Good evening po Prof. I am trying to send it po through iPad as the wheel won't copy paste po in the laptop, and hopefully the wheel of leadership will appear po thru the iPad. Thank you po so much.
SUMMARY OF LEADERSHIP LEARNINGS
BY LEADER DR. SUZETTE K. MUNOZ
A. COMPREHENSIVE SUMMARY
I. Difference between Traditional Leadership and Ignatian Leadership
Traditional Leadership: This is leadership involves 1) establishing a clear vision 2) sharing that vision with others so that they will follow willingly 3)providing the information, knowledge and methods to realize that vision and 4) coordinating and balancing the conflicting interests of all members and stakeholders.
Ignatian Leadership - Leadership that believes in the following precepts:
a. All of us are leaders by default. We may be doing it well or poorly. "Leadership is defined not by the scale of the opportunity but by the quality of response."
b. Leadership springs from within. All that we do is a kind of leadership. "Leader's most compelling leadership tool is who he or she is. A leader's greatest power is his or her personal vision, communicated by the example of his or her daily life."
c. Leadership is a way of living, and not just a thing that we do, but the way we do things. "Leadership is the leader's real life."
d. It is an ongoing process. We can never be a perfect leader, as we always transform to become better. "Personal leadership is a never ending progress that draws on continually maturing self-understanding."
II. Three (3) Components of Leadership:
1. CHARACTER – This defines who they are, what they stand for, and what they will and will not do. Leaders bring themselves to their work. The demands of leadership put leaders in positions that test their values and principles.
2. VISION – Leaders have responsibility for the success of the mission and for ensuring implementation of the strategic vision. Visionary leaders provide a compelling direction and focus. They talk about the "what" and "why" of the purpose or "raison d'etre." The visionary leader sees the future, develops a strategy for getting to that future, and establishes a plan for articulating that vision to others.
3. RELATIONSHIP EFFECTIVENESS – this is about working with employees, associates, team members, clients, suppliers, partners, communities, and others to get the job done.
If character supplies the heart, and vision the head, then relationship effectiveness supplies the feet. Without the feet, the idea, plan, and good intentions go nowhere.
III. Traditional Theories of Leadership:
1. "Great Man" Theory – it tried to understand personal characteristics of great leaders who lived in the past. Those characteristics include the innate qualities and characteristics possessed by great social, political, and military leaders such as Ghandi, Lincoln and Bonaparte. The fundamental principle of trait theory is that, a good leader was born as a leader and not made to be a leader.
2. Behavioral Leadership model – emphasizes the behaviors of the leaders or according to differences in the level of authority given to their followers. It has 3 styles: autocratic, democratic and laissez-faire.
3. Situational leadership model is another traditional approach. The style of leadership will be matched to the level of readiness of the followers. Here, the readiness is the "follower's ability to set high but attainable task related goals and a willingness to accept responsibility for reaching them."
4. Charismatic, Transformational and Transactional leadership models are the main contemporary models of leadership and these models argue that the effective leaders are the people who can manage followers and take effective decisions in complex, challenging, and changing situations.
IIII. Discovering Your Authentic Leadership:
We have all the capacity to inspire and empower others. But we must first be willing to devote ourselves to our personal growth and development as leaders.
• The journey to authentic leadership begins with understanding the story of your life. Your life story provides the context for your experiences, and through it, you can find the inspiration to make an impact in the world.
• The traits of an authentic leader include: a) has a passion for purpose b) practice values consistently c) lead with hearts and head d) self-discipline to achieve results e) has meaningful relationship
• Steps to take today, tomorrow or over the next year to develop your authentic leadership:
a) Balancing your extrinsic and intrinsic motivations b) Building your support team c)Integrating your life by staying grounded d) Empowering people to lead
V. Relationship of Hope for the Flowers regarding Leadership Journey
Hope for the Flowers is a story of hope and transformation. Just like the caterpillars that have emerged from their cocoons and transformed into butterflies (that pollinate flowers to fertilize and reproduce), leaders bring hope by serving as catalysts for change and transformation for the betterment of everyone and everything around them.
