Podcast appearances and mentions of Barbara Kellerman

In this episode of the Leadership Spark podcast, Sylvain converses with Barbara Kellerman, a renowned professor of public leadership at Harvard Kennedy School. They discuss particularly her book “Leadership: Essential selections” and explore the intricate dynamics between leaders and followers, emphasizing the importance of context. Barbara introduces her leader-follower-context triad, critiques the leadership industry's leader-centric focus, and discusses the distinctions between power, authority, and influence.Show notes:Book  “Bad Leadership” by Barbara KellermanBook  “Followership” by Barbara KellermanBook  “LEADERSHIP: Essential Selections on Power, Authority, and Influence” by Barbara KellermanBook  “The end of Leadership” by Barbara KellermanBook  “Professionalizing Leadership” by Barbara KellermanBook  “Leadership from bad to worse” by Barbara Kellermansylvainnewton.com/podcast

In this compelling episode of Partnering Leadership, Mahan Tavakoli engages in a deep and insightful conversation with Barbara Kellerman, a renowned expert in leadership, Harvard Kennedy School Professor, and a prolific author. Kellerman's latest book, Leadership from Bad to Worse: What Happens When Bad Festers, serves as the focal point of this discussion. With decades of research and a unique perspective on the dynamics of leadership, Kellerman challenges conventional wisdom and sheds light on often-overlooked aspects of leadership and followership.From the outset, Kellerman captivates with her critical examination of why the leadership industry tends to ignore the darker sides of leadership. She goes into the complex interplay between leaders and followers, emphasizing that bad leadership is seldom the result of one individual's actions alone. Her insights into the roles of enablers and the broader context within which leaders operate offer a fresh and necessary perspective for today's CEOs and senior executives.Kellerman's engaging anecdotes and examples, ranging from corporate boardrooms to political arenas, illustrate the intricate dance between power, authority, and influence. She highlights the importance of understanding these dynamics to navigate the increasingly complex leadership landscape effectively. The conversation also explores the diminishing power and authority of leaders in modern organizations, replaced by the need to master influence. Kellerman offers actionable insights on how leaders can cultivate this skill by deeply understanding their followers and the contexts in which they operate. This episode is not just a discussion; it is a masterclass in rethinking leadership in the 21st century. Actionable Takeaways:You'll learn why the leadership industry often avoids discussing bad leadership and the implications of this oversight.Hear how understanding the role of followers is crucial in holding leaders accountable and driving positive change.Discover the importance of examining the entire leadership system, including enablers and context, to truly understand leadership failures.Understand why leadership cannot be reduced to a few simple lessons and the importance of lifelong learning in leadership development.Explore the diminishing authority of leaders and the rising importance of influence in effective leadership today.Gain insights into the challenges of leading in a world where power dynamics have drastically shifted due to cultural and technological changes.Find out how leaders can balance accessibility and authority to maintain effective leadership.Learn about the critical role of followership in both enabling and challenging bad leadership.Discover strategies for creating an organizational culture that supports transparency and accountability in leadership.Hear examples of how successful leaders navigate the complexities of modern leadership environments.Connect with Barbara KellermanLeadership from Bad to Worse: What Happens When Bad Festers Barbara Kellerman Website Barbara Kellerman LinkedIn Connect with Mahan Tavakoli: Mahan Tavakoli Website Mahan Tavakoli on LinkedIn Partnering Leadership Website

In this episode of The Nowhere Office, Stefan Stern and Julia Hobsbawm discuss leadership with Barbara Kellerman. Our My Working Life feature is an interview with American union organiser Jaz Brisack, who has been involved with movements at Nissan, Starbucks, and Tesla. This episode covers: Tulip Siddiq's resignation and what it reveals about the challenges facing the workplace that is 10 Downing Street An interview with Barbara Kellerman, founding member of the Harvard Kennedy School, about her latest book Leadership from Bad to Worse: What Happens When Bad Festers Reflections on Donald Trump's inauguration and his anti-establishment leadership style The abundance of bad leaders, from politics to business, and the important role of followers Declining trust in once-revered institutions Dissatisfaction with capitalism in the United States Luigi Mangione and the killing of Brian Thompson The styles of business leaders like Elizabeth Holmes and Elon Musk. The Nowhere Office is a Fully Connected Production in partnership with Sandstone Global Productions. Music by Julian Brezon. Discover more at workathon.io. Learn more about your ad choices. Visit megaphone.fm/adchoices

Julia Hobsbawm interviews Syreeta Brown, Group Chief People & Communications Officer at Virgin Money. They explore the huge changes that have taken place in the workforce in recent years, whether those changes can be unravelled and discuss how ripping up the rule book can help to get, grow and retain great talent.  Also featured is a clip from an upcoming interview with Barbara Kellerman, renowned leadership writer and academic. She discusses the upcoming inauguration of President Trump, likening his bombastic style to that of a prizefighter. The Nowhere Office is a Fully Connected Production in partnership with Sandstone Global Productions. Music by Julian Brezon. Discover more at workathon.io. Learn more about your ad choices. Visit megaphone.fm/adchoices

In this episode, Bobby and Bridge dive into the fascinating dynamics between leadership and followership, exploring how followers play a critical role in organisational success. Following the insights from thought leaders like Barbara Kellerman and Robert Kelley, they break down the five followership styles. And through real-world examples and personal stories, they discuss how good followers can challenge leaders, promote teamwork, and contribute to a thriving organisational culture.  Whether you're a leader or follower, this episode will leave you thinking about how both roles work together for success. Tune in for “Being a Leading Follower” and see where the convo takes you.  Links A British Army Followership Doctrine Note.pdf (mod.uk) Followership - the great skill of Leadership Kelley's model for followership Followership: How Followers Are Creating Change and Changing Leaders: Barbara Kellerman: Amazon.com The Art of Followership: How Great Followers Create Great Leaders and Organizations: Ronald E. Riggio, Ira Chaleff, Jean Lipman-Blumen: Amazon.com Encouraging critical thinking in the workplace A Leader is Made by a First Follower (YouTube) What Is Followership? 14 Qualities of Good Followers | Indeed.com The 10 Rules of Good Followership: Meilinger.pdf (govleaders.org) How Followership leads to Leadership: Clive Barrow (TedX) Turn the ship around Manager meets the monkey- Ken Blanchard

