What should leaders keep in mind as they focus on authentic leadership quizlet?

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3 Influencing Factors:

1. Positive Psychological Capabilities:
- a specific field in human behavior and psychology
- focuses on normal vs abnormal issues

Positive psych capacities
*confidence
*hope
*optimism
*resilience

2) Ethical or Moral Reasoning Abilities:
- using knowledge of those character traits and actions that are virtuous and moral in choices, decisions, and actions

Moral reasoning capacities
*deciding right and wrong, ethical considerations made in decision making (a George supported idea)
*promoting justice, greater good of the organization or community

3) Critical Life Events:
- experiences that influence us and our future

Critical life events
*positive or negative experiences
*act as a catalyst for change
*people obtain insight to their life and who they are, what really matters, deeper realities
*then as they tell their life stories they gain yet more clarity about who they are, their personal values, etc.
*stimulates personal growth, personal power, and emergent leadership strength

(look at the conceptual graph of authentic on page 44)

Discover your true north

Part 1: Your Journey Into Leadership
1. Our life story
—personal to us
2. The risk of losing our way
—challenges and events that seduce us to lose track of who we really are. There are 54 archetypes that influence losing our way
3. The role of "crucibles" (adversities) in our lives
—the way we respond to our adversities often arrests us much more deeply than the events themselves

Our Life Story
-George's research found a striking commonality among leaders in that their personal life events and responses to those events shaped them as a person and thus, as a leader
-Life stories shape how we see the world with a dramatic effect (they can propel us forward or hold us back)

Howard Schultz
-CEO Starbucks
- young life, fathers loss of job, poverty
- mothers positive attitude, dad's negative attitude
- determination to avoid perils of his parents— wanted a company his dad would be proud to work at, to provide healthcare benefits
- teenage years: determined and driven, sports achievement
- first in his family to go to college via athletic scholarship
- started working as a sales rep, but disliked corporate life
- walked into a Starbucks, loved it, became director of operations
- was in Italy and saw the community created over coffee
- hit on his dream and it all came together for him
- opportunity to buy Starbucks, raising money and faced his biggest challenge form a powerful investor who attempted to humiliate coerce him
- Schultz did not give up his dream, got help, and won
- TURNS HIS WEAKNESS (FEAR OF FAILURE) INTO POSITIVES, SPRINGBOARD FOR SUCCESS

The Life Story
-Discover true north by reflecting and through introspection of life events
-The influence of context or situation
—parents, teachers, coaches... organizations, community, and early empowerment
—some had negative experiences such as major illness, death of friend or loved one, divorce of parents, seclusion, discrimination
-The response for authentic leaders— regardless, was to reflect and somehow move forward in life to find a source of personal motivation, passion... what we care about most... and convert it in leadership

Bandura's model of self and change & our story

meaningful moments: life story elements

what to expect:
- for the process to take time
- some surprises as we observe the self and learn from others
- that everything we experience to teach us something valuable that can help us learn, grow, and be able to better share with and influence others
- this process helps make us more authentic an it gives us a path for our own leadership to develop in personal and unique ways

the difference for authentic leaders

-Life stories and life habits emerge from events we have and reflect on. The repeated reciprocal interaction of three factors cause neurotransmitter release which trains neurons that have "fired together" eventually to "wire together". Thus, the brain builds stories through association. This sequence explains how we have come to think, feel, and act in some of the typical ways that we do. It also is a model of growth and development if we reflect to consider how the same events can be meaningfully linked into a different, reframed story.

1. Context: people, events, words, what we see or saw, and heard

2. Thought/Feeling: our response to context in through and feelings. Can be word recall, images, sensations. Probably with limbic system (emotional) intensifiers
---thought leads to feeling, feeling enhances the thought

3. Actions: behaviors or actions we take, often in response to feeling
---actions complete a response, often in a new context, which then gets incorporated into the current story of builds on our existing story

The difference for authentic leaders
- lies in how they FRAME their stories
— realize that life provides a context that is unique to each person
— realize that the particular events are important... but also that it is not what happens to us that makes the biggest different, rather, it is how we respond to those events that does make the difference in who we become
— another way to express this is: we do not always get to choose the vents of our life, but we do choose our response to those events
— reframing: the process of reflecting and redefining events and history

Three Phases of Authentic Leading

1. Preparing for leadership
— college, grad school, early career experiences, working as an individual contributor
— times of life when character forms, or reforms
— identification of values

2. Leading
— often rapid accumulation of leadership experiences, leading to dramatic growth and development of skills
— tests of leadership occur, at least once "hitting the wall" of hard experiences that shape the next stages of growth

3. Generativity
— can be the most rewarding time of a leaders life
— occurs at or near retirement or after formal retirement, when the leader steps into an entirely new arena for fun, risk, adventure, mentoring, teaching

Fears, struggles, and seductions

A. Some leaders react to personal hurts or offenses by avoiding the pain of the vent, denationalized, suppression, or out of control anger. Or, they get seduced by eternal rewards
—influenced by factors, leaders may become one of the archetypes of derailed leaders who lost their way

