Leadership Theories Explained | Dr. Paul Gerhardt

and greetings everyone it's me dr. Paul Gerhardt and this is DBA 6:05 at City University we are having our second live seminar and today's topic is basic leadership theories and we've got a handful of our top doctoral students in our elite program here today why don't we go down the line and turn your mic off when you are not talking and turn it on when when you have a question or have something that you'd like to share and when we start with miss Miller here on the on my right would you say a quick introduce yourself and tell us what you hope to get out of our class quickly Deb can you hear us all right Deb I can't hear you if you are on I apologize let's go to Tonya would you introduce yourself and tell us what you're getting out of the which you would like to get out of our class doctor get part hi everyone what I would like to get out of the class is basically to help me with organizational development organizational period is like organizing things you know and what better place to organize in your work place so I'm excited just with what I've been learning so far with this course and you've been awesome so thank you for your contributions Tonya who's next introduce yourself quickly and tell us what you want to get out of the program out of this class someone is trying to log in all right I need someone to introduce themselves and tell us what they'd like to get out of the class this is Fred who who who is this this is bread hi Brad welcome thank you I have a visitor here again awesome I'll try to keep it on mute so when she barks you wanna hear but uh I like to get out of the clapping I organizational cuz I was in is right because the only thing consolation to change and really would be true operations and organization makes you a favor yep I agree thank you very much again be cognizant if your microphone is on or off if you have something that you want to share go ahead and turn your microphone on and when you're not talking make sure you put it on mute anyone else want to introduce themselves before we get into the theory today I'm not sure if anyone else wants to introduce themselves okay I won't I won't oh thanks Brad please appreciate it Deb I can see your lips moving but your microphone isn't on can't reach anywhere and try to get that I got no sound I can hear somebody saying they don't have any sound okay so looks like we're having some technical difficulties so we'll try the introduction thing on the next video you guys or if you want to chime in anytime after we get going we certainly can do that too so let's get going on the theory and them we'll get things worked out it's part of the learning process anyway so these theories are taken out of maybe a book that you've studied in your graduate other graduate program Nordhaus is the king of theory and he starts out talking about trait theory so there are many trait theorists out there stock deal probably is the most famous out of all the trait theorists and many researchers say that trait theory is dead I'm a firm believer in the fact that even though there is no proven set of traits that work for every single situation it's important to understand that trait theory is a theory that you can use to be able to identify the necessary characteristics leadership traits of a leader for specific team so that leader should have the ability to manage a specific team and that essentially is what trait theory is done and there are hundreds of studies done on trait theory and all of them pretty much point out the fact that there isn't any one set of of traits but when working with my clients what I have found is believe it or not the leaders usually are the main reason why there's organizational dysfunction and it's about leaders really being in touch with their employees and what's going on in their organization and that's what's important about understanding leadership theory it's about being able to have the right tools to pull out to help a client understand where he or she may be playing a part in any kind of organizational dysfunction and so this presentation really is about helping you have a better foundation about leadership traits so with trade theory we know that there is no specific set of traits that appear to be needed in every single leadership situation but one of the one of the things that people constantly bring up is in order to be a leader you you must have followers and so supervisory ability really is an effective constant trait for instance for for leadership and if you are trying to help an organization find or build teams that are efficient and effective and these are keywords in OD is it's your goal to help managers make sure they maximize what it what an organization does maximize profit maximize efficiency and help people become proficient that means you got to have the people in the right places and so you got to be able to I know what to look for in identifying leaders with the right traits so i double-dog dare each of you to consider your own leadership traits you know be able to really sit down and ask yourself what is it that I'm good at you can't be great at absolutely everything but just like in marketing the the leadership traits that you may have may be able to be what you are can use to leverage to help make any kind of organizational dysfunction better going back to the basics they're essentially 3d basic leadership styles and they all have their right place at the right time and we're laying down a foundation for the rest of these leadership theories by mentioning these for instance autocratic leadership is all about the leader making all the decisions and as bad as that may sound for larger organizations or teams it really takes one person calling the shots if you can imagine being a part of a very very large team and it was a democratic type organization and everybody wanted to make a decision things probably wouldn't get done so being at being an autocratic leader making decisions has its right place at the right times and we can all be autocratic leaders at the right times we can be Democratic leaders at the right time and we can be laissez-faire leaders at the right time but it's about pulling out the right tool at the right time democratic is about involving other people in the decision-making process the leader still gets to ultimately make the final decision but a wise leader practices democratic leadership because they don't always know what they