Dr. Barbara Kellerman explores the roots of bad leadership and offers strategic tips for challenging it. — YOU'LL LEARN — 1) Where leadership training falls short 2) The two core components of “bad” leadership 3) Four tips for standing up to bad leaders Subscribe or visit AwesomeAtYourJob.com/ep977 for clickable versions of the links below. — ABOUT BARBARA — Barbara Kellerman was Founding Executive Director of the Center for Public Leadership at the Harvard Kennedy School; the Kennedy's School's James MacGregor Burns Lecturer in Leadership; and a member of the Harvard faculty for over twenty years. She is currently a Fellow at the Center. Kellerman received her B.A. from Sarah Lawrence College, and her M.A., M.Phil., and Ph.D. (in Political Science) degrees from Yale University. She was awarded a Danforth Fellowship and three Fulbright fellowships. Kellerman was cofounder of the International Leadership Association (ILA) and is author and editor of many books. She's appeared on numerous media outlets and has contributed to the New York Times, the Washington Post, the Boston Globe, the Los Angeles Times, and the Harvard Business Review. She received the Wilbur M. McFeeley Award from the National Management Association for her pioneering work on leadership and followership, as well as the Lifetime Achievement Award from the International Leadership Association. From 2015 to 2024 she has been ranked by Global Gurus as among the “World's Top 30 Management Professionals.” • Book: Bad Leadership: What It Is, How It Happens, Why It Matters (Leadership for the Common Good) • Book: Leadership from Bad to Worse: What Happens When Bad Festers • Book: Professionalizing Leadership • Website: BarbaraKellerman.com — RESOURCES MENTIONED IN THE SHOW — • Documents: The Federalist PapersSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

There seems to be an abundance of them: bad leaders. That can be dangerous, especially when they have lots of power. But what makes a bad leader? And how can we understand them? According to Barbara Kellerman, you have to understand the system around bad leaders, including their followers. She highlights this by using examples such as Vladimir Putin, Donald Trump, and Adolf Hitler.

Barbara Kellermani is a renowned expert in the fields of leadership and followership, having dedicated her lifelong work to the study and authoring of numerous books on these subjects. She is a Fellow at the Harvard Kennedy School's Center for Public Leadership. She was the Founding Executive Director of the Center, and a member of the Kennedy School faculty for over twenty years. In this episode, we explore: What is bad leadership – and how to stop it early Why good leaders are ethical The ‘Follower's Rule' The cautionary tales from the Boeing and Volkswagen scandals How successful leaders create a truly open and empowering environment Links Mentioned: Cultureandleadership.org Barbara Kellerman on LinkedIn Leadership from Bad to Worse by Barbara Kellerman The End of Leadership by Barbara Kellerman Leadership by Barbara Kellerman Bad Leadership by Barbara Kellerman Barbara Kellerman's Website

Dr. Barbara Kellerman is a Fellow at the Harvard Kennedy School's Center for Public Leadership. She was the Founding Executive Director of the Center, and a member of the Kennedy School faculty for over twenty years. Kellerman has held professorships at Fordham, Tufts, Fairleigh Dickinson, George Washington, Christopher Newport, and the Tuck School of Business at Dartmouth. She also served as Director of the Center for the Advanced Study of Leadership at the University of Maryland.Kellerman received her B.A. from Sarah Lawrence College, and her M.A. M.Phil., and Ph.D. (in Political Science) degrees from Yale University. She was awarded a Danforth Fellowship and three Fulbright fellowships. At Uppsala (1996-97), she held the Fulbright Chair in American Studies. Kellerman was cofounder of the International Leadership Association (ILA) and is author and editor of many books. Kellerman has also appeared on media outlets such as CBS, NBC, PBS, CNN, NPR, MSNBC, Reuters, and BBC, and has contributed articles and reviews to the New York Times, the Washington Post, the Boston Globe, the Los Angeles Times, and the Harvard Business Review.Barbara Kellerman has spoken to audiences all over the world including in Beijing, Toronto, Moscow, Melbourne, Buenos Aires, Munich, Seoul, Jerusalem, Mumbai, Berlin, Shanghai, Sao Paolo, Kyoto, and Sydney. She received the Wilbur M. McFeeley award from the National Management Association for her pioneering work on leadership and followership, as well as the Lifetime Achievement Award from the International Leadership Association. From 2015 to 2023, she was listed by Global Gurus as among the “World's Top 30 Management Professionals.”A Quote From Kellerman"Bad leadership is a disease. It's not a physical disease. It's a social disease no less invasive or destructive than its physical counterpart. Unless and until we recognize the parallel, bad leadership will remain incurable, impossible to root out in the future any more than in the past. Sad. No, tragic."Resources Mentioned in This EpisodeWebsite: Barbara KellermanBlog Post: Leadership Gender Gap: ReduxAbout The International Leadership Association (ILA)The ILA was created in 1999 to bring together professionals interested in studying, practicing, and teaching leadership. Register for ILA's 26th Global Conference in Chicago, IL - November 7-10, 2024.About  Scott J. AllenWebsiteWeekly Newsletter: The Leader's EdgeMy Approach to HostingThe views of my guests do not constitute "truth." Nor do they reflect my personal views in some instances. However, they are views to consider, and I hope they help you clarify your perspective. Nothing can replace your reflection, research, and exploration of the topic.