VI. Four (4) Components of Heroic Leadership – by Chris Lowney
A. Self-awareness – Leaders understand who they are, what they value, their strengths, and weaknesses
B. Ingenuity – Leaders are open and adapt to changes and new ideas. They are always ready to respond to new opportunities.
C. Love – Effective leaders know how to respect, value, trust, and truly care for one's well-being, which are expressions of love.
D. Heroism – Endeavor to conceive great resolves and elicit equally great desires. Leaders aim high. They do not just wait for watch things happen. They make things happen.
Infinitely more valuable than the plan, product, and capital the Jesuits so obviously lacked was what the founders did have: uncompromising commitment to a unique way of working and living, to a life that integrated four leadership principles – self-awareness, ingenuity, love and heroism. These four principles made all the difference.
VII. What Makes a Leader
IQ and technical skills are important, but emotional intelligence is the sine qua non of leadership. Emotional intelligence is a group of 5 skills that enable the best leaders to maximize their own and their followers' performance:
The Emotional Intelligence (EI) Skills are:
• Self-awareness – knowing one's strengths, weaknesses, drives, values, and impact on others
• Self-regulation – controlling or redirecting disruptive impulses and moods
• Motivation – relishing achievement for its own sake.
• Empathy – understanding other people's emotional make-up
• Social skill – building rapport with others to move them in desired directions.
VIII. What Makes an Effective Executive
What effective leaders have in common is that they get the right things done inthe right ways by following 8 simple rules:
* Ask what needs to be done* Ask what's right for the enterprise
* Develop action plans * Take responsibility for decisions
* Takes responsibility for communicating. * Focus on opportunities not problem
* Run productive meetings * Think and say "We," not "I."
IX. What Leaders Really Do
Management and Leadership both involve deciding what needs to be done, creating networks of people to accomplish the agenda, and ensuring that the work actually gets done. Their work is complementary, but each system of action goes about the tasks in different ways.
Difference between Management and Leadership:
MANAGEMENT
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LEADERSHIP
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1. It is about coping with complexity; it brings order and predictability to a situation
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It is about learning how to cope with rapid change.
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2. It involves planning and budgeting
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It involves setting direction.
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3. It involves organizing and staffing
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It involves aligning people
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4. It provides control and solves problems
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It provides motivation
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X. The Work of Leadership
Adaptive work is tough on everyone. For leaders, it's counterintuitive. Rather than providing solutions, you must ask tough questions and leverage employees' collective intelligence. Instead of maintaining norms, you must challenge the "way we do business." And rather than quelling conflict, you need to draw issues out and let people feel the sting of reality. For employees, adaptive work is painful – requiring unfamiliar roles, responsibilities, values and ways of working.
Six principles to follow to ensure that the leader and her followers embrance the challenges of adaptive work:
1. Get on the balcony – Don't get swept up in the field of play. Instead, move back and forth between the "action" and the "balcony." This high-level perspective helps you mobilize people to do adaptive work.
2. Identify your adaptive challenge – identifying your adaptive challenge is very crucial to the company. For the strategy to succeed, the company's leaders needed to understand themselves, their people, and the potential sources of conflict. It is recognized that strategic development itself requires adaptive work. Solutions to adaptive challenges reside not in the executive suite, but in the collective intelligence of employees at all levels.
3. Regular distress – To inspire change without disabling people, pace adaptive work by: a) First, let employees debate issues and clarify assumptions behind compelling views safely; b) Then provide direction by defining key issues and values and control the rate of change; c) Maintain just enough tension, resisting pressure to restore the status quo.
4. Maintain disciplined attention – Encourage managers to grapple with divisive issues rather than indulging in scapegoating or denial. Demonstrate collaboration to solve problems.
5. Give the work back to employees – to instill collective self-confidence versus dependence on you, support rather than control people.