don't know and so as we'll continue to talk about Trust is the glue of all relationships and leaders need to give trust to followers in order to get trust and part of giving trust is about involving people in making decisions asking people questions and showing that their their opinions really are being considered and utilized they don't have to use them 100% of the time they're ultimately responsible and they often know more than what their constituents know but they still have to take the time and show the respect to followers that their ideas are being considered and if not used at that time maybe they'll be used at a later time laissez-faire is is is kind of a non leadership style but a necessary one you know there is a time for a leader to keep their hands off when they need to and just empower people to make the best decisions possible when you have a team of highly effective people who are very who have been proven competent and systems are in place to be controls over minimizing losses and allowing people to be as autonomous as possible as needed for speed sake that's when a hands-off approach or laissez faire is important it's not appropriate at all times and in all situations but when you're working with high-caliber people who have proven themselves in their jobs to be highly effective it is probably the best approach to leadership in the right situations going back in time there were several studies going on at the same time in Michigan and Ohio primarily where leadership scholars were really starting to take a look at what is leadership and this is what I've found as a scholar myself is theory really is all about identifying natural phenomena that takes place and then developing models that explains it and so this is a model that is used to take a look at behaviors of employees and it's related to tasks and so this theory suggests that leaders leadership style is step stays essentially the same and that you hire a leader based on a team and so depending on what type of team that you're leading will depend on what type of leader you hire and put in place and trained to be a certain way consideration and structure are all about relationship and task so when you have a leader if you're looking the first quadrant there in the upper left hand corner high consideration and low structure that really is about recognizing that employees don't have to get things done at a high pace but relationships really matter and what comes to mind is like a hospital administrator working with highly skilled surgeons you know they need to make sure that they are being you know considerate respectful and helping those support their employees but not necessarily getting their hands involved in what it is that their employees do oh hi yes Tanya question yeah any way you can slightly make the screen a little bit larger as far as the text yeah they're real not that I'm well maybe but they'll mess up I it will it will mess up the recording so I'll turn yeah thanks for asking a low consideration low structure has to do with being less employee centered and less task oriented high structure and high consideration probably like fast paced teams things teams that need to get a lot of things done and I imagine like restaurants for instance where employ these need to be customer oriented so leaders need to be employee oriented but they still have to get a lot of things done and then high structure low consideration I consider this like a sweatshop type situation we're going to talk about that here in a second but high structure low consideration fast-paced work go go go go go very directive approach so really recognizing in each of these theories it's about having the right style of leader doing the right things for the particular situation and they don't all work and it could cause problems if leaders are not applying the right style of leader and in in this two dimensional leadership model it's just assumed that the leaders style is generally stagnant and the same throughout his or her career this next theory came around in the 1970s and it used to be called the mudan Blake managerial grid but the as time progressed as we moved away from the term managerial because we recognize that managers are the ones that are really working with systems there weren't like they're doing budgeting and ordering and directing and forecasting and scheduling where as a leader is really more about the people site of things and so leaders are leading people inspiring a vision creating a vision aligning people and so that's what's really important is if if managers have people that report to them they absolutely need to be a leader and they need to recognize what the needs of their followers are and be able to apply the right style of leader this mouton Blake leadership grid really kind of Maps takes that two-dimensional model to the next level and shows on a scale from 1 to 9 9 being high 1 being low in areas for concern for people versus concern for production it's kind of a simplistic approach to look at it that way but it really is important for whatever organization that you may be working for or with as a consultant that you help them realize how they may be negatively impacting a team by having the wrong style of leader or applying the wrong approach to leadership and so take a look at each of these different areas there is a right area for each of these in a wrong area to apply each of these leadership theories for instance Authority compliance 9 high in production 1 low in concern for people found it over here anyway so as you look at Authority compliance that really is what we would call sweatshop management you know the slide says efficiency and operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree and I when I do my leadership workshops or training leaders I often joke about that kind of looks like this hey Bob what the heck are you doing speed up I see that you cut your finger off put that darn thing in your pocket and wrap it up and get back to work you know and that's how I kind of imagined Authority compliance in it in a workplace where you're dealing with people were production matters you pretty much have to be an authority compliant leader because can you imagine taking a country-club approach in a sweatshop it would look something like this hey Bob how's it going today how's the wife and kids oh you're you're only here about 30 minutes late today that's all right can I get you a cup of coffee it's sure nice to