The Gallup Leadership Institute conducted a “100 Year Review of Leadership Research” which is a valuable resource for anyone involved in leadership development. What does the summary communicate to you? Click here to learn more…

Check out the latest in high tech teambuilding. Want to offer something new at your next event? This may be for you. -SJA

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It’s the holidays, so for our family, we fit in as many movies as possible. Last night, we saw a great film – The Queen. Here’s a bit on the film…”Helen Mirren delivers a royally stirring performance as Queen Elizabeth II in Stephen Frears’s fictional romp, The Queen. The year is 1997, and Great Britain has a newly elected prime minister, the youthful, optimistic Tony Blair (Michael Sheen). In Buckingham Palace, the Queen doesn’t appear to be fazed by Blair’s arrival.

Then again, she doesn’t appear to be fazed by anything. But when Diana–her son’s ex-wife and the mother of her grandchildren–is killed in a tragic car accident, her authority is tested as never before. While the Queen Mother (Sylvia Syms) and Prince Philip (James Cromwell) agree with her decision to remain at their holiday estate in Balmoral and not publicly acknowledge the tragedy, Tony Blair feels differently. Unfortunately, so do the English people. Making matters worse is the out-of-control media, which has begun to castigate the queen for her silence. In order to retain her grip on the country that she has served for so many years, she must swallow her pride and let the world know that she does, in fact, care” (www.rottentomatoes.com).

This film does a wonderful job of exemplifying “context” as an important factor in any discussion about leadership. At one point in the film, the Queen tells Tony Blair (in the film he is new to his role) that he too may fall victim to the changing tides of context – a statement that some would argue came true…This film has gotten rave reviews and is worth a look. – SJA

Last spring I attended the 16th annual Kravis-de Roulet Leadership Conference entitled, Rethinking Followership: New Paradigms, Perspectives and Practices at Claremont McKenna College. All in all a wonderful experience filled with an all-star cast of great minds on the topic of leadership and followership (Rost, Avolio, Uhl-Bien, Kellerman, Lippman-Bluman, Riggio and Conger to name a few). A few highlights included:

The Courageous Follower – Ira Chaleff

The Power of Followership – Robert E. Kelley

Leadership is a relationship between the leader, the followers and the context, so it was valuable to spend a few days discussing an often overlooked piece of the leadership conversation. Interesting to think – a ton has been written on the leader and his or her competencies, behaviors, skills, & traits. Very little has been written about the follower, although it exists…who, other than Fred Fiedler (of Contingency Theory Fame) is discussing the context? Ron Heifetz? Would love to hear your thoughts… – SJA

Imagine sitting in drivers education training. Remember? Sitting through horrible films like Blood Runs Red on the Highway or Mechanized Death and listening to a (more often than not) boring instructor drone on about the ins and outs of driving. However, after jumping this hurdle it comes to pass that you receive your driver’s permit and the coaching from Mom, Dad, instructors, brothers and sisters ensues. You practice, you study, you reluctantly take the feedback and after six months of practice, find yourself at a computer taking the written test and behind the wheel taking the “driving portion” of the exam. This process seems to make pretty good sense. In fact there are a number of learning theorists who would likely agree…

Switch gears (pun intended) with me to leadership. All too often, we only provide the “in the class” portion of leadership education and training within the context of our programs. Sure, there may be one or two exercises that allow participants to practice what has been learned, but more often than not, participants are not given the chance to practice “on the road” where it is messy, confusing and where oftentimes there are no clear cut “if A then B” solutions.

On the opposite end are those programs that “develop leaders” through activities. It is almost as if these participants have not received the “in class” drivers ed – they simply learn behind the wheel (good habits, bad habits and everything in between). Take the Boy Scouts for example – arguably an incredible opportunity for people to develop and learn – after all, much of the learning is based on experiences. However, if no one is there to help connect the dots or help participants reflect on what is happening – myriad opportunities for leadership learning and growth are missed.

It seems to me that the answer is a both/and approach to leadership development. Leadership cannot be taught in the classroom any better than driving can. At some point, you just have to go out and do it. Even if the classroom does offer opportunities to “practice” (the drivers education equivalent of a “driving course”) it is not the same is truly been in the “thick” of a difficult leadership challenge. So how do we do it better? Let’s figure this out. I hope you would all agree that any organization, movement or education “behind” that of the Department of Motor Vehicles is in sad shape! – SJA