In this compelling episode of Partnering Leadership, Mahan Tavakoli engages in a deep and insightful conversation with Barbara Kellerman, a renowned expert in leadership, Harvard Kennedy School Professor, and a prolific author. Kellerman's latest book, Leadership from Bad to Worse: What Happens When Bad Festers, serves as the focal point of this discussion. With decades of research and a unique perspective on the dynamics of leadership, Kellerman challenges conventional wisdom and sheds light on often-overlooked aspects of leadership and followership.From the outset, Kellerman captivates with her critical examination of why the leadership industry tends to ignore the darker sides of leadership. She goes into the complex interplay between leaders and followers, emphasizing that bad leadership is seldom the result of one individual's actions alone. Her insights into the roles of enablers and the broader context within which leaders operate offer a fresh and necessary perspective for today's CEOs and senior executives.Kellerman's engaging anecdotes and examples, ranging from corporate boardrooms to political arenas, illustrate the intricate dance between power, authority, and influence. She highlights the importance of understanding these dynamics to navigate the increasingly complex leadership landscape effectively. The conversation also explores the diminishing power and authority of leaders in modern organizations, replaced by the need to master influence. Kellerman offers actionable insights on how leaders can cultivate this skill by deeply understanding their followers and the contexts in which they operate. This episode is not just a discussion; it is a masterclass in rethinking leadership in the 21st century.Actionable Takeaways:You'll learn why the leadership industry often avoids discussing bad leadership and the implications of this oversight.Hear how understanding the role of followers is crucial in holding leaders accountable and driving positive change.Discover the importance of examining the entire leadership system, including enablers and context, to truly understand leadership failures.Understand why leadership cannot be reduced to a few simple lessons and the importance of lifelong learning in leadership development.Explore the diminishing authority of leaders and the rising importance of influence in effective leadership today.Gain insights into the challenges of leading in a world where power dynamics have drastically shifted due to cultural and technological changes.Find out how leaders can balance accessibility and authority to maintain effective leadership.Learn about the critical role of followership in both enabling and challenging bad leadership.Discover strategies for creating an organizational culture that supports transparency and accountability in leadership.Hear examples of how successful leaders navigate the complexities of modern leadership environments.Connect with Barbara KellermanLeadership from Bad to Worse: What Happens When Bad Festers Barbara Kellerman Website Barbara Kellerman LinkedIn Connect with Mahan Tavakoli: Mahan Tavakoli Website Mahan Tavakoli on LinkedIn Partnering Leadership Website

Barbara Kellerman is a Fellow at the Harvard Kennedy School's Center for Public Leadership. She was the Founding Executive Director of the Center, and a member of the Kennedy School faculty for over twenty years. Kellerman has held professorships at Fordham, Tufts, Fairleigh Dickinson, George Washington, Christopher Newport, and the Tuck School of Business at Dartmouth. She also served as Director of the Center for the Advanced Study of Leadership at the University of Maryland.Kellerman received her B.A. from Sarah Lawrence College, and her M.A. M.Phil., and Ph.D. (in Political Science) degrees from Yale University. She was awarded a Danforth Fellowship and three Fulbright fellowships. At Uppsala (1996-97), she held the Fulbright Chair in American Studies. Kellerman was cofounder of the International Leadership Association (ILA) and is author and editor of many books. Kellerman has also appeared on media outlets such as CBS, NBC, PBS, CNN, NPR, MSNBC, Reuters, and BBC, and has contributed articles and reviews to the New York Times, the Washington Post, the Boston Globe, the Los Angeles Times, and the Harvard Business Review.

There's plenty of advice on how to grow into a better leader. And it takes effort to become more effective. But bad leadership gets worse almost effortlessly, says Barbara Kellerman, a Center for Public Leadership Fellow at Harvard Kennedy School. She shares real examples from the public and private sectors of how bad leaders spiral downward, and how bad followership enables that negative trend. She gives her advice for recognizing and avoiding ineffective and unethical leaders. Kellerman is the author of the new book Leadership from Bad to Worse: What Happens When Bad Festers.

Dr. Barbara Kellerman is a Fellow and Founding Executive Director at the Harvard Kennedy School's Center for Public Leadership, and she's dedicated to the study of leadership — focusing on the good and the bad. Through her study of leadership on the world stage, Barbara has gleaned insights that can be used by leaders — and, crucially, followers — in the corporate sphere.  Through this interview, listeners will learn about the key tenets of good leadership, and why being a “follower” doesn't mean you lack power or influence.  Learn more about Udemy Business at https://bit.ly/udemy-podcast.

The Armed Forces put a lot of effort into leadership training, but have they lost sight of the people who are led?The Army's been researching the concept of followership, how it could benefit the service become part of its culture.But what is followership, is it really different from the results of good leadership, and can it be part of an organisation that relies on command?Sitrep talks to Lieutenant Colonel Dean Canham from the Centre For Army Leadership, and one of the leading experts on followership, Barbara Kellerman.

Conventional theory says stocks, debt, and hedges shouldn't all be at highs at the same time – what does it mean for investors? (00:21) Emily Flippen and Matt Argersinger discuss: - The latest inflation numbers and whether the Fed will actually cut rates in 2024. - The oddity of stocks, interest rates, and alternative hedges like commodities all being up at the same time. - Amazon CEO Andy Jassy's annual letter, and why Amazon, Meta, and Microsoft are all doing what they can to reduce reliance on Nvidia in AI. . (19:11) Motley Fool Money's Deidre Woollard talks with Barbara Kellerman – author of Leadership from Bad to Worse: What Happens When Bad Festers – about bad leaders, and bad followers, and lessons we can borrow from Volkswagon's emissions scandal. (28:33) Emily and Matt break down two stocks on their radar: Hershey and Coupang. Stocks discussed: AMZN, META, MSFT, NVDA, CPNG, HSY Host: Dylan Lewis Guests: Emily Flippen, Matt Argersinger, Deidre Woollard, Barbara Kellerman Engineers: Dan Boyd Learn more about your ad choices. Visit megaphone.fm/adchoices

 Watch Carol and Tim LIVE every day on YouTube: http://bit.ly/3vTiACF. Barbara Kellerman, Fellow at Harvard's Kennedy School's Center for Public Leadership, discusses her book Leadership from Bad to Worse: What Happens When the Bad Festers. Bloomberg Opinion Columnist Beth Kowitt talks about her story The Kate Middleton Mess Should Terrify Brands. Hosts: Carol Massar and Tim Stenovec. Producer: Paul Brennan. See omnystudio.com/listener for privacy information.

 Watch Carol and Tim LIVE every day on YouTube: http://bit.ly/3vTiACF. Barbara Kellerman, Fellow at Harvard's Kennedy School's Center for Public Leadership, discusses her book Leadership from Bad to Worse: What Happens When the Bad Festers. Bloomberg Opinion Columnist Beth Kowitt talks about her story The Kate Middleton Mess Should Terrify Brands. Hosts: Carol Massar and Tim Stenovec. Producer: Paul Brennan. See omnystudio.com/listener for privacy information.