see you today I can't wait for the rest of the employees to start working today I'm sure it's going to happen sometime did you hear if it's going to rain today so if you are in a competitive market where production really matters having that kind of approach probably wouldn't be so effective but can you imagine being in a a situation like a hospital where you are a hospital administrator and you're you're looking at the numbers and you're going oh my gosh we're only doing nine brain surgeries a week I'm going to get on dr. Bob right now dr. Bob come to my office you're only doing nine surgeries what the heck is going on we've got a business to run here if you're not doing 25 surgeries by the end of this week I don't care how great you are you're out of here that type of leadership probably isn't going to work and of course I'm dramatic so sizing what that looks like but in a situation like a hospital where you're dealing with highly talented people you probably want to take a more a little more hands-off approach and help people feel comfortable and that's why like in a country club like where you'd go golfing things are a little need to be a little more friendly or a lot more friendlier and than that so this slide says thoughtful attention to the needs of people for satisfying relationships leads to comfortable friendly organization atmosphere and work temple and so that's one concern for production nine concern for people down in the bottom is impoverished management and that slides it says one one low concern for people low concern for production exertion of a minimum effort to get required work done it's appropriate to sustain organizational membership so can you guys think of any environment where that style of leader would be appropriate all right I need a 10 page essay paper about that by the end of the week how about middle-of-the-road so the obverse management it's kind of I don't know of any industry but it doesn't seem like it's very efficient yeah it really isn't that's kind of a figurehead if you think about it and sometimes I think about like nonprofits for instance you've got nonprofits are extremely hard to manage because you've got such you're paying low wages to most of your people if they're even getting paid at all and then you have you have people who are coming in because they're wild about saving the kids or feeding the homeless or providing shelter or something whatever the organization is all about but if you go and you start telling people how to do their job people like are you kidding me I have a master's degree I could go someplace else and get paid three times more than this so sometimes having a hands-off approach is really kind of the best that you can do in a situation where you're dealing with people who you know have other choices for instance and so most people want to go to work and make a positive difference and that's one of the most important ideas behind organizational development and when people aren't doing what they're supposed to be doing it's probably because it cause an effect you know a leader has failed to provide the right type of leadership for a person or not listen to a person at the right time or not supported a person in the appropriate way and little things can turn into very big things and one person truly can make a difference in the long run and short-run we're going to talk about emotional intelligence in one of our live seminars and that really is an absolute crucial tool for top leaders to have and leaders at every level but the higher up you go in an organization the more emotionally intelligent you need to be middle-of-the-road management is really where I think we are in academia we at City University have to maintain our accreditation this doctoral program that you are in we have big plans for it we want your degree to be seen as extremely credible and so we need to be making sure that we are doing everything we can to make sure we're maintaining high and clear standards and at least as good as our competitors if not better and so I know that it kind of feels a little icky when I say hey you didn't quite meet that standard and I know that everybody in here is smart but at the same time if we pretended to meet standards that weren't really met our reputation of excellence would be shy of being excellent and so I try to be as gentle as I possibly can but we still you know I'm still a member of a team that I can't afford to be the weak link on and so with middle of the road knowing that Dean's don't want to lose great professors they need to kind of be gentle to Paul we need to make sure that we're following the rubric the rubrics have these specific things in there would you make sure that our students are meeting the standards of our rubric please yes I certainly will sir so it's kind of kind of that way if you push too hard you lose a good employee you don't push hard enough you lose you lose a good employee or you lose a system or a writer or privilege we can't afford to lose our accreditation we want all of our degrees at City University to be seen as the best of the best and so in academia and on time sure this is probably true in most organizations they kind of have to take a middle-of-the-road approach and that 5:5 says adequate organization performance is possible through balancing the necessary to work with maintaining morale of the people at a satisfactory level so having clear standards being gentle about how you approach meeting those standards is kind of important and that and the deal with leadership as you guys already know is a leader sets the example for the organization and how they approach things so leaders who are kind and gentle and thoughtful probably are treating stakeholder having those employees treat stakeholders that way leaders who are straightforward and are focusing on numbers and always pushing for more production probably have employees who are numbers oriented and pushing for more production and that's ideally according to the literature in most types of organizations and I said most and not all team management 99 is ultimately the goal high concern for people and high concern for production and that 99 in the top right hand corner says work accomplishment it is from committed people interdependence through a common stake and organization purpose leads to relationships of trust and respect and so each of us has probably worked in an organization where efficiency and effectiveness are both being stressed