
76 Jay Conger
Profession: Professor of Business Administration
Essential Wisdom: Integrated early research on charismatic leadership and developed a charismatic leadership process
Along with Rabindra Kanungo, developed the Conger-Kanungo Charismatic Leadership Questionnaire to assess a person’s ability to lead with charisma
Primary References: Charismatic Leadership: The Elusive Factor in Organizational Effectiveness Charismatic Leadership in Organizations The Charismatic Leader: Behind the Mystique of Exceptional Leadership
77 James Scouller
Profession: Executive Coach
Essential Wisdom:
Leadership is the process of addressing four dimensions simultaneously: Motivating Purpose, Task Progress & Results, Group Unity, Attention to Individuals
The three levels model sets out what leaders have to do to provide leadership in the four dimensions and grow themselves
The first level is Public leadership: the behaviors involved in connecting with and influencing two or more people at the same time. The second level is Private leadership: the behaviors around connecting with and influencing people one-to- one. The third level, Personal leadership, is what leaders have to do to grow themselves and apply the public and private behaviors wisely, skilfully, powerfully and authentically
Primary Reference: The Three Levels of Leadership
78 WHO ARE THE TOP 3 THINKERS THAT RESONATE WITH YOU?
1. ______Why? ______
2. ______Why? ______
3. ______Why? ______
79 YOUR LEADERSHIP LEARNING PLAN
Based on what you now know about what the great thinkers on leadership have said:
1. How do you intend to learn more about their ideas? ______
2. What books and articles do you intend to read? ______
3. How will you build and modify your personal leadership philosophy? ______
80 ABOUT THE AUTHOR
Joe Scherrer is an accomplished leader, coach, speaker, and author. He is a highly decorated Air Force veteran, deploying in support of seven overseas operations. He completed his career as the commander of the Air Force’s only combat- coded deployable communications wing. His military background has definitively shaped who he is today, in particular his experience leading Airmen. In addition to commanding five units at the wing, group, and squadron levels, Joe attended the Naval War College, Air War College, and Air Force Institute of Technology earning master’s degrees and distinguished graduate honors from each. He also has an MBA from Boston University and a Bachelor of Science degree in Electrical Engineering from Washington University in Saint Louis. He received certifications as an executive and professional coach from the nationally recognized University of Texas at Dallas coaching program and from the Center for Executive coaching. Joe knows what it takes to teach the skills to lead and perform and to inspire the total team effort required to fight and win whether on the battlefield, in the business environment, or in service organizations. When not forging leaders or spending time with his wife Dina, you can find Joe on the golf course, getting in a cycling ride, hiking, and writing, blogging, and reading.
81 ABOUT THE LEADERSHIP CRUCIBLE
The mission of The Leadership Crucible is to inspire hope everywhere by forging leaders who impact the world for the good.
We help new, rising, and established leaders how to overcome their top challenges, get results, achieve their goals, and be fulfilled.
The Leadership Crucible provides executive coaching, career coaching, leadership seminars, branded leadership development programs, customized leadership programs, strategic planning, and professional speaking tailored to individuals and organizations.
Our signature offering is The Leadership Forge™, a holistic six-step process based on the work of military strategist John Boyd, classic military strategy, operational campaign planning, and practical execution and feedback at the tactical level, in the trenches where real leadership happens.
The heart of The Leadership Forge™ is the production, implementation, and coaching of an individualized campaign plan built to effect change, drive results, and reach past your current leadership capacity to achieve your full potential as a leader.
Visit our website at theleadershipcrucible.com or email [email protected] for more information about our products and services.
82