Transcript EPsy 5432 Foundations of Individual/Organizational Career

The Top Companies for Developing Leaders:
Findings from Hewitt Associates’ 2009 Top Companies for Leaders Study
Tuesday, April 13, 2010
Center for Integrative Leadership
UNIVERSITY OF MINNESOTA
Definitions: Management, Leadership
Center for Integrative Leadership
UNIVERSITY OF MINNESOTA
Manager
- vs. Individual
Contributor
Manager as Administrator vs. Manager as Leader
•
•
•
•
•
•
•
ADMINISTRATOR
Tells/Informs
Focuses on the Job
Understands the Job
Works to Serve a Mission
Reactive
Worries about Today’s
Results
Monitoring, Evaluating, and
Reporting Results
•
•
•
•
•
•
•
LEADER
Asks/Listens
Builds Trust and Loyalty with
People
Understands the People
Works to Serve a Purpose
Proactive
Worries about Long-term
Viability
Recognizing Achievements
and Expressing Appreciation
The Leadership Pipeline
derived from A. Friedman, and Charan, Drotter, & Noel
Chief
Executive
Senior
Executive
Business Unit
Leader
Mid-Level
Leader
Front-Line
Leader
Individual
Contributor
Leadership Pipeline – Leadership Transitions
Chief
Executive
Senior
Executive
Business Unit
Leader
Mid-Level
Leader
Front-Line
Leader
Individual
Contributor
From leading a group
to leading the enterprise
From leading a unit
to leading a group
From leading managers to leading a unit
From leading others to leading other managers
From leading self to leading others
Defining Leadership
“Leadership is a function of knowing yourself, having a vision
that is well communicated, building trust among colleagues,
and taking effective action to realize your own leadership
potential.”
- Warren Bennis -
“Leadership is much more an art, a belief, a condition of
the heart, than a set of things to do. The visible signs
of artful leadership are expressed, ultimately, in its
practice.”
- Max DePree -
Center for Integrative Leadership
UNIVERSITY OF MINNESOTA
“Leadership is not necessarily better than
management or a replacement for it. Rather,
leadership and management are two
distinctive and complementary activities.
Both are necessary for success in an
increasingly complex and volatile business
environment.”
• John Kotter
Center for Integrative Leadership
UNIVERSITY OF MINNESOTA
A Framework for Thinking About
Leadership Development
Center for Integrative Leadership
UNIVERSITY OF MINNESOTA
Overview of the Hewitt Study Findings
• James E. Donohue
– Principal, Hewitt Associates
Center for Integrative Leadership
UNIVERSITY OF MINNESOTA
Panel Discussion on Developing Leaders
– Cindy L. Johnson, 3M Company
– Tricia Dirks, Target Corporation
– Susan Bies, Cargill Incorporated
– Kevin Wilde, General Mills, Incorporated
Center for Integrative Leadership
UNIVERSITY OF MINNESOTA
Questions
• How do these organizations actually develop
leaders?
• What are the practices that really matter in
developing leaders?
• What sets these organizations apart from others?
• What can we learn from these leadership practices
that could help guide leadership development in
other sectors, including public, nonprofit, and
private organizations?
Center for Integrative Leadership
UNIVERSITY OF MINNESOTA
More Questions…
Center for Integrative Leadership
UNIVERSITY OF MINNESOTA
The Top Companies for Developing Leaders:
Findings from Hewitt Associates’ 2009 Top Companies for Leaders Study
Thank You For Attending!
Center for Integrative Leadership
UNIVERSITY OF MINNESOTA