6. Protect leadership voices from below – don't silence whistle-blowers, creative deviants, and others exposing contradictions within your company. Their perspectives can provoke fresh thinking.
XI. Why Should Anyone Be Led by You
Leader can't get anything done without followers, and in these empowered times, followers are hard to find except by leaders who excel at capturing people's hearts, minds and spirits. As leaders, apart from needing vision, energy, authority and strategic direction, you have to have these 4 additional qualities:
a) Show you are human, selectively revealing weaknesses b) Be a "sensor" collecting soft people data that lets you rely on intuition c) Manage employees with "tough empathy". Care passionately about them and their work, while giving them only what they need to achieve their best. d) Dare to be different, capitalizing on your uniqueness
XII. Crucibles of Leadership
One of the most reliable indicators and predictors of true leadership is an individual's ability to find meaning in negative events and to learn from even the most trying circumstances. Such transformative events are the crucibles of leadership.
Essential Leadership skills that enable leaders to learn from adversity: 1. Engage others in shared meaning 2. A distinctive compelling voice 3. Integrity 4. Adaptive capacity
XIII. Level 5 Leadership
Level 5 leadership is Jim Collins' term for the leadership demonstrated by leaders of what he defines as ""great"" companies, those that have gone from "good" to "great." The previously good companies had to be led to greatness, they were not just born into greatness. It challenges the assumption that transforming companies from good to great requires larger-than-life-leaders. The leaders that came out on top in Collins' five-year study were relatively unknown outside their industries. The findings appear to signal a shift of emphasis away from the hero to the anti-hero.
According to Collins, humility is a key ingredient of Level 5 leadership. His simple formula is Humility + Will = Level 5.
Leader 5 leaders blend the paradoxical combination of deep personal humility with intense professional will.
XIV. In Praise of the Incomplete Leader
Incomplete leaders find people throughout their company who can complement their strengths and offset their weaknesses. To do this, understand the four (4) leadership capabilities organizations need, and then diagnose your strength in each.
1. Sense-making – Constantly understanding changes in the business environment and interpreting their ramifications for our industry and company
2. Relating – Building trusting relationships, balancing advocacy (explaining your viewpoints) with inquiry (listening to understand others' viewpoints), and cultivating networks of supportive confidants.
3. Visioning - Creating credible and compelling images of a desired future that people in the organization want to create together
4. Inventing – Creating new ways of approaching tasks or overcoming seemingly insurmountable problems to turn visions into reality
XV. Peter Drucker 25 Life Lessons on Management/Leadership
Lesson 1 – First know what's right Lesson 2 - Boundary conditions for effective decisions Lesson 3 - Know thy time Lesson 4 - What our business is, will be, and should be Lesson 5 - Develop disagreement rather than consensus Lesson 6 - Effectiveness over universal expert Lesson 7 - Focus on the customer Lesson 8 - Manage by objectives Lesson 9 - Planned abandonment Lesson 10 –Productivity objectives Lesson 11 –Innovation objectives Lesson 12 –Resource objectives Lesson 13 – Social responsibility objectives Lesson 14 – Leadership is defined by results only Lesson 15 – Opinion over facts Lesson 16 – Effectiveness over efficiency Lesson 17 – Importance of knowledge Lesson 18 – Employees are assets Lesson 19 – How much profit do you really need to make? Lesson 20 – 5 bad entrepreneurial habits Lesson 21 – Non-profits provides fulfillment Lesson 22 – Learning is a lifelong process Lesson 23 – No plan means no commitment Lesson 24 – Of those things, which are right for me? Lesson 25 – Service to others
XVI. The Dangers of Leadership – The Heart of Danger
a. Leadership is dangerous – you appear dangerous to people when you question their values, beliefs, or habits of a lifetime. You place yourself on the line when you tell people what they need to hear rather than what they want to hear.
b. The Perils of Adaptive Change – the single most common source of leadership failure identified is that people, especially those in positions of authority, treat adaptive challenges like technical problems.
c. Going beyond your authority – Thus, leadership requires disturbing people, but at a rate, they can absorb.
d. At the Heart of Danger is Loss – Change challenges a person's sense of competence. Habits, values, and attitudes, even dysfunctional ones are part of one's identity. To change the way people see and do things is to challenge how they define themselves.