We talk to Barbara Kellerman, author of Leadership from Bad to Worse: What Happens When Bad Festers. She argues that you can't blame Adam Neumann for all of We Works crash, just as not all of Xi Jinging's excesses are on Xi. Plus, recently resigned Special Counsel Robert Hur testifies before Congress. He does pretty well.  Few others on the Judiciary can say the same. Produced by Joel Patterson and Corey Wara Email us at thegist@mikepesca.com To advertise on the show, visit: https://advertisecast.com/TheGist Subscribe to The Gist Subscribe: https://subscribe.mikepesca.com/ Follow Mikes Substack at: Pesca Profundities | Mike Pesca | Substack https://surfshark.deals/GIST Learn more about your ad choices. Visit podcastchoices.com/adchoices

Embracing change and adaptability has been a focal point in the latest episode of 'Student Affairs Voices From the Field.' Host Dr. Jill Creighton sits down with Dr. Denny Roberts, who has beautifully woven his international experiences into the fabric of student affairs. In this blog, I delve into the highlights of their conversation and explore how Dr. Roberts' insights can inspire and guide student affairs professionals in their practice. Understanding Diversity Beyond Borders One compelling topic from the episode was the discussion around diversity in Qatar versus the U.S. Dr. Roberts and Dr. Creighton highlight that when working internationally, one must redefine what diversity, equity, and inclusion mean within the context of their environment. Dr. Roberts emphasizes the importance of cultural understanding in fostering engagement in highly diverse student populations. This urges professionals to prioritize intentional efforts and practice humility to make substantial connections across varied cultural landscapes. Fostering Multicultural Engagement The challenges that Dr. Roberts faced in Qatar's Education City showcase the complexity of creating universal student experiences without imposing one's cultural norms and expectations. He underscores the necessity of professional development and immersion to truly engage with the local culture. The emphasis is on the importance of educators obtaining a deep understanding of the cultures they serve, which is crucial in respecting the choices and experiences of international students. Transitions, Writing, and Contributions Dr. Roberts' journey through various career and geographic transitions sheds light on his decision to step into consultancy. This choice was driven by a desire to maintain personal freedom and a passion for writing—something he has continued with zeal post-retirement. His contributions in philosophy, history, leadership, and internationalization highlight the valuable interplay between practice experience and scholarly activity in student affairs. Multipotentiality and Identity An intriguing element of Dr. Roberts' narrative is the idea of being a 'multipotentialite.' He describes the traits—idea synthesis, rapid learning, and adaptability—which mirror his approach to student affairs and consultancy. This concept adds another dimension to understanding professional identities within the field and encourages embracing one's diverse skill set. Reverse Culture Shock and Moving Forward Dr. Roberts' return to America after living abroad opened a discussion on reverse culture shock. His advice for professionals seeking international experience is thoughtful and grounded in choosing deep, reflective opportunities over perfunctory resume enhancements. His message: be transformed by your experiences and seek an environment that respects and enhances your growth. Conclusion Dr. Denny Roberts' experiences and insights provide a compelling narrative for those in student affairs. They encourage educators to be adaptable, culturally sensitive, and intentional—a lesson in how one's experiences can shape not just personal growth, but also professional practice in diverse environments. Ultimately, his journey teaches us that transitions can be an avenue for development, inspiring new approaches to leadership and inclusion in the field of student affairs. TRANSCRIPT Dr. Jill Creighton [00:00:01]: Welcome to student affairs voices from the field, the podcast where we share your student affairs stories from fresh perspectives to seasoned experts. This is season 10, continuing our season 9 theme of on transitions in student affairs. This Podcast is brought to you by NASPA, and I'm doctor Jill Creighton. She, her, hers, your essay voices from the field host.  Dennis C. Roberts is an independent consultant, speaker, and author. He last served as Assistant Vice President of Education for Qatar Foundation. During his seven years with QF he worked with Qatari and expatriate colleagues to create the student development and support services for its branch universities at Education City in Doha, Qatar. Prior to working abroad, he was Associate Vice President of Student Affairs at Miami University. He is past president of ACPA-College Student Educators international, and has been a member and presenter at the National Association of Student Personnel Administrators and the International Leadership Association throughout his career. He has authored 6 books and over 50 book chapters and other articles on student affairs, student learning, leadership, and internationalization. Denny, welcome to SA Voices. Dr. Denny Roberts [00:00:25]: Delighted to be with you today, Jill. This is awesome. Dr. Jill Creighton [00:00:27]: It is such a thrill to be able to speak to you in our theme of transitions this season. You have had quite a few career transitions, both in your identity as a professional, but also in your physical location. And in our preshow chat, I also got to know you and I share a lot of transitions in common, so I'm excited to dig into those. But I always like to get started with a question of how you got to your current seat, and your current seat is consultancy, which I know a lot of student affairs professionals kind of weave in and out of or move through after a VPSA position. Dr. Denny Roberts [00:01:01]: It is kind of an interesting transition because I had done Consulting before, you know, when I was full time employed and that kind of thing. And when I decided that it was time to return to the US from Being located in Qatar, I kinda struggled. Do I wanna continue to work full time and therefore take another job at the US or do I want to do something else? And a variety of circumstances, both personal and professional, caused me to think, you know, I really am kinda tired of going to the office every day and having somebody else tell me to do is. So I thought, maybe I can make this consulting thing work. And I also had just a gob of Ideas in my head. And I've written, you know, quite a bit during my career, but there was just this whole backlog of ideas That came to me from working abroad, and I thought, you know, if I'm tied to go to the office every day, I'm not gonna get these things Done. And what's really been fabulous is my writing has actually accelerated in retirement. I don't know if that will continue or not, but it's been terrific. Dr. Denny Roberts [00:02:04]: And I've had so much fun writing with younger colleagues who have fresh eyes, with international colleagues To have a totally different perspective. And the character of my writing has really, I think, Changed in this post kind of and I like to call it semi retirement because I can't give up. Right? So I really have not adopted an identity of being retired. I'm still very actively involved, so it was a real decision, personal and professional, that I just wanted more freedom. And fortunately enough, I was very blessed with having had a career that gave me enough economic needs to say that I didn't need that monthly salary. And that's a tough decision To make 2 in terms of how much is enough. Anybody that is facing the potential of retirement, you have to kind of gauge, like, what what's What's the lifestyle I wanna have? And I decided that what we had was very much something that would allow us stability, allow us time to do what we want. My wife was retired at that point already as well, and we decided to move to Chicago to be close to our grandkids. Dr. Denny