and especially today in today's global economy were almost every organization has competitors who are looking for ways to be leaner and meaner this is why I think it was Brad that was wisely reminding us that change is the only constant for any organization and this is why we really think at City University especially in this 21st century that having a doctorate in organizational development really helps you guys be able to know how to make organizations work better and and there's going to be a higher demand for experts who can help lead positive change so any yeah please where'd you do consider compensation for salary or benefits or whatsoever a bonus or Commission to be a part of a concern for people or is that interdependent of a concern for people so for example at Verizon where I'm at now I would say the concern for people is quite low however they're very low turnover because they're very generous with their compensation yeah that's really an interesting concept I would say that really is part of the the the whole package because being a leader action acts and symbols are things that help shape a leaders image so yeah if a leader is endorsing we give our our employees are our best asset we want them to have packages where their families are taken care of and have no worries about health and welfare absolutely as a leader it also has to do with how you treat employees how are you you building relationships and maintaining relationships do you see people as living human beings with lives and feelings or do you see them as people who punch a clock and they're only as good as their last bit of production so doesn't think that's a better look at it but yeah it's a really great point organizations today have to consider that if they want to have a competitive organization they have to be able to attract and maintain the best talent and if you're paying the wages that are standard in the end of three but your benefit package isn't up to par that may be the difference between getting someone who's going to help your organization maintain and grow or allow the competition to have it so I appreciate your perspective Brad that's a great insight this is Hershey and Blanchard situational leadership model this is my favorite model because I think this is the one that every leader at every level of the organization who has people reporting to them really has to consider on a deep level if you notice the arrow at the top of this screen has a d1 through d4 and it's pointing to a bull's-eye related to our task or goal that's what's important about this because if you consider the employee we're dynamic as an employee and that means we get better at doing things the more we do things but the very nature of today's workplace is we're doing more than one different task we have lots of different responsibilities so this theory from Hershey and Blanchard from the late 1970s and early 1980s suggests that as a leader we have to look at both the individual and the task the individual is working on for instance if you've had a veteran employee who's been working for you for 10 years and he or she is very very good at what he or she does they're a d4 employee they're highly competent and highly committed there's they're there they're there they're there being a steward of their department and what they do but say the company merges and new technology is brought in and that 10-year employee that you you're working with has to learn how to use a new computer program well that new employee for that particular task using that new employee program actually becomes the d one here and so according to this theory you need to be the director with this so I'm going to walk you through this situational leadership model a little bit notice the colorations of the boxes on the top and the boxes on the bottom the box on the bottom the bigger box is all about the leadership style that matches the box at the top so s1 is the style that the leader needs to be exhibiting d1 is related to the employee and and the level of that employees at the task so Tania quit yawning sorry alright so they say you hire a brand new employee to work on the digit the widget line that employee has never made widgets before she is a d1 according to this theory and as a d1 employee their low competence but high commitment why would they be high commitment anyone maybe because they're new they they want to you know really do a good job it just started they don't really know what to do or how to do it quite well yet but they have that commitment perfect thank you yeah absolutely yeah when you hire someone new they want to prove themselves they're highly committed so according to this theory you just need to be the director you need to be taking the time to walk the person through what his or her tasks are step by step by step you're directing do this do this do this do this you don't have to be saying that's good awesome good work well you got it good work you know it's all you got to do is really focus your time and energy on being that director well so you got this employee they've been working on that widget line for a couple of weeks now they're doing the same thing over and over and over again they're getting kind of good at it because they've been doing it for a while whatever that task is and they're a d2 employee they're low some calm competence and low commitment so you can see that there are low competence because they're not experts yet but why would they be low commitment you guys now maybe they feel like hey I think I figured it out so I can cruise now no that's the employee that needs a little bit of encouragement yeah sure absolutely and they may be like oh crap this is a job you know and so work is starting to feel like work so it's your job to recognize that that person needs some coaching and so it's important that the one thing that I think most organizations fail at from my experience is that they fail to give constant feedback and come back through and say you're doing this well you're not doing this well and you got to catch them at the right time so there's no set amount of time really where you come back and do coaching but you always have to be helping people know as a leader when they're doing good so that they can continue doing good and when they have areas for opportunity for improvement you come back around and say hey Bob what's going on you look like you really have this going you don't seem to be going as well as there's