Location via proxy:   [ UP ]  
[Report a bug]   [Manage cookies]                
Scribd Logo
Upload

Welcome to Scribd!

  • 66 views

    LGO Leadership: An Introduction To A Two-Year Journey: Jan Klein Session 1

    Uploaded by

    eviroyer
    This document provides an overview of the LGO Leadership curriculum and two-year journey. It discusses the history and philosophy of developing leadership skills through experiential learning opportunities. The curriculum is integrated throughout the LGO program and focuses on applying theoretical frameworks to real-world practice through activities like Tiger Teams and internships. It also outlines the various leadership perspectives and frameworks that will be covered, including distributed leadership, transformational leadership, and leading change. Students will create a personal leadership development plan and have multiple chances to develop and reflect on their leadership skills over the two years.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PDF, TXT or read online from Scribd

    LGO Leadership: An Introduction To A Two-Year Journey: Jan Klein Session 1

    Uploaded by

    eviroyer
    66 views28 pages
    This document provides an overview of the LGO Leadership curriculum and two-year journey. It discusses the history and philosophy of developing leadership skills through experiential learning opportunities. The curriculum is integrated throughout the LGO program and focuses on applying theoretical frameworks to real-world practice through activities like Tiger Teams and internships. It also outlines the various leadership perspectives and frameworks that will be covered, including distributed leadership, transformational leadership, and leading change. Students will create a personal leadership development plan and have multiple chances to develop and reflect on their leadership skills over the two years.

    Original Description:

    Conventional Air

    Original Title

    MIT15_317SUM09_lec01

    Copyright

    © Attribution Non-Commercial (BY-NC)

    Available Formats

    PDF, TXT or read online from Scribd

    Did you find this document useful?

    Is this content inappropriate?

    This document provides an overview of the LGO Leadership curriculum and two-year journey. It discusses the history and philosophy of developing leadership skills through experiential learning opportunities. The curriculum is integrated throughout the LGO program and focuses on applying theoretical frameworks to real-world practice through activities like Tiger Teams and internships. It also outlines the various leadership perspectives and frameworks that will be covered, including distributed leadership, transformational leadership, and leading change. Students will create a personal leadership development plan and have multiple chances to develop and reflect on their leadership skills over the two years.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    66 views28 pages

    LGO Leadership: An Introduction To A Two-Year Journey: Jan Klein Session 1

    Uploaded by

    eviroyer
    This document provides an overview of the LGO Leadership curriculum and two-year journey. It discusses the history and philosophy of developing leadership skills through experiential learning opportunities. The curriculum is integrated throughout the LGO program and focuses on applying theoretical frameworks to real-world practice through activities like Tiger Teams and internships. It also outlines the various leadership perspectives and frameworks that will be covered, including distributed leadership, transformational leadership, and leading change. Students will create a personal leadership development plan and have multiple chances to develop and reflect on their leadership skills over the two years.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 28

    LGO Leadership: An Introduction to a Two-Year Journey

    Jan Klein Session 1

    Todays Agenda

    LGO Leadership Vision & Roadmap


    Overview of Leadership Perspectives

    LGO Leadership - A Work in Progress


    History
    Student initiated Viewed by Governing Board and Operating Committee as pivotal and essential to LGO program

    Leadership Development Philosophy


    Skill development

    Tools/ Frameworks

    Knowledge Reflection

    Results Practice 3

    LGO Leadership Curriculum


    Integrated into the fabric of the program
    Builds upon your experiences
    Support mutual learning from each other

    Focus on implementation and making things happen


    Grounded in solid theoretical foundations translated into practice Multiple opportunities to practice leadership

    Builds upon LGO utilization research

    Shaped by Leadership Committee based on student feedback


    Your active participation is key in shaping your leadership experience

    How important is the L in LGO to you personally?

    What do you personally want to take away from your LGO leadership experience?

