Leadership Study Guide

5 Leadership Practices Model the Way, Encourage the Heart, Enable Others to Act, Challenge the
Process and Inspire a Shared Vision.
Haidt Haidts work discusses the multiple aspects of the self that drives the individual. He draws upon
Platos metaphor of the charioteer controlling one horse by the whip (the horse that behaves on his
desires) and the other one with words (the horse that behaves in accordance to the mission). He also
mentions Freuds Id, Ego and Super Ego. He then uses his own metaphor of a rider on an elephant.
Though the rider works to control the elephant, whatever the elephant wants to do it will ultimately do.
This is to say that there are two main parts of you that you must be aware of, your upper level-goal
driven ideals and your impulsive and emotional side.
Heifetz Heifetz talks about authority and how authority does not equate to leadership. He starts with
a summary of authority in other primate cultures /groups including Gorillas (silverback male) and
Chimpanzees, but they do not have direct carry over to humans because of complexities in human
interaction, potential for larger groups and because of social Darwinism (someone should lead and
dominate so those that do were more fit to). However Authority should not be confused with
dominance which is an environmental control but not necessarily institutionally appointed (like an
authority is). People grow up within a society that is run based on authoritative control and they tend to
abhor authority later. However, the flipside is that those same authority roles can be used simply as a
mean to set social norms. Especially during times of stress where a new authority is likely to be needed,
charisma is a big key to acquiring such a role.
Authorities and their subordinates depend on each other out of necessity. If one does not abide to their
expectations their relationship breaks down. This is especially the case when the authority does not
have the solution and thus we perpetuate the cycle and look for another authority to replace the
current one (who we tend to blindly believe in more due to charisma effects). He also goes on to discuss
3 types of problems Type 1 being technical ones that have a specific solution, Type 2 being an adaptive
one that is definable but doesnt have a clear solution and Type 3 which isnt definable at all. It is in this
3 case that leadership is required to define the problem and find its potential solutions. You must be
able to recognize the difference btwn adaptive and technical problems because each requires a different
response.
Creative Tension This relates to visions (be them organizational or personal) in saying that there is a
current reality and an idealized image of the future. If they are un-tethered then it doesnt allow for
growth because there is no clear path to achieve it. If they are too close and muddled then it becomes
difficult to distinguish from the current and is hard to energize and stimulate. But if they are far enough
apart it can energize you (or the org) and understand the gap in going from the current to the future
that will allow for more results, thus producing more energy etc.
Leadership Challenge In chapter 4 it is all about Modeling the way and setting the example. It is
important to lead by example because it shows your seriousness, builds credibility and helps to inspire
others. This includes showing others the importance of self improvement (asking questions and looking
for feedback to improve). Modeling the way makes it more accessible for identification and for
understanding that it is possible.
In chapter 5 the topic of envisioning a future is highlighted. To do this you must 1) Imagine the
possibilities (including looking backwards to think ahead AKA Janus Effect) and 2) Find a common
purpose (this means listening to others, determining what is important and asking for others to commit)
Positive Leadership the prospect of positive leadership is to focus on improving the capabilities of
human performance. This is done through 3 means, focusing on positive deviant performance (ie stuff
way above the norm), affirmative bias (focusing on current strengths and growth as much as on
impediments and obstacles) and focusing on being virtuous. Instilling this positive leadership should be
done through creating a positive environment that promotes the growth mindset and positive thinking.
The bad is stronger than the good is a known psychological effect that it is easier to focus on negative
things because they are detrimental. Positive leaders though shine because they are able to address the
negativity but do not dwell on it and bring in positivity to brighten it. 3 things to set this climate are
compassion, gratitude and forgiveness. These things should all be modeled and encouraged.