Roberts [00:03:08]: So, that was all a part of the scenario about How I got to the, current semi retirement status that I'm in. Dr. Jill Creighton [00:03:16]: You've been quite a prolific author and student affairs is with over 60 journal articles and peer reviewed journals. I believe you've either edited or, coedited. Is it 6 books as well? Dr. Denny Roberts [00:03:27]: That's correct. Yeah. Dr. Jill Creighton [00:03:28]: So with all of that, how has your voice as an author evolved from your very first publication through when you kind of felt like you were churning a burden and now? Dr. Denny Roberts [00:03:37]: When I first Started writing, and I was extremely fortunate to have matured in 2 settings that were very, very influential for me. One was Colorado State University, and the other was University of Maryland. Both of them and I was a 1st generation college student, so I was kind of clueless about what the academic world really was all about But I had some really good coaches in the early days who urged me. They said, If you wanna be in student affairs, you need to also contribute Intellectually, you can't just be a practitioner. So I had role models at both institutions that urged me to start writing. And the early pieces that I did, I mean, one was I got involved in the whole issue about the age change for alcohol On college campuses, and so 18 to 21? Correct. Yeah. And I stood in opposition to that, Which was kind of an unusual position to take at the time. Dr. Denny Roberts [00:04:34]: And so that was kind of an opportunist publication, but not one that is deep in my heart. So After that, I started working more to just write about things that I really cared about, and that I felt like I had really learned something, And then I had something to offer, which is really very different than what a faculty member experiences. And even though I've Taught both at the graduate and undergraduate levels. I was never driven by tenure and promotion to write certain sorts of things That get into the literature in a specific sort of way. So I were really informed by my practice Experiences throughout my life. So, you know, if I was struggling with a particular issue at a certain time, then I tended to use writing as kind of almost my public Journal, this is what I'm thinking. And I don't know frankly, when you write, you never know who's gonna Be touched by an article that you write, and it's kind of a mystery to me in terms of who does read things that I write. But I Have had feedback from some of my articles or chapters that my narrative style speaking from personal experience, That reflection has been helpful for other people, and I think that is a different kind of writing than sometimes you would see in a typical kind of Tenure track publication driven, you know, kind of an environment. Dr. Denny Roberts [00:05:54]: So my publications for the early start was kinda just but then it became much more purposeful and more deeply reflective as I've gone on. And the areas I've published in that I'm most proud of are kind of student affairs, Philosophy and history, leadership, and then internationalization. Those are the 3 areas that I've most enjoyed, and I hope that the contribution I've made there has Made some difference to shed some light on those topics. Dr. Jill Creighton [00:06:20]: Am I hearing you as maybe an early adopter of autoethnography as a research style? Dr. Denny Roberts [00:06:25]: Probably. And I wasn't even aware That as a style. I had no idea that that's what I was doing, but yeah, that really is kind of where I'm coming from. Dr. Jill Creighton [00:06:33]: I think my qualitative professor might be mad that I just called it a would want me instead to call it a methodology. Dr. Denny Roberts [00:06:40]: Yeah, exactly. Yep. Yep. Dr. Jill Creighton [00:06:41]: Well, Denny, you also have had a prolific as a campus based professional and then transitioned off of a campus. So why don't we talk about that? You were at University of Miami. Is that Miami, Florida or Miami of Ohio? Dr. Denny Roberts [00:06:54]: No. It's Miami University of Ohio. Dr. Jill Creighton [00:06:56]: I apologize to the state of Ohio. Dr. Denny Roberts [00:06:58]: You have to flip The words there. So yeah. But Miami University in Ohio is where I was. Dr. Jill Creighton [00:07:02]: And you had, what I understand to be a fairly traditional rise in student affairs going from junior roles to mid roles and finally to that VPSA role. What was the state of the field when you determined it was time to go overseas? Dr. Denny Roberts [00:07:14]: Well, the idea of going overseas Cheese was really kind of planted through a previous experience at Miami, and the Miami, and you'll be very interested in this as a person interested To the study abroad, they have a bubble program in Difertaj, Luxembourg. And I heard about their invitation for visiting scholars, which were typically Play usually faculty that would do those roles. Well, I applied for it even though I was an administrator and I got it. And so I got to spend a semester in Luxembourg, and then during that time I taught and mentored students, and then I also wrote Actually, one of my books, which is deeper learning and leadership, which came out in 2007. So I worked very, very hard every week, And I had a Eurail pass, and so if I met my writing objectives, then on Friday morning, I hit Eurail. And I would go someplace. Well, guess how many writing deadlines I missed? Dr. Jill Creighton [00:08:10]: All of them? None of them. Dr. Denny Roberts [00:08:13]: 0. I missed none of them. So every weekend I went someplace you know so I'd go to paris I'd go to berlin I'd go to fiena I would We'd go all over Europe on my Eurail pass because it didn't cost me a thing. And every place I would go, I would land, and I'd find a cheap place to stay, and I would start walking the city. You know, that's what I would do every weekend. And so that just exploded my idea about what it's like To be in other cultures and to learn from other places and to be respectful and attentive to the differences from myself as an American versus all the other worlds. And that happened in 2005. And then I just kind of ruminated for a while about, well, what was that all about? And Finished the book, got it published, all that kind of thing. Dr. Denny Roberts [00:08:59]: And then Qatar came to me just out of the blue, and I had not applied, but they came to me and invited me to apply For what was a newly created possession, which was the role was to coordinate student services and development activities across the 8 branch Universities that they had then attracted to, the Education City campus in Doha, Qatar. And simultaneous to this, which is just A very, very strange, fortuitous sort of thing is that my daughter, Darby, was graduating from Carnegie Mellon University in Pittsburgh, And they invited her to go to their Carnegie Mellon branch program in Qatar. So Darby accepted the position first. They came to me subsequently. My immediate reaction when I was invited was I asked Darby. I said, Darby, this is crazy. I mean, your father's gonna follow you halfway around the world in your 1st job. I mean, Can you deal with this? Would this be okay? And she said, oh, of course, dad. Dr. Denny Roberts [00:10:00]: No problem at all. So I applied and they hired me and then I went over and that was in the fall of two And I went over for what was supposed to have been a 3 year contract, which was then successively extended to 6, And then extended to 7. And then finally, after 7th year, I said, I really need to go back, and I need to be with my family. Unfortunately, my My wife was not able to go over and live with me over there even though she came over on a quarterly basis, and we talked every day. But that's one of the challenges of expat work Yes. That always get to take your family with you, and that's not always convenient. And so you have to kinda figure out how that's gonna work. So that was a huge transition Culturally, professionally, personally, I mean that was the real kind of just crazy paradigm change for me when I went to Qatar. Dr. Jill Creighton [00:10:52]: So I grew up in the Middle East a little bit. I had my earliest years in