XVII. 7 Masteries that a Leader Should Have
1. Learning to Think – by using the five senses; syllogism and inductive; deductive reasoning; critical, creative, systemic, integrative, and associative thinking
2. Learn to intuit – to see from within, develop the sixth sense
3. Learn to feel – grow in grace through sympathy, and empathy, mastering adverse emotion
4. Learn to do - Learn before doing (Business and strategic planning); Learn while doing (problem solving process, PERT-CPM, ganti chart, pareto Principle, Decision tree); and Learn after doing (audit, performance evaluation, post mortem review and standard setting)
5. Learn to communicate – learn how to receive messages, make speech, deliver a unique message, and resonate with the audience
6. Learn to lead – taking responsibility of self and others, be inspirational and transformative leader
7. Learn to be – to be curious and be a child again with a sense of wonderment, develop a vision-mission in life, how the low and high points in life made one fail or succeed? Leave a legacy.
XVIII. What are Defining Moments? Why are they important?
Defining moments are memorable, life changing decision, event, or action that alters the course of our life or are simple moments that define who we are.
They are important for the following reasons: * they can be used to discover your purpose in life * they can help you to define your special "niche" in life * they not only challenge you and force you to rethink your assumptions, your beliefs and even your values, but also force you to grow and change. But it is not the moments themselves that define us, it is how we respond to them, how we choose to redefine ourselves and restore our equilibrium, that really defines who we are.
XIX. Enneagram and Genogram:
This is the first time in my life that I was exposed to enneagram and genogram. It was noteworthy to know that I am Type 2, which confirms my being a servant-leader. Type 2 signifies being a Helper. People of this type essentially feel that they are worth insofar as they are helpful to others. Love is their highest ideal. Selflessness is their duty. Giving to others is their reason for being, involved, socially aware usually extroverted. They are the ones who would go an extra miler to help out a co-worker, or friend in need. I believe I have all these traits of type2 and I am blessed to have this type of personality.
I could also be Type 3, the Achiever being my second highest in the test. Of the characteristics of type 3, the ones I possess are: focused on the presentation of success to attain validation; frequently hardworking, competitive, and are highly focused in the pursuit of their goals; they know how to present themselves, are self-confident, practical, and driven; they have a lot of energy and often seem to embody a kind of zest for life that others find contagious.
Having known what genogram is, I now know that it is a family tree that comes alive. It is through tracing my genogram that I am able to prove that I am both a born leader and a made leader through the circumstances and defining moments in my life that defined my being a servant-leader.
B. INTEGRATIVE SUMMARY
Leadership is about a journey, not a destination. With an integration of all that I have learned from this leadership class as I have discussed in the comprehensive summary based on all the readings, blog sessions, and inspirational and motivational sharing/s of our Professor, as well as the various experiences learned from co-leaders, I am coming up with My Wheel of Leadership, which I hope to follow now primarily for our company, SFUC Group of Companies, being their Leader, President & CEO, in pursuing the new vision and mission statement of our organization.
As my integrative summary, I am presenting to you "My Wheel of Leadership"
The essentials of a an effective and successful leadership involves leaders possessing Leadership and Personality Traits which they will utilize to Collaborate with others in order to develop a shared Vision and engage in the experience of Learning to further enhance the vision and mission statement of the organization.