B. Other leaders respond to personal hurts, fears, or seductions by facing them, figuring out how to process or accept them, and find ways to integrate weaknesses in healthy ways
—these are within the archetype of the hero (of their own leadership journey)

Four factors in how leaders lose their way

1. Focus on external gratification instead of internal satisfaction aren't well grounded (money and fame)
— reject honest criticism and seek sycophants to tell them what they want to hear
— lose ability to have open dialogue thus lose real perspective

2. Fear of failure: some leaders advance by imposing their will on others, then they become fearful that someone will take them out or unambiguous them. They bullied they way up rather than earn their way up so they fear being found out
— will not admit weaknesses
— blame others, look for scapegoats, distort reality to their orgs who are harmed by this type of leadership

3. Craving success: when a leader is successful, celebrated, idealized, and toasted... then she or he comes to believe they are the center of the success and go too far by having distorted beliefs about how great they ares. Success can be intoxicating and make us blind... losing our way.

4. Loneliness (responsibilities of being at the top): leaders fell the burden of responsibility of decision making impacts on employees and success. They begin to have doubts about which directions to go but fear charging with others... word will get out and rumors could spread
— no place to go for consultation or sharing... so often close up emotionally to their own internal voices
— answer external voices, but there are too many

B.
Heroes of their Leadership Journey
-Realize the role of the leader is not to serve personal goals but to achieve goals for the benefit of the group, sounds like north house!
-Seek to empower followers to become leaders themselves, engage in process leadership
-Face our personal

-Optimize the 4 human endowments
1. Self awareness— gain more of it to better self
2. Imagination — use it to envision a bright future
3. Conscience— call on it to serve as a personal guide
4. Independent will— discipline self toward excellence

2 pathways to stay on track
1. To avoid being seduced by materialism or fame, focus on building strength in living more actively, according to principles and ethics. Actively learn and apply principles in every day life and focus on discovering the personal true north
2. Rather than react to personal hurts or offenses through denial, learn how to respond to them in healthy ways. Face challenges, find ways to process hurts

1. IMPOSTERS
-who lack self awareness and self esteem
- the political animals who are masters of cunning and aggression
- self serving by being ruthless or manipulative, whatever helps them achieve their personal goals
- enemy focused: on besting others who would compete for leadership position and power
- may be paranoid as they gin power, mistrusting others (pseudo-transformational)
Example: Richard Grasso. He was CEO of rhe New York Stock Exchange. Lacked a college degree, used networking and relationships to get to the top. Was focused on revenge, people knew not to cross him. His outrageous decision to pay 140 million salary caused the loss of confidence in his leadership and he was ousted.

2. RATIONALIZERS
-who deviate from their values
- to those outside the organization, these folds appear to be on top of things, but what drives them is a short term focus and a tendency to rationalize that the measures they are taking are justified
— shipping too many goods to customers
— cutting costs by laying off good workers, to meet short term profit goals
— or, engage in unethical accounting
Example) Mike Baker, worked at Medtronics, was slated for executive positions. He had a big failure but instead of fixing things and learning from his failure, he just left the organization altogether. Later he became CEO of Arthrocare, and 9 years later was put on trial and convicted for fraud, cheating, and lying about his company's earnings. Sentence was 20 yrs.

3. GLORY SEEKERS
-who are motivated by seeking the worlds acclaim
- those who define themselves by the acclaim of the external world
- fame, flory, applause
- often it seems more important to be in the in-group than really to have made a contribution
- they feel empty inside, compare themselves to others, so no particular achievement is enough
- lance Armstrong
Example) Lance Armstrong. Famous bicyclist overcame testicular cancer. He said he wanted to win at all costs. He started blood doping (illegal) in order to win races. His constant seeking for glory came to an end. He stands as an example of the phrase, "A virtue (or strength) gone too far can become a vice (weakness)." This strength or virtue was his determination to win at all costs.

4. LONERS
-who fail to build personal support structures
- believe they can and must make it on their own
- do not form close relationships, seek out mentors or develop networks
- they may have many they call friends, but they do not listen to them even if the counsel is wise
- become riding, make major mistakes
Examples) Richard Fuld. Was CEO of Lehman Brothers - a global banking and investment company. Advisors, including the US Treasury Secretary who had about 50 conversations with him, repeatedly warned him that the company was severely financially vulnerable and undercapitalized. Fuld refused to listen to anyone. He was expecting a government bailout. It did not come. Finally, L Bros was forced to announce bankruptcy and this action triggered the greatest financial crisis since the Great Depression!!

5. SHOOTING STARS
-who lack the grounding of an integrated life
- their life is their work, and they are always on the move to do, to achieve, or make work events happen
- as they run faster, their stress mounts
- they move up so rapidly that they don't take time to learn from their mistakes
- as they see mistakes they hav eased and the need to solve them, they avoid confronting them, and keep moving ahead of them
- and fail or derail
Example) Brad Garlinghouse. CEO of Hightail, a file sharing company, was a "darling" of the media. His efforts in his company were directed at and sought quick wins, public relations and easy business solutions rather than sustainable growth. Then they ran out of cash so Garlinghouse just left. The new CEO had to cut half of the workforce in an attempt to save the company. Garlinghouse was a shooting star because he did not build depth in his organization.

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