Harvard psychology of leadership 1508 snook

Sources: General Service Administration, Dept of the Army Historical Summary FY89, OMF, USMA Graduate File... To educate, train, and inspire the Corps of Cadets so that each graduate is

Sources: General Service Administration, Dept of the Army Historical Summary FY89, OMF, USMA Graduate File

Why are you here?

today?

in Psychology of Leadership? at Harvard College?

on this planet?

“The West Point Story”

or What kind of leaders

Biggest Barrier to Learning/Change?

VIDEO 1

1950 v 1990 v ?

VIDEO 2

1950 v 1990 v ?

To  educate, train, and  inspire  the Corps of Cadets so  that each graduate is a commissioned  leader of 

To  educate, train, and  inspire  the Corps of Cadets so  that each graduate is a commissioned  leader of 

Planned Change:

People

Development (Who you ARE)

?

“Schwarzkopf on Leadership”

VIDEO

“Competence & Character”

VIDEO

Even in War, Under the worst of conditions People can be creative and have some fun!

Even in War, Under the worst of conditions People can be creative and have some fun!

Can you TRAIN this?

Mike Krzyzewski

(aka: Coach “K”)

“The largest developmental impact was

raising the positive beliefs of followers,

instilling in them the conviction that they

were better at a performance task than they thought.” (Avolio & Luthans, 2006)

Gallup Leadership Institute Study:

Meta-analysis of all leadership development intervention

Studies published in the past 100 years

Conventional Wisdom:

self-awareness is a good thing;

people who have a realistic

assessment of their strengths and weaknesses outperform those whose assessments are

inflated; in short, unrealistic

self-confidence leads to a fall

(Buckingham, 2005)

Current Research:

suggests that accurate

self-awareness rarely drives

performance, and that in many circumstances, it actively retards

performance Only

self-assurance drives performance,

even when this self-assurance turns out to be unrealistic

(Buckingham, 2005)

Your job is NOT to provide your people with a realistic picture of the limits of their strengths and the liabilities of their weaknesses

—you’re a manager, not a therapist Your job is to get them

to perform

(Buckingham, 2005)

In short, the state of mind you should try to create in them is

one where they have a fully realistic assessment of the difficulty of the challenge ahead

of them, and, at the same time, an

unrealistically optimistic belief in

their ability to overcome it

(Buckingham, 2005)

Coach K

Coach “K” at West Point