VG. Amazing. Great
MY WHEEL OF LEADERSHIP
My Wheel of Leadership begins with:
LEADERSHIP and PERSONALITY TRAITS
The leadership and personality traits, which I believe are significant if one desires to be a successful and effective leader. In order to achieve, what at times must feel like a Herculean task, it is very important and necessary for a leader to possess the following leadership/personality traits:
* Being a man or woman of Character
* Self-awareness - understand who they are, what they value, knowing their strengths and weaknesses
* Ingenuity – open and adapt to changes and new ideas
* Love – know how to respect, value, trust & truly care for one's wellbeing
* Heroic – endeavor to conceive great resolves and elicit equally great desires
* Motivated – relishing achievement for its own sake
* Empathic – understanding other people's emotional make-up
* Courageous - great courage to make judgment calls and to be prepared for any outcome
* Confident – seeing beyond discrimination, pain and personal experience to have vision, and the confidence to do something about it
* Humble - Humility is a key ingredient of Level 5 leadership – leaders direct their ego away from themselves to the larger goal of leading their company to greatness.
* Skilled & knowledgeable – possessing the necessary skills, reproducing practices & procedures to complete work & being able to articulate to others what procedures are being followed
* Resilient - also determined. Great leaders have been well prepared for success by prior failures and that it is this failure that breeds resilience and determination.
COLLABORATION
These leadership and personality traits provide leaders with the skills to collaborate with others to show empathy and compassion. To be able to achieve this, leaders need to engage in active listening to appreciate different perspectives or ideas presented. Leaders also need to team work and do networking in order to build a commitment to the vision and task at hand and to engender advocacy. Relation Effectiveness, which involves working with employees, associates, team members, clients, suppliers and other stakeholders to get the job done is very important.
Collaborative leadership is the capacity to engage people and groups outside one's formal control and inspire them to work toward common goals, despite differences.
VISION
Leaders need to develop a vision that is strategic, that seizes opportunities, that is informed by many perspectives and ideas, is inspiring and insightful, and thus, by its very nature, seeks to influence the key stakeholders.
Vision is the organization's mission statement, its primary values, reflecting the expectations and interests of the leader as well as its followers, and articulating "a common caring" of the organization's members. It is the role of the leader to conceive and articulate this vision, embodying the goals of the organization, and to be aware of the needs and expectations of the people involved and the environment around him.
LEARNING
To support this vision, a leader must be prepared to partake in the act of learning. Learning for themselves, for their own personal development so they can be role models to others and be able to support the learning of others. This learning can then be achieved through advocacy, sponsorship, mentoring and coaching. It is through these strategies that the learner stretches their own perceptions, knowledge, and beliefs about the world and is empowered to grow and develop their understandings.
One of the key ways to make your organization a living, breathing learning environment is to give the people a chance to learn from your experiences as well, even the missteps. Turn mistakes and challenges into "teachable moments." No one is perfect, and how you resolve problems is as important as the impact the mistake itself has made. Encourage collaboration and mentoring to produce peak performances. Leaders should foster a life-long learning legacy in your organization and in your community.
CONCLUSION:
Before this Leadership Class, I thought I knew almost everything already about being a leader, but I was wrong! It is a tremendous blessing and privilege to have gone through this Leadership Class as a core subject of AGSB Regis Executive Program because it has opened my whole being on so many more learning/s that could the more motivate me to be the authentic servant-leader God purposed me to be to carry on with my advocacies in life. I must admit that I practically told myself that there is so much to read and do in this leadership class, not knowing that after going through all of them, the comprehensiveness of the lectures through reading materials, the blogs, all made me realize how meager my knowledge was on leadership. I am thankful for the comprehensiveness of the lectures and the manner of conduction of the learning/s by Professor Saguinsin who had made it easy for us to comprehend. There is so much room to improve after this Leadership class, and definitely there is so much more to teach and impart to others about the essentials of leadership. After this leadership class, I must admit I am a more learned leader who will continue to lead from the heart.
Thank you so much Prof for encouraging and motivating me to make "My Wheel of Leadership." I have never been exposed to a wheel of leadership prior to this class.
Being a true leader is the legacy I want to leave to my children, so they can continue or even surpass what I have started.
Thank you God and AGSB for Professor Saguinsin and for this Leadership Class.
Sent from my iPad 4
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