something I can help you with or I've been watching you do this can I show you an easier way to do that I don't want you to get tired here but you're showing some interest in the person you know and you think of about sports I'm not a big sports guy but sports analogies are really pretty awesome I mean you have to have a phenomenal coach to know what to say to the right employee at the right time to get them to do the right things and so that's essentially what you're doing as a coach so that you've caught the employee at the right times and they've managed to stay with the company for about two years and according to the literature you're going to find that it really does take about to an employee about on average about two years to be as good as the person that he or she is replaced and so once they've been at that job for a while and they're really becoming an expert they're high to moderate competence they've got everything down they make mistakes every once in a while but not very much but now they've got variable commitment why what's going on there they feel they have the they have confidence could be a false confidence to know they're the best at it in making you know they might be able to beyonder off a little bit but don't have an answer to everything even though they think they do sure absolutely any other thoughts on that that's true they might also be at the point where they've been there a while but they're watching other people maybe they're getting paid the same they're not doing this much work so they're thinking like in you know do I need it what will it get me if I work harder it do I see a future it might be right in that spot where they don't know if they're going to move forward or should he cut crews right now yeah you got it yeah I mean you really have to start thinking like an employee if you're going to be an organizational development consultant and you're a coach - very very smart people as an organizational development consultant and so training them to really be able to and this is about being empathetic but see things from the perspective of their other employees so that you can help them in making the decisions because in any organizations it's the result of a leaders and employees choices that you get the best result it's not what happens but it's in the decisions that are made and in everybody's career people start to want to be thinking about what are my possibilities what should I be doing this feels like like a job but can I do better than this or when is it going to be my time to grow with the organization and gain more responsibilities and so that really is your job as a leader is you need to be the supporter you don't have to tell a good employee who knows what he or she is doing for a particular task how to do his or her job but you do need to help the employee recognize their own personal value and that really is key everybody needs to recognize how what he or she does contributes to the overall success of the organization and so that's about giving more responsibility and helping people see that they have a future with the organization you're being authentic about it too you know you might say Bob Jane is going to die someday and when she goes you got her job of course I'm being a little tongue-in-cheek but whatever that looks like it's ideally if we want to help people be their very best we need to help them find their way in their organization and get them the skills and support that they need in order to grow with the organization after an employee has been with the company for a long time and let's say it's back to ten years at doing a particular job and they're really really good they're a d4 employee according to situational leadership they're highly competent and they're highly committed and these are the people who should be in charge of training other people and have more responsibility on the organization and so that's why as a leader you become the delegator the s4 and it's as low directive and low supportive because think about this let's say you are that d4 employee you know you're the best in the industry you've been there for a long time you've proven yourself you've paid your dues heck the industry journals are coming to you and writing stories about you and then your stupid boss the vice-president comes down he's got to earn his pay of course and he comes down and says Bob I see you're doing a good job there I read the article about you in in widget times but I think you ought to do what you're doing differently why don't you do it my way let me show you how to do your job the way that I think it should be done all right ladies and gentlemen which finger on your hand is Bob the D for employee going to be showing the bus yes the middle one probably and the boss who tried to be a d1 leader stepped out of line he did the wrong thing and he showed disrespect to that awesome d4 employee so you got to recognize that applying the wrong style of leadership could do damage he just that vice president just damaged the trust and levels that trust levels of that relationship with that employee but guess what that scenario that I brought up with the company's merging just happened and now Bob who was the expert as the senior widget guy in North America now has to learn a new software program that he has never had to use before so you have to go back to Bob being a d1 employee and you need to be the director if you are the expert using that software so can you see how this is such a cool model to use guys everyone shake your head yay okay lots of smiles I appreciate that so yeah that's her shin Blanchard situational leadership model Oh in the 1970s you probably heard this term all the time but servant leadership truly was becoming very very popular and it was originally coined by Robert Greenleaf but a lot of the work and servant leadership in the late 1970s and then into the believe it or not was done by Larry Spears and essentially this theory really is all about recognizing that as leaders if you learn to serve your employees you're empowering them and treating them the way you want them to treat their stakeholders and so the ten characteristics that you see here of a servant leadership are listening empathy healing awareness persuasion conceptualization foresight stewardship commitment to the growth of others and building community and that's a pretty big list but if you think about in an organization if you had leaders who were truly committed to