    Leadership Reflections from Prior Classes


    In the past, I believed that some people were natural

    leaders and others were not. LGO taught me that


    leadership is not that different from any other skill;

    you have to practice to get better. This sounds so


    simplistic, but the idea of actively trying to improve my leadership skills instead of just hoping that they improved on their own over time was actually a new idea to me.
    6

    A Two Year Journey


    First Year Summer
    Universe Within
    Leadership Foundations Personal Leadership Development Plan

    Fall
    Organizational Processes
    Communications LGO Leadership & Ethics Seminar

    IAP
    Plant Tour Leadership Debrief
    Learning from SYs

    Spring
    Tiger Teams LGO Seminar Leading from the Middle

    Sloan Leadership Electives


    Internship Prep

    Leadership Journals LGO Committees and Activities LGO ProSem - Leadership Speakers

    Second Year

    Summer
    Internship

    Fall

    IAP
    Cross Class Exchange

    Spring
    Reflection and Moving Forward Tiger Teams LGO Seminar Leading from the Middle 7

    Leadership Webcasts and Coaching


    Cross Class Exchange Core Elective Practice Field

    Leadership Committee
    Coordination of LGO Leadership seminars
    Ethics and Leadership with Don Davis & Bill Hanson Leading from the Middle Tiger Teams

    Curriculum review & improvement recommendations


    Leadership Reaction Course Leading from the Middle Leadership Lab

    ROTC IAP seminar

    Alumni mentoring program


    Coordination with SDM and Sloan leadership activities
    8

    15.317
    Spans the entire two years
    This Summer and Spring 2011 classroom sessions Internship prep sessions Webcasts and deliverables during the internship Midstream and Knowledge Review reflection sessions

    Receive one grade in Spring 2011


    1/3 Summer 2009 course (receive J grade for summer units)
    40% participation 40% individual paper 20% team activities (peer feedback + team paper)

    1/3 Spring 2011 course 1/3 Leadership Practice Fields


    Internship + other activities
    9

    LGO Leadership Challenge*


    All students will challenge themselves to develop their leadership potential through experimenting and growing

    outside their comfort zone and leaving


    a sustainable legacy.
    * Developed by the LFM07 Leadership Committee
    10

    Leadership Reflections from Prior Classes


    I did not approach LGO as an opportunity to learn leadership. In fact I explicitly decided that I was not going to work on leadership while in the program. I was in the camp of leadership cant be learned, I assumed I had enough experience, and I didnt see a lot of relevance to my learning objectives. This was a terrible perspective for me to take The frameworks that I now have at my disposal, the action skills I have developed, the reflection that this time has afforded and the guidance through this process that the leadership curriculum has provided has made me a better human. I will draw from this experience for the rest of my life.
    11

    Leadership Frameworks

    12

    Wangari Maathai
    Born: 1940 in Nyeri, Kenya Outside and inside formal education
    B.S. Biology, Mount St. Scholastica College, Atchison, Kansas, 1964 M.S. Biological Sciences, Univ. of Pittsburg, 1966 Doctoral studies in Germany PhD Anatomy, Univ. of Nairobi, 1971 Chair, Department of Veterinary Anatomy, Univ. of Nairobi, 1976

    Introduced idea of planting trees using ordinary people in 1976


    Launched Green Belt Movement (GBM) in 1977 Over 30 million trees planted across Kenya Similar initiatives successfully launched in other countries

    Nobel peace prize in 2004

    Background
    Kenya
    Colonized and ruled by the British from late 19th century to early 1960s Won independence in 1963 30 million people 2/3 of population live in abject poverty with high rates of malnutrition Land is primarily semi-desert with forested area < 2%

    Distributed Leadership
    Im very conscious of the fact that you
    cant do it alone. Its teamwork. When

    you do it alone you run the risk that when


    you are no longer there nobody else will do it.

    * Wangari Maathai, The Green Belt Movement: Sharing the Approach & the Experience, Lantern Books, 2004, p. 136

    Historical Perspective of Leadership


    Personal Characteristics & Values
    Individual Attributes/Traits Not necessarily hard-wired; reflects lifetime experiences & development Ones moral code

    Situational Leadership
    Critical situations provide an opportunity for leadership to be tested & displayed Different situations call for different kinds of leadership
    16

    Technical vs. Adaptive Work

    Situation Problem definition

    Solution & implementation

    Primary locus of responsibility for the work Leader Leader and followers Leader as facilitator