Riyadh, Saudi Arabia, and it's a very different cultural space. I also have spent some time in the UAE and then have good colleagues in the Levant region, as well as, you know, just kind of all around the GCC or the Gulf Coast region. On the show last season, we had a good colleague from Kuwait and then also in the season prior, colleagues from Qatar as well and from Kuwait. And we hear that the the needs of students are just extremely different. For those who are not familiar with Education City. As Denny mentioned, there are more than 8 now branch campuses in Education City in Qatar. I believe it's more than 8 now. Dr. Jill Creighton [00:11:32]: And they have attracted or kind of what I would call joint venture opportunities, really, where students from the local region are coming in earning degrees with university names that a US audience are probably a little more familiar with. But it's not as if you can just transplant all of these Americanized ideals into this environment where the value system is extremely different. So how did you adapt what you knew and what you had been practicing and researching to this environment that you didn't know at all. Dr. Denny Roberts [00:12:02]: The Qatar Education City campus, it does have just 8 universities. And, well, 6 are American universities, one is European, And then there's their homegrown graduate school, which is called Hamid bin Khalifa University. So it's the 8 institutions and they They are not joint degrees. They are in the local environment. What's fascinating about what they've been able to do in Qatar is that the degree requirements Are exactly the same as the home campus. So if you get a degree from Carnegie Mellon in computer science, The curriculum is identical. And if it's Texas A&M engineering curriculum, identical. So and actually, the degree is granted from the home Campus rather than it being there as a local in Qatar, you know, kind of a degree. Dr. Jill Creighton [00:12:47]: So it looks exactly the same when you're done. Dr. Denny Roberts [00:12:50]: Exactly. And so, You know, part of what the goal was was to replicate the student learning experience between the US Or European, and then the Qatar example. What's interesting about that is that student affairs is very much a part of Most institutional cultures in the US. And for the most part, the colleagues that I worked with in Qatar, particularly those that were Country or were GCC Air World colleagues, they had no idea of what student affairs was about. Even for those that studied in the US, there's a tendency, at least among the colleagues with whom I interacted, there's a tendency for them to Not engage in the same sorts of ways when they're in the US. So I had lots of colleagues that went to US institutions That didn't even know there was such a thing as a student affairs division, and what value did that bring, and that kind of thing. So a major major part of what I Did there was to raise awareness of what student affairs was as a historical and philosophical and research based Commitment. Dr. Denny Roberts [00:13:56]: And that I have to say, worked in some examples, and I'm thrilled that it stuck. In other examples, that never really did take, and I think that that's really something that international student affairs educators have to face. Some of it's gonna stick, Some of it isn't, and some of that is because of the differences in culture. And I'm sure you know from your Riyadh experience and UAE experience, I mean, the background that a student brings to the learning environment very clearly impacts the way that they're going to engage, and that relates to Everything from deference to authority, to gender roles, to freedom of thought and expression. I mean, there's just all sorts of things. And what's really interesting is to try to contextualize the values that student affairs can bring to another culture, But not do it in a way that judges other people's way of being. I learned so much from some of the students, for instance, that came from Pakistan, or from India, or from North African countries, where the environment of their expressing their views And actively engaging would have been politically dangerous. And as educators, even though I value democratic Education and full engagement, I had to understand that I was potentially educating a student with a tool that could be dangerous for them In terms of personal or professional welfare. Dr. Denny Roberts [00:15:30]: It's a really interesting tension, and that doesn't mean abandon the values and the purpose that we have as student affairs educators, but it does mean you need to understand the cultural differences, and you need to respect the choices that students have to make that might be different than what you would find in a US kind of a setting. Did you find that in your in your work in the UAE and Saudi Arabia? Dr. Jill Creighton [00:15:55]: Well, I was only in the UAE for a hot second, and, it was really as a visitor when I was working for NYU in the past. But I think my most relatable experiences as a CSAO in in China for a couple of years, and that institution had students from 70 countries. Dr. Denny Roberts [00:16:11]: Yeah. Well, we had a 100 in in In Qatar. Dr. Jill Creighton [00:16:14]: So when you have that level of diversity, it's just very different than what diversity is conceptualized as in the United States. Dr. Denny Roberts [00:16:22]: Correct. Dr. Jill Creighton [00:16:22]: And then even in my mind, what what the priorities are and diversification are different. And the way that we talk about inclusion and access in the US is actually quite ethnocentric to the US, and I don't think that we acknowledge that all the time. Dr. Denny Roberts [00:16:36]: Amen. Amen. I mean, no, I mean, that's a really distinction, and I think that the focus on diversity, equity, and inclusion is very important to in the US, and translating that in an international All setting is very appropriate. However, the way that you define it and what you understand to be diversity needs To be conceptualized in a different sort of way. Dr. Jill Creighton [00:16:58]: Well, absolutely. And the campus I was on had about 60% students from China mainland and then 40% students from the rest of the world. And and so when we look at that, it was also all of a sudden your majority identity is not students who come from privileged backgrounds from a majority ethnic white background. It's Han Chinese all of a sudden, and so then the world shifts in terms of what you understand. And so that was just quite a part quite an interesting part of my experience and a huge transition for me in the way I conceptualize things. I'm wondering for you then, Denny, if You could talk about what's the number one thing you found in terms of a universal experience amongst students in a setting that diverse. Dr. Denny Roberts [00:17:39]: Well, Certainly, their interaction with each other was very, very powerful, and this was actually one of the things that I advocated Very, very strongly. Some of the branch programs tended to want to kinda develop their own identity of their own students kinda within the bubble. So The Northwestern students would hang together. The Georgetown students would hang together, etcetera. And that kinda happened naturally because each of them had a separate building. But while I was there, We built a student center that was a shared space, and so the shared space was supposed to bring everybody together and It was just overwhelming. Students just loved it. You know, we had the bowling alley and the sports complex, and we had the Convenience shopping, and we had meeting rooms, we had a theater, we had an art gallery. Dr. Denny Roberts [00:18:29]: I mean, we had all of that that then Brought people together. And we eventually built residence halls as well. And the residence halls again, you know, it was not clustered by your academic experience, but it was mixed up In terms of both your academic experience and your cultural experience. So it was very very clear that our Students there and you would hear different languages, different styles of dress, all of that all the time. And I assume that you've observed the same sort of thing. So diversity of