helping their people be the very best they could and connecting people with their souls where they want to be the best that they can be because their leaders truly understood them they made time to listen to them they were aware of times when they need coaching and direction and help people see things in a much greater level I mean that's it's kind of inspiring to think about what could happen if everybody learned how to be a servant leader so Trust is very fragile relationships are fragile and Trust is the glue of all relationships organizations are weaker when people are working in silos are scared or don't know what or have to hide their mistakes because leaders aren't understanding or lying takes place and so there's lots of low levels of trust within the organization so leaders set the tone for culture to help shape the culture and climate in organizations and if you have a organization that is service oriented and the leaders are walking the walk and talking the talk people tend to stay with the organization longer that means keeping their talent in the organization and growing with the organization and helping find ways to make the organization even better because they're committed to it because leaders have earned that from their followers at every level so it's a pretty important leadership theory to consider also in the 1970s the world-famous transformational leadership model was born it was originally researched and wrote about by James McGregor burns in his book called transformational leadership and then the work was taken on by the late great Bernard bass who died just a few years ago and Bernard bass did the legwork in developing the framework for an assessment based on the work that he did and James McGregor Burns did to help analyze transformational leadership and transactional leadership styles to help people understand their Styles so that's really what a Bernard bass did and Bernard basses company was called mine Gardens so if you were interested in using the transformational leadership tool with your clients go to mine garden comm or you can google of course transformational leadership but essentially the M lq5 which was the tool that Bernard bass developed was an assessment tool that's been scientifically validated and tested to be able to help understand the different levels of transformational transactional leadership and part of that was inspirational appeal and characteristics of being proactive Democratic promoting harmony those character Report main characteristics he he coined as ideal East influence inspirational motivation idealize consideration and intellectual stimulation what is important to recognize of transformational leadership is it really is meant to be used for top levels of the organizations the e teams of organizations executive levels because they seem to have the biggest impact but it doesn't mean that leaders who are working in the mid level or frontline can't be transformational leaders but the studies are done and the intent for the transformational leadership tool really did focus on the top levels of the organization and it is I did my dissertation by the way using the ml q5 and it is a really interesting tool to be able to use for leadership training and development you know the ideally just like I said for the other leaders ship Styles is you got to be using the right style of leadership at the right time and if you understood what each of these dimensions of transformational leadership is about you've got more tools in your pocket to be pulled to pull out at the right time part of the transformational leadership theory is transactional leadership so Bernard bass talked about both of these styles and the mlq five measures transactional leadership and in there the dimensions that were measured really were about will reward being demonstrative goal setting and defining expectations the newest literature on transformational leadership suggests that transformational leaders often use transactional style leadership in order to get change done so transactional leadership is important transactional leadership is often used in lower levels of the organization do this and you'll get this reward here's my expectation do this or else and so that's essentially in a nutshell what transactional leadership is in a heartbeat and the mlq five also measures laissez faire as as the third factor in that so sometimes leaders need to be aware of the fact that they may be a hands-off leader when they really need to be a little more hands-on than they are or maybe they they're too transactional and they really need to trust that leaders are that their employees really can be more effective if you allow them to understand what your vision was and then you empowered them to make the right decisions and we're going to talk more about that in our seminar in two weeks where we're going to go over some more of the behavioral specifically motivational theories because these things work hand in hand with each other and you're constantly going to be listening to your clients or your colleagues and you're going oh here's here's a situation where this person should have done this instead of that that's really where we want to get you in our program is you use the theories that you're going to learn at as diagnostic tools and prescriptive tools so being able to diagnose diagnose what's going on using theory pulling it out at the right time and then prescribing the right prescription according to that theory that goes with it so it's really a powerful journey if you allow yourself to learn the theory again these theories if you don't have the book come from Peter guy Nordhaus brilliant writer and he's just done a lot of research on these leadership theorists that I've been mentioning by name and he's compiled them into an excellent book this final theory that we're going to talk about is the newest of the theories in Nord House's book and it's a by Bill George authentic leadership and it is exactly what it sounds like as most of these theories are you know it's a out really a leader being truly in in harmony with his or his or her authentic self it's about being self reflective and self-aware and transparent and conversations about what they what they want it's about building trust with employees and building your organization by surrounding yourself with people who have similar values and it what's really key about this leadership theory is that you really have to understand yourself