Leadership Development in Balance: MADE/Born

by Avolio; Bruce J.

• ISBN13: 9780805832839
• ISBN10: 0805832831
• Edition: 1st
• Format: Hardcover
• Copyright: 2004-11-30
• Publisher: Psychology Pres

Summary

There are five case studies used in the book: high-tech executives, community leaders, correctional service supervisors, bank managers in Canada, and platoon commanders in Israel. Each example is used as a general basis for discussing how people develop their leadership potential, and as models of training and evaluation.

Author Biography

Bruce J. Avolio is the Clifton Chair in Leadership at the College of Business Administration at the University of Nebraska at Lincoln. In addition, he is also Director of the Gallup Leadership Institute, Co-Director of the UNL and Gallup MBA/MA program in executive leadership, and Director of the Ph.D. program with a specialization in leadership at the College of Business Administration at UNL. He is a division chair at the Academy of Management, a fellow of the Society for Industrial and Organizational Psychology, and has an international reputation as a researcher in leadership.

Table of Contents

Preface	p. xiii
Stretching Views of Leadership Development	p. 1
Are Leaders Born Versus Made?	p. 2
The Leadership Development Equation	p. 3
An Architectural Rendering of Leadership Development	p. 4
The Depth and Breadth of Leadership Development	p. 6
The Components of Leadership Development	p. 8
Promoting Self-Reflection	p. 10
Design and Outline of Book	p. 11
The Life Stream	p. 12
Working With What We've Learned	p. 13
STAARR Report	p. 13
One's Life Stream	p. 15
How Differences Make a Difference	p. 15
Life Is the Training Program in Which Leadership Development Is Embedded	p. 17
Living and Learning From the Event	p. 18
Applying the Life Stream to the Leadership Training Process	p. 20
Making Sense of One's Perspective	p. 20
The Life Model in Stream	p. 21
Adjusting the Life Model	p. 24
Refocusing One's Internal Model	p. 26
Trigger Events	p. 28
Individual Life Models Versus Collective	p. 30
In Summary	p. 31
Mr. C	p. 32
An Exercise for You	p. 33
Steps in AAR	p. 34
The Selfs: Image, Reflection, and Discovery	p. 35
My Range of Possible Selves	p. 36
Nurturing the Self	p. 37
Exploring the Components of the Self	p. 39
When We Need to Redefine	p. 41
The Double-Edged Sword of Inspiring Leadership	p. 44
Driving Toward and Through Learning	p. 46
Getting Into Self-Reflective Mode	p. 48
Seeing AAR Up Front and Close	p. 51
Using the AAR Process	p. 52
Collaborative Self-Reflection	p. 53
E-Leadership	p. 54
The Three Selves	p. 55
A Founder's Legacy	p. 56
Self-Reflective Exercise	p. 58
Building Perspective	p. 59
The Four Lenses	p. 60
Digging Deeper Into Transforming Leadership	p. 61
How Would You Describe Your Lens?	p. 62
Real Development	p. 64
A Great Example of Perspective-Taking Shift Up	p. 65
Looking Back at Lenses That Have Shaped Your Development	p. 66
Creating a Loose-Tight Fit	p. 67
A Program for Developing Perspective-Taking Capacity	p. 70
Working on the Holy Grail of Leadership Development	p. 74
Making Perspective Shift	p. 77
Feedback to Inch and Leap Forward	p. 79
Feedback on Feedback	p. 79
Feedback as a Reduction in Variance	p. 81
Sensing the Organization's Pulse	p. 82
How Organizations Use Feedback and Could Use It to Accelerate Leadership Development	p. 85
Getting Feedback in Stream at the Point of Readiness	p. 89
Feedback and Training Boosters	p. 90
Practice With Feedback	p. 91
Reflection	p. 93
Leaders' Adjustments to Followers' Behaviors	p. 95
Leadership Viewed as a Process	p. 98
Demonstrating the Importance of Self-Reflection	p. 100
The AAR on AAR	p. 103
How Leadership Creates the DNA of an Organization	p. 104
Using GTE as an Example	p. 105
Summary Points on Self-Reflection Process	p. 108
Leadership and Wisdom	p. 110
An Exercise to Get You Going on Self-Reflection	p. 111
Using the AAR Process	p. 111
Facilitator's Role in the AAR-A Structured and Purposeful Dialogue	p. 112
Mistakes and Trust	p. 113
Mistakes and Learning Potential	p. 115
Creating the Glow of Leadership	p. 117
When It Is Time to Make a Mistake	p. 118
A Time Between Times	p. 121
The Pendulum of Trust	p. 123
A Growing Need for Transparency and More Information	p. 125
Changing People Changing Leadership	p. 132
An Exercise for Building Trust	p. 138
E-Leadership Is Leadership Plus	p. 139
Examples of Technology Changing the Conditions for Leadership	p. 140
Two Systems on a Collision Course	p. 142
Role of Leadership in Transforming Social and Technical Systems	p. 144
The Great Leadership Migration	p. 145
Detailing the Coevolution Process	p. 147
A Hypothetical Situation	p. 154
A Virtual Team Exercise	p. 158
Leadership Development: What We Know We Know So Far	p. 160
Fool Proof Leadership Development: 100% Reliable	p. 166
What Can You Try to Boost Your Leadership Development?	p. 170
Summary of Questions	p. 171
Defining Leadership Development at an Individual Level	p. 174
Developing Leadership at a Dyadic Level	p. 175
Developing Leadership at a Group Level	p. 176
Strategic Level Leadership Development	p. 177
Raising Leadership Development to Strategic Levels	p. 178
What Is Strategic Leadership?	p. 180
Some Realistic Examples	p. 183
A Strategic Leadership Development Exercise	p. 189
Down Stream Along the Full Range of Leadership	p. 191
Idealized Leadership	p. 196
Inspiring Leadership	p. 196
Intellectual Stimulation	p. 196
Individualized Consideration	p. 197
Research Supporting What Has Been Said	p. 205
Chapter 1	p. 205
Chapter 2	p. 206
Chapter 3	p. 207
Chapter 4	p. 208
Chapter 5	p. 209
Chapter 6	p. 211
Chapter 7	p. 212
Chapter 8	p. 214
Chapter 9	p. 215
Chapter 10	p. 215
Chapter 11	p. 217
References	p. 218
Recommended Readings	p. 222
Index	p. 225
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