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Leaders do the right things; managers do things right -- Scott W.

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Leadership is not a position, it is process, a creative act, it is something you do -- Scott W

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Leadership is not better than management; both are needed in organizations -- Scott W.

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Leadership is both rational and emotional.
Leadership is both a science and an art-- Scott W.

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Hogan (2012) four characteristics of a good leader
1.       Integrity—can we trust this person?

2.       Good judgment—does this leader make good decisions?

3.       Competence—does the leader know anything about the business?

4.       Vision-does the leader have a sensible vision for the future?

Leadership is the ability to build and maintain a high-performing team and leaders should be evaluated based on their team's performance.-- Scott W.

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Leadership is a function of three elements: the leader, followers, and the the situation -- Scott W.

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A way to learn from experience. The actor must observe his or her actions and consequences and reflect on their significance and meaning-- Scott W.

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Dyer's Big 5 Model of Leader Development

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Dyer's Big 5 Model of Leader Development

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1. Self-awareness
2. Motivation
3. Developing knowledge, skills, and abilities
4. Real-World Practice
5. Accountability and feedback
-- Scott W.

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6 Principles of Influence Cialdini video (2013)

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6 Principles of Influence Cialdini video (2013)

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1.    Reciprocity—give back to someone who has given something to us

2.    Scarcity—desire to have things that are scarce, rare, or dwindling in availability

3.    Commitment and Consistency—desire to be consistent with things we have said or done

4.    Consensus or social proof—follow the lead of people we are similar to

5.    Authority—people follow the lead of credible, knowledgeable experts

6.    Liking—people prefer to follow and say yes to people they like
-- Scott W.

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Action learning
Development planning
Coaching
Mentoring
-- Scott W.

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Based on 2 ideas: learn as much as you can; help as much as you can and 2 rules: no feedback about the past, just the future; no judguing or critiquing ideas, treat ideas as gifts
Pick only one thing to work on.
-- Scott W.

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the process of influencing an organized group towards achieving its goals (Hughes, Ginnett, & Curphy, 2015) --Scott W

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There is a mismatch between what science knows and what business does regarding motivation. Here is what science knows. Those 20th century rewards, those motivators we think are a natural part of business, do work, but only in a surprisingly narrow band of circumstances—when the task is well-defined or mechanical.  Those if-then rewards often destroy creativity and decrease performance.  The secret to high performance isn't rewards and punishments, but is that unseen intrinsic drive-- the drive to do things for their own sake, the drive to do things because they matter.
Businesses need to try a new approach—an approach based much more on intrinsic motivation. There are three important components to intrinsic work.

Autonomy—the urge to direct our own lives

Mastery—the desire to get better and better at something that matters

Purpose—the yearning to do what we do in the service of something larger than ourselves
--Scott W.

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It is important to distinguish between the success of managers’ careers—defined in terms of wealth, status, and reputation—and managers’ effectiveness as leaders—defined in terms of the performance of the group or organization they lead. Everyday experience and the empirical literature suggest that these emphases are distinct, but the kinds of criteria used in leadership studies suggest that researchers often overlook the difference.

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70% of American employees would take a pay cut if someone fired their boss. People care more about how they are treated than about how they are paid.
There are leaders in organizations who rise quickly and there are leaders whose teams perform well. The first group spends all of their time networking and the second group spends all of their time working on their teams. Organizations don’t know who is doing a good job, they only know who they like—the first group. The challenge is to get organizations focused on results and ignore the guys that are good at networking. The larger an org gets, the more it will look like the government and performance will not matter—it will always be about politics. But they also become too big to fail and leadership will not matter. Leadership matters in small startups and that is the future of business/economy.
Four characteristics of effective leadership:  showing integrity, making good decisions, knowing something about the business, and setting a vision based on reality. Different levels of leadership need different combinations of these four characteristics: entry level leaders need all four while executive leaders largely just need really good vision and decision-making skills.
--Scott W.