Together we will explore links between our perceptions of leaders and leadership abilities
If leaders focus on vision and the longer horizon while managers focus on execution, why is leaders' tenure inversely proportional to managers' tenure?
Hierarchical dynamics associated with pyramids or funnels minimizes the number of leadership spots in an organization and now there's data and analysis (see Kaplan and Sorenson optional article link below). The factors exhibited by people who get to the C-Suite, may or may not be the traits needed to excel upon arrival, and the ongoing debate seems no sign of resolution either. Emergent findings in neuroscience and learning that's shifting attitudes, the topic of leadership warrants a deeper look.
The Center for Creative Leadership research found that 70% of what leaders say they know about leadership, they learned from books or experience. Where's the rest?
Linda Ginzel's 25 years of research at Chicago Booth views leadership through the lens of social psychology and not as an amalgam of traits and competencies.
She questions the notion that aspiring leaders should seek to develop areas of their personality that they feel are "not up to par." "While self-understanding and personal development are important goals, there is a big problem with this approach. No one has ever figured out how people might go about acquiring a new trait, or whether attempts to develop such traits actually lead to more successful outcomes for individuals or their organizations," she writes.
REGISTER* for the peer discussion and preview the accompanying articles** listed below
Together we will explore links between our perceptions of leaders and leadership abilities, such as:
•Should we promote and reward makers or scalers?
•What does the title executive imply, and
•What actions/activities best promote strategic capabilities necessary to business success?
*Seating is limited to 20, and building security requires advance registration. If your schedule changes, please let Rachel know so she can give your seat to someone else. Address any further questions or suggestions to Rachel Kaberon email@example.com
We encourage you to check out the blog, where you can see past topics and review ideas shared in previous discussions at strategyinsight.wordpress.com
NOTE: May's discussion about Uncertainty and June's focus on leadership inspired several inquiries about discovery learning and specifically the value of simulations as practice and learning tools. As a result, the strategy discussion will host a special workshop and offer to experience simulation game learning followed by a debrief. Depending on demand, the workshop may be offered on multiple dates and times to accommodate more of individual's schedules. Any questions, interest in helping or hosting? Please let Rachel know. Reach her via email at firstname.lastname@example.org
See articles posted on CBAC website to be read prior to event.