    Kind of work

    Type I Type II Type III

    Clear Clear Requires learning

    Clear Requires learning Requires learning

    Technical Technical and adaptive Adaptive

    Adapted from Ronald Heifetz, Leadership Without Easy Answers, 1994

    17

    Transformational Leadership
    Inspire followers toward vision and goals

    Build trust between leaders and followers


    Develop creative solutions to problems Coach and mentor followers

    Leading change
    18

    Sloan 4 Capabilities Model


    Relating

    Sensemaking

    Visioning

    Inventing
    19

    Sloan Leadership Model


    > Seek many types & sources of data > Involve others in your sensemaking > Do not simply apply your existing frameworks & overlay them on the situation > Move beyond stereotypes > Learn from small experiments > Use images, metaphors, or stories to try to capture & communicate critical elements of your map

    Relating

    > Understand the perspective of others within the organization & withhold judgment while listening to them > Encourage others to voice their opinions > Be clear about your stand and how you reached it > Think about how others might react to your idea & how you might best explain it to them > Think about your connections

    Sensemaking
    > Maintain focus on improving the ways that people work together in your team/organization > When a new task or change effort emerges, think through how it will get donewho will do what, by when, and in what configuration > Play with new & different ways of organizing workexamine alternative ways of grouping people together, organizing their internal interaction, & linking across different groups > Blend sensemaking & inventing

    Visioning
    > Develop a vision about something that excites you or that you think is important > Frame the vision with an ideological goal > Use stories, metaphors and analogies to paint a vivid picture of what the vision will accomplish > Practice creating a vision in many arenas > Enable co-workers by pointing out that they have the skills & capabilities needed to realize the vision > Embody the key values & ideas contained in the visionwalk the talk

    Inventing

    20

    Leading Change
    System implies you are a change agent
    Do you really want to be a change agent?

    Unintended development activities


    LGO experience challenges your existing mental models and help you see gaps between prior assumptions and the root cause of problems

    21

    The World as Insiders See It


    Organizational Assumptions

    What we see How we see it What we do about what we see

    * J. Klein, True Change: How Outsiders on the Inside Get Things Done In Organizations , Jossey-Bass, 2004 22

    The World Outsiders Often See

    Missed Signals Misinterpretations Flawed analyses Application of Wrong Solutions

    * J. Klein, True Change: How Outsiders on the Inside Get Things Done In Organizations , Jossey-Bass, 2004 23

    Outsiders on the Inside Wear Two Hats


    Outsiders

    Insiders
    Understand cultural interdependencies Possess organizational credibility Leverage the existing culture

    Not blinded by internal cultural assumptions See mismatches between current approaches and root causes of problems

    Outsider-Insiders
    * J. Klein, True Change: How Outsiders on the Inside Get Things Done In Organizations , Jossey-Bass, 2004 24

    Being an Outsider-Insider
    My background as a biological scientist and daughter
    of a peasant farmer provided the seed for growth and long-term commitment to the environment.

    Looking beyond the ridges of the Rift Valley

    Wangari Maathai, The Green Belt Movement: Sharing the Approach & the Experience , Lantern Books, 2004, p. 9 Frances Moore Lappe & Anna Lappe, Hopes Edge: The Next Diet for a Small Planet, Putnam, 2002, Chapter 7

    This Summer
    Individual Characteristics & Situational Leadership Leading and Following Distributed Leadership Team Processes Transformational Leadership Don Davis/Bill Hanson Leadership Development Planning
    Alumni panel

    Leadership & Ethics


    2 sessions with Leigh Hafrey

    Leadership in Action
    Leadership Reaction Course Reflection at end of summer on summer teams
    26

    15.317 Summer Deliverables


    Personal leadership development plan
    Reflection of what leadership means to you personally Assessment of your leadership strengths and development needs Identification of where your passion lies and the legacy you would like to leave behind from your time in LGO Begin to formulate a project/plan that will help you achieve your personal goals and objectives

    Team reflection paper


    Analyze and evaluate your teams performance Mid-summer peer team feedback
    27

    MIT OpenCourseWare http://ocw.mit.edu

    15.317 Organizational Leadership and Change


    Summer 2009

    For information about citing these materials or our Terms of Use, visit: http://ocw.mit.edu/terms.

    You might also like