thought and culture and background is ubiquitous. That is the experience. And what's interesting about it Is though and we actually conducted the national survey of student engagement of the students over there to see what the real impact Was and while the opportunity for exposure across culture was clearly there as a Ubiquitous experience, engaging in it was a different matter. Dr. Denny Roberts [00:19:25]: And if you look at US experience too, just that diversity is on the Campus doesn't guarantee that there is multicultural engagement. There has to be intentional effort to make it happen. There has to be willingness. There has to be respect and humility. You have to have all of those things, and that was a startling realization In terms of just because you have students from a 100 countries doesn't mean that you're going to have a multicultural experience. You have to work at it. And this is something that student affairs really is so strong in in comparison to other academic areas and so forth. But again, as we're saying, It can't be replicated right straight from the US. Dr. Denny Roberts [00:20:05]: The principles of it, the philosophy of it, I think can be transferred, but how you do it has to be different. Dr. Jill Creighton [00:20:11]: One other thing that I always try to conceptualize is how do I help lead a team to create a universal student experience without kind of engaging in colonialism is the best way I can put it. And that's so tough. Right? Because my training, my education, and my experiences are primarily US based. And so as we look at you know, we are privileged people to be able to live and work in another country. We are also being asked to be there because of the knowledge base that we bring and also trying to figure out how to do that in culturally appreciative ways of the environment that we're in. So can you talk about maybe a practice or some sort of departmental shift that you had to make to really engage the cultural elements of where you were compared to what you knew. Dr. Denny Roberts [00:20:56]: I used some of the tools that I had used previously in my career. So particularly because There was really not a base of understanding student affairs from a research and theory and publication point of view. We did a lot of professional development efforts, And we did that actually in concert with some US institutions. We established something that we called the Qatar Foundation, YPI, Young Professionals Institute. And so we hosted institutions like Colorado State, Maryland, San Diego, who would bring their students over, and we would have these 2 week Experiences that were intensive cultural immersion, and then working in teams to bring ideas about Student affairs practice, but then to to recreate it as a cultural context. So we would have half US graduate and young professionals, and half Qatar based or Arab world based people that were interested in the field or employed in the field, and would they would work in teams together on certain kinds of topics. So for instance, one of the topics that was just wonderful to explore was the influence of family. And of course, US students are all talking about, oh, it's Important for you to be independent and autonomous from your families and so forth. Dr. Denny Roberts [00:22:05]: And our local Arab world colleagues and Asian colleagues were saying, no. Not so much. Not so much. And so literally, the US students relearned in very powerful ways. But on the other hand, Our Arab world colleagues, our Asian colleagues also learned the merits of fostering independence and autonomy while doing it in a respectful sort of way of Environments that are very, very family oriented. One of the things that I also did personally was I practiced Very deep humility on a regular basis, humility and curiosity. And I had several cultural informants, who were colleagues who were willing to give me the the straight scoop about how I was coming across. Oh, that's Dr. Jill Creighton [00:22:49]: so important. Dr. Denny Roberts [00:22:51]: Oh my gosh. It was incredible. I would not have survived without them. No way. And so I would regularly meet with them and ask them what was Going well. What was not going so well? And they would tell me. And that was difficult at first because not only am I a Privileged white American. I'm also old. Dr. Denny Roberts [00:23:09]: I have white hair. And so in the cultural context, the reverence For somebody of my makeup was very significant and I really had to build trust so that people would tell me the truth. Because when you're in that kind of a position as a privileged white American or really kind of like as any kind of an American or European, you have to understand your Privilege. And if you don't understand your privilege, you're likely to do exactly what you suggested, which you will become a neocolonialist. You will impose your idea on other people whether it fits or not. And man, I just I learned so much from that. And I learned a term recently Lee, that I I think is kind of a really fun term. Have you ever heard of the term multi potentialite? Dr. Jill Creighton [00:23:52]: No. That's new for me. Dr. Denny Roberts [00:23:53]: It's actually TED Talks by Emily Wapnick. And when I listened to it, I kind of went like bingo. And all my career life, I've had wonderful jobs, and I've had a lot of fun, and I've had some Pushback in terms of I sometimes kind of have a different way of seeing things. Well, this multipotentialite thing has a lot to do with it. And the 3 characteristics that she identified are that they tend to be, very good at idea synthesis. They secondly are rapid learners, so they catch on quickly, and they they go for it while sometimes other people are kind of dragging their feet. And then thirdly, they're very adapt Across environments. And those things, I think, really, really helped me in the Qatar example. Dr. Denny Roberts [00:24:34]: And I think it also relates to just My identity as an artist because, you know, I have an undergraduate degree in music, and musicians are always looking for relationships, and harmony, and sequence, And patterns, that's who musicians or artists are. And I think I actually express that in my work in Some pretty interesting ways. And I'm saying this because I think some of us that may look a little different or think a little bit differently than colleagues around us sometimes End up feeling as if that were not appreciated or were not affirmed. And I think it's really important to kinda look at your own gifts and try to figure out how that they fit With any particular work environment or any particular calling that you may want to consider. And that has a whole lot to do with this whole transitions theme of Knowing yourself well enough to know your strengths and weaknesses, and then identifying opportunities where your best gifts are gonna meet the The needs of a particular environment, and you're gonna be able to be effective in that other setting. And for the most part, I've been lucky. I had a lot of good lands, Couple, that's so good, but that's kinda the luck of the draw with some of that. Dr. Jill Creighton [00:25:43]: Let's talk about the transition of reverse culture shock. That's a rough one, and reverse culture shock, meaning you decided to return to the US to settle into semi retirement. You've been living in a different cultural context for 7 years at that point, but coming back to a context that you're supposed to know and understand well, but maybe may not make as much sense to you in some ways anymore or may make more sense to you in some ways. So what was that experience like? Dr. Denny Roberts [00:26:09]: Yeah. Well, the first thing that I noticed was that People didn't really care. And that was frustrating because I learned so much from the work abroad experience I wanted to share. And so on numerous opportunities, I waxed eloquently about my work abroad experience, and eventually, I started noticing the glazed eyes And the fact that people just weren't interested. And that was disappointing to me as a reverse culture shock issue. I thought That my American colleagues around here would welcome that more. So I became more selective in terms of how I offered my