Integrative Leadership International

Helping individuals and organizations become integrated.
Building the Foundation for Personal,
Interpersonal and Organizational Success


Integrative Leadership International Ltd.

P.O. Box 22204
Bankers Hall
Calgary, AB
T2P 4J5

Phone: (403) 441-9959
Direct: (403) 809-9894

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Article No. 1

Title: "Exploring the Relationship Between Learning and Leadership"
Authors: Lillas M. Brown and Dr. Barry Z. Posner.
First Published: Leadership & Organizational Development Journal, November 2001.
Abstract: This paper investigates how two important research streams, namely learning and leadership, might be related with one another. Responses on the Learning Tactics Inventory (Dalton, et al, 1999) and Leadership Practices Inventory (Kouzes and Posner, 1997) are compared for a managerial sample (N=312). Results indicate that more active and versatile learners subsequently consider themselves more frequently involved and engaged in leadership behaviors. Implications for transformational learning and leadership theories are explored, as well as thoughts about how the development of leadership competencies may be enhanced and affected by various learning techniques.

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Title: "Leading Leadership Development in Universities: A Personal Story."
Author: Lillas M. Brown.
First Published: The Journal of Management Inquiry, December 2001.
Abstract: Today's universities face a multitude of challenges: leading institutional renewal; attracting and retaining top quality faculty, staff, and students; embracing learning technologies; meeting increasing demands from the public, funding agencies, employers, students and university employees; and seeking new and alternate sources of funds and financial models. This new organizational environment requires leaders who thrive on the challenge of change, who foster environments of innovation, who encourage trust and learning, and who can lead themselves, their constituents, and their units, departments and universities successfully into the future. Research from the Conference Boards of the United States and Canada reports that leadership is the number one competency that business and organizations seek to develop in their people (Hackett, 1997 and McIntyre, 1997 respectively). These groups see leadership is in short supply, and are interested in developing leaders throughout the business or organization, not just at senior levels (Conger, 1999:1; Kouzes and Posner, 1995:xx; Conference Board of Canada, 1999:3).

In the last decade we've witnessed a shift in emphasis from management development to leadership development. Management focuses on structuring goals, tasks and roles, whereas leadership focuses on influencing direction and change, developing quality relations, and bringing out the best in oneself and others (Conger, 1999:4; Kotter, 1999: 53). Effective leaders develop both managerial and leadership behaviors and qualities. Many management development programs today include a much greater emphasis on the leadership component and many have renamed their programs to leadership development to communicate and reflect this emphasis. An investment in the development of leaders is an investment in individual and organizational growth and renewal. As Kouzes and Posner suggest, "the most significant contributions leaders make are... to the long term development of people and institutions who adapt, prosper and grow" ((1995:xxv). Yet leadership development is an underutilized strategy at most universities. To meet the current challenges in higher education, dynamic leadership is needed throughout the university among - Faculty, Staff, Deans, Provosts, and Chancellors, Vice Presidents, Presidents and students. Academic leadership development could build leadership capacities deep within the organization, by paying greater attention to people and process and more consciously practicing the principles of effective leadership.

I'd like to offer as an example a leadership development program for Department Chairs we've developed at the University of Saskatchewan. In addition, I'll describe some lessons that I've learned about myself and my own leadership in the process. This article will describe the two main components of leadership development - the inner work of intense personal development and the outer work of leadership in action. I will use myself as the main character in a personal story of my own self-development as the leader of leadership development for University Department Chairs (called 'Heads" in Canada). I choose storytelling as my method, for as Howard Gardner has stated "the artful creation and articulation of stories constitutes a fundamental part of the leader's vocation. Stories speak to both parts of the human mind- its reason and emotion. It is stories of identity - narratives that help individual think about and feel who they are, where they come from and where they are headed...." that is one of the most powerful leadership tools (1993: 43). The context for the story will be provided by first describing the Department Head Leadership Development Program (DHLDP) and four key lessons I learned in its evolution.

For me, leadership is a personal commitment to make a difference in the lives of other leaders and their constituents. Leadership involves inspiration, motivation, aspiration, relationship building, and creative change. Leadership development requires a process of intense introspection, and of "finding your own voice" by determining who and what you are you are (Kouzes and Posner, 1999:146). As Jay Conger has explained "Because credibility and authenticity lie at the heart of leadership, determining one's own guiding beliefs and assumptions lie at the heart of becoming a good leader" (1999:28). We have to be able to lead ourselves first before we can effectively lead others. When leaders do this inner work, their authenticity and genuineness show in their actions. As a leader of leadership development I felt a special responsibility to take to heart and model these principles. My leadership development began when I took on the challenge of providing leadership development for Chairs. My own self-directed leadership development program is woven into my experience and has greatly influenced the design and delivery of the DHLDP.

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Article No. 3

Title: "Integrative Leadership: Building a foundation for personal, interpersonal and organizational success."
Author: Lillas Marie Hatala
First Published: Integral Leader Review March 2008

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