first and be true to yourself before you can do anything else and when you're not happy you need to help align systems in order to help you be the very best you can be some of the best oh yes sir when at the end of whatever you set and post this up this video could you send that information or give us that information get on the book you just mentioned yeah absolutely it would make a if you're anything like me when I was in my doctoral program I just bought every single book on every topic that I could find and I've got bookshelves and bookshelves of books so yeah I'm happy to post that reference it's definitely one that you got to have especially if you're going to be in organizational development consulting them Nordhaus its current that's why really yeah it's been updated when I was in my master's program I in the 90s they were using it and he continues every year to update it and update it and update it so it's it's it's gotten a lot thicker throughout the years there's case studies in here to help you be able to understand how to apply it and there's also some diagnostic tools in there too some personal assessments that kind of give you an idea of what it looks like so you get a little taste of the mlq five you know what does that look like but yeah it's definitely one of those tools you want to pull off the shelf and really get to know some of the in and he does a good job of of doing scholarly writing by the way I mean he's comparing and contrasting he's talking about strengths and weaknesses in a critical thinking way so yeah Peter guy Nordhaus and the book is called leadership theory and practice so definitely one to have and I'll try to remember as I upload this PowerPoint for you to also leave you the reference for that so you can get it I love link it to Amazon I've spent Amazon should be giving me free books by now since I've been buying all this stuff from him but yeah it's the newest one and it really is about you know I can imagine coaching a leader to say what do you think why is this rubbing you the wrong way you know and so those are the kind of conversations that you should be having with your clients remember as an organizational development consultant you are being hired essentially to tell the top leader who's hiring you that he or she is right and even when they're wrong and it's usually their fault that problems are going the wrong way you're carefully guiding them through a questioning process where they go oh my god that was my fault how do you think I should fix that and then you are replying back oh you're right you're brilliant good job for recognizing that here's what I would do if I was in that situation let me tell you about authentic leadership it's about being true to you and being transparent and always recognizing that you have to be honest with yourself and everyone else at the same time let's see what we can do to get this fixed know it you can be a hero by being an organizational consultant but it what I have found it's about the quality of the questions that you ask it's about recognizing that you truly understand the theories don't don't blow off theory because it sounds theoretical really you I keep mentioning Evernote I don't own stock in Evernote by the way but it's a cool tool that I use to this day as I'm putting together books and I'm writing all the time or I've got Prez patience stored in Evernote if someone needs a presentation off the bat or if someone needs an article about something like oh yeah I wrote that about that let me let me email that to you and I've got it stored in Evernote in file folders so it's really a powerful tool that I highly recommend every doctoral student have especially if they're planning on using what they're learning to work with clients and you got to be adding value all the time when you're working with clients find ways to give free stuff to them all the time so that they're getting more than they bargained for all the time ideally you want to work with the client you know forever in a day constantly being there and being so good at what you do that your clients are recommending you to other people and so finding ways to constantly add value truly is how you become successful almost everybody I know who as an MBA has his or her shingle out and wants to get clients but really practicing the fundamentals of being the best of what you can be because you know the theory and you're constantly adding value and helping people come to the conclusions for themselves and eat because that that helps helps validate the fact that they are smart people like you know so here we are you guys we got two and a half minutes any questions for me before I let you go dr. Guevara this is Tonya Parker hi Miss Parker yeah my question would be as far as our great at papers the feedback that you provide I don't know how big of a storage that ever no holes but I don't want to put too much information in there to basically fill up the memory of it is it a cloud I'm just yeah it's a if yeah if you're using the free Evernote there is a limited amount of space but I think you could put hundreds of papers in the free version and not even worry about it I pay 59 dollars a year and I have unlimited space and I can use it on an unlimited amount of computers so you know if if you can afford $60 a year because you're you can justify using $60 worth a year it really would be worth you know paying that annual fee but I was on the free version forever and a day and I never filled it up and I have lots and lots and lots of stuff in my Evernote comm so I don't think yeah yeah load it up you're not going to fill it up and if you do fill it up while you're in our program that's probably telling you that you could justify paying that sixty dollars a year right so yeah I've never filled mine up and I was on the free version for years and years yeah any other questions send them to me via email or give me a call I don't get paid by the hour I I teach because I love to make a positive difference and I'm genuinely grateful for this opportunity and privilege to work with each of you so I'll do my best to help get you guys what you need but I don't know what I don't know unless you tell me so thank you so much for your valuable time ladies and gentlemen I'll see you online have a great day everyone take care

Channel: Applied Leadership

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Id: 6f6lDYGhEXI

Length: 60min 8sec (3608 seconds)

Published: Thu Apr 27 2017