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LeadershipInterviewPresentation.pptxReal World Leadership
Elaine McCallen | Brandman University | OLCU 600 | January 27, 2018
Real World Leadership Interview
This interview was conducted with a mid level department manager for Northrop Grumman, responsible for 130 Research, Test, and Engineering employees, who execute the organization’s statement of work in the Aerospace industry.
Respondent’s remarks are italicized and bold throughout this presentation.
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Leadership Defined
Guiding a group of people towards a common goal or task
“Leadership is a process whereby an individual influences a group of individuals to achieve a common goal” (Northouse, 2016).
Upon completion of the task or goal things have changed or improved… ideally for the better
Leaders must motivate followers to accomplish goals; which will improve performance and satisfaction (Northouse, 2016).
Question 1a: How do you define leadership?
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Effective Leadership
The goal or task doesn’t necessarily need to be successful for an effective leader to be successful
Effective leadership does not require successful goal achievement. Process complexity, event uncertainty, and testing can cause failure regardless of effective leadership (Edmondson, 2011).
Learn from failure to identify mistakes and become a stronger, more unified team
It is important to clearly communicate the vision, goal, or cause being worked toward and create a culture that fosters a sense of belonging, value, mutual trust, and respect (Fostering Leadership, 2013).
Question 1b: What makes one an effective leader?
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Management vs. Leadership
Management:
Setting the expectations, providing the team with polices, tools, and the roadmap to accomplish the goal
Managers focus on things like “planning, budgeting, organizing, staffing, controlling, and problem solving” (Kotter, 2013).
Leadership:
Motivating the team to follow the road map and accomplish the goal
Leaders focus on creating and communicating vision, motivating and inspiring others to work toward that vision, and guiding others through change (Zaleznik, 2004).
Question 2: Do you make a distinction between management and leadership? If so, what is it?
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Followership
Be respectful of the team and the leader
Followership includes serving “as team players who take satisfaction in helping to further a cause, an idea, a product, a service, or, more rarely, a person” (Kelley, 1988).
Provide input and feedback both positive and negative to the team
Effective followers are often “no” people and suggest alternative ways to do things (Fostering Leadership, 2013).
Pay attention and stay focused on the goal or task
Leaders cultivate effective followers by training followers to think critically, act independently, and build credibility. (Kelley, 1988)
Question 3: What do you think is the role of the follower?
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Future Challenges
Bridging generational gaps - 4 distinct generations
Leader’s Role:
Knowledge sharing and inclusion will be very important
Supportive leadership assists in “building camaraderie, respect, trust, and liking” and communication will “create, nurture, and sustain useful exchanges” (Northouse, 2016).
Organization’s Role:
Inform managers and provide awareness training
Leadership development programs should focus on examining unconscious biases, generational communication, and flexibility (Arsenault,2004).
Question 4: What are the significant challenges facing leaders of the future?
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Insights
Failure and Leadership:
“Only leaders can create and reinforce a culture that counteracts the blame game and makes people feel both comfortable with and responsible for surfacing and learning from failures” (Edmondson, 2011).
Followership:
In order to be a good leader, you must first be a good follower.
Good followers actively support their leader, are passionate and committed. They “can make or break a leader by influencing how and what goals get achieved” (Good Leader, 2016).
Multi-generational Leadership:
Baby Boomers prefer “caring, competent, and honest leader characteristics”, while Xers and Nexters want leaders who “challenge the system and create change” (Arsenault, 2004).
Identify 2 – 3 significant insights gained into effective leadership
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References
Arsenault, P. M. (2004). Validating generational differences: A legitimate diversity and leadership issue. Leadership & Organization Development Journal, 25(2), 124–141. https://doi.org/10.1108/01437730410521813
Edmondson, A.C. (2011, April). Strategies for Learning from Failure. Harvard Business Review. Retrieved from https://hbr.org/2011/04/strategies-for-learning-from-failure
Kelley, R.E. (1988, November). In praise of followers. Harvard Business Review, 66(6), 142-148. Retrieved from https://hbr.org/1988/11/in-praise-of-followers
Kotter, J. (2013, August 15). The Key Differences Between Leading and Managing [Video File]. Retrieved from https://www.youtube.com/watch?v=SEfgCqnMl5E
Northouse, P. G. (2016). Leadership: Theory and practice (7th ed.). Thousand Oaks, CA: Sage Publications
UNC Executive Development. (2016, October 18). To Be a Good Leader, First Be a Good Follower. Retrieved from http://execdev.kenan-flagler.unc.edu/blog/to-be-a-good-leader-first-be-a-good-follower
UWTV (2013, November 14). Fostering leadership: The power of followership [Video File]. Retrieved from https://www.youtube.com/watch?v=CaddcG6ehMY
Zaleznik, A. (2004). Managers and leaders: Are they different? Harvard Business Review, 82(1), 74-81. Retrieved from https://hbr.org/2004/01/managers-and-leaders-are-they-different
May require more than one slide
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