point of view. And lots of people that I interact Now I have no clue that I've worked abroad and what my experience has been, and that's totally okay. Dr. Denny Roberts [00:26:53]: But I I had an urgency of wanting to share it. I think probably came from just Self processing. So it was self processing publicly by talking to other people about it. So that definitely was something. Our choice of coming back To a setting that was more inclusive and had more diversity in, and it was also very purposeful. I was still working in Qatar in 2012 when we actually purchased our home and my wife moved to Chicago. And we moved from Oxford, Ohio. And, Oxford, Ohio is a Small town, kind of a bubble kind of setting in itself, not a lot of diversity. Dr. Denny Roberts [00:27:27]: I knew full well there was no way that after working abroad, working with diverse colleagues, Working with diverse students, then I would be able to come back and and really enjoy a setting that was more homogeneous. So Chicago worked really well for us. We live in a very diverse neighborhood. Lots of internationals or expatriated people live in our neighborhood. Lots of cultural Diversity, socioeconomic diversity. I mean, I live in Wilmette, Illinois, and for those who have stereotypes about Wilmette, park them someplace Because, yes, there is the the North Shore Sheridan Road version of Wilmette, and then there's the version that I live in. And the version I live in is actually very diverse and very, very interesting. So the choice of where to come back as an expatriate, I think, is very important. Dr. Denny Roberts [00:28:12]: And that both relates To if you come back to work someplace, as well as to come back to live someplace. I think you don't just come back and replug in to the old way of being Because the old way of being is gone. It just doesn't exist, and you're not comfortable there anymore. So I was transformed by my experience and very much sought Diverse experience, diverse exposure, and then dialing it down in terms of sharing my international wisdom. I share that in my writing. I don't share it in my personal interaction with people. Dr. Jill Creighton [00:28:45]: Yes. And now you're sharing it on our show, which we're very grateful for. Dr. Denny Roberts [00:28:48]: So, I mean, that was so powerful. It was, really wonderful. And for people that might want to consider international experience, it is a transition out and then back. And you can look at Transition experiences that you've had in other work or personal circumstances to look at the kind of strengths and challenges that you faced, And then figure out how to navigate in ways that that do not violate your values. And that's a really important part of this too is understanding your values well enough to know where Where do you have some flexibility versus where can you adapt and do it in ways that are gonna be both to your benefit and the benefit of others? Dr. Jill Creighton [00:29:25]: What advice do you have for US based student affairs pros who might be looking for jobs in Education City or really anywhere outside of the US? Dr. Denny Roberts [00:29:34]: They're kind of idiosyncratic in terms of the selection processes are not as transparent as they are in most US settings. And so at least in my experience, I don't know how this compares with yours, but it's not unusual at all for Referrals to be made on a personal basis rather than for there to be a an application process that you throw your vita or resume into the pile and it gets sorted out. So taking on experiences that allow you to tiptoe into it helps. I mean, my Luxembourg experience clearly Was tiptoeing into international work, so it was a temporary period. It was like a, you know, faculty study abroad program is basically what it was, and I think one of the things that I worry about a little bit is that sometimes I think people think that excuse me for being negative about this, But I've seen some study tours quote that are more what I would call ecotourism. Dr. Jill Creighton [00:30:29]: Academic tourism. Don't even get me started. It's a whole thing. Dr. Denny Roberts [00:30:32]: Okay. Well, you know exactly what I'm talking about. And that's not enough. If you're gonna choose an experience to Travel abroad, and you want to do it in a professional developing sort of way, then choose something that is a deep dive in terms of culture, requires lots of preparation in advance, requires lots of reflection during and after the process. Don't just go there to be able to notch it on your resume, travel to x number of countries. That just doesn't work, at least for me. And I I don't mean to be critical because I know all of these are steps toward being more internationally aware. But if you're in a student affairs position, you Kinda wanna consider this internationalization thing, then do it deeply. Dr. Denny Roberts [00:31:14]: You know, find a program that really is gonna give you a deep dive and really engage you in ways that helps you to teach Humility and curiosity. So that would be my advice. Dr. Jill Creighton [00:31:23]: It's time to take a quick break and toss it over to producer Chris to learn what's going on in the NASPA world. Dr. Christopher Lewis [00:31:29]: Thanks, Jill. So great to be back in the NASPA world. Really excited to be able to talk to you about the amazing things that are happening within our association. The 2024 NASPA Student Affairs Fundraising Conference is coming up July 29th to July 31st in Louisville, Kentucky. The purpose of the NASPA Student Affairs Fundraising Conference is to share and exchange strategies, ideas, and resources, And to discuss issues related to student affairs fundraising and external relations. The conference promotes an exchange of best practices, And it is designed for professionals who currently have development responsibilities specifically in student affairs And for professionals with backgrounds and experience in either student affairs or development. The call for programs for this conference is Currently open until February 26, 2024. And if you have an interest in presenting at the conference, I encourage you to submit before the deadline To be able to be considered to share with amazing professionals that are all there interested in the same thing. Dr. Christopher Lewis [00:32:38]: At the same time, we are also looking for reviewers for sessions that are submitted, and reviewer applications are also due by February 26th. Information on both of these opportunities can be found on the NASPA website. If you go to the event itself and click on it, You'll find out more information. Help ensure that eligible students are registered, educated about elections, and turn out to exercise their right to vote by considering to engage with the voter friendly campus program. This is a free initiative that's been growing since its inception in 2016 in partnership with the Campus Vote Project. You can find out more at campus vote Project .org. I know in the past I've talked about the Leadership Exchange as a great piece of professional development. This is a magazine that's sent out by NASPA every quarter to be able to allow for our vice presidents for student affairs to think about Topics that are pertinent to the day to day activities that they are dealing with, but that doesn't mean that if you're not a vice president for student affairs that you will not learn so much by reading the articles that are submitted. Dr. Christopher Lewis [00:33:47]: One such article that I would highly recommend is called budget reduction 101, And it was written by incoming chair of the NASPA board, Anna Gonzalez and Christine Livingston. The great thing about this is that it is giving frontline perspectives on making effective cost cutting decisions and really gets into the mind of the chief student affairs officers on things that they can do to be able to cut costs and to manage Their divisions in an effective way. As I said, you don't have to be a vice president for student affairs to better understand this topic, but you will learn so much From reading this and getting into the mind of vice presidents within our association. If you have an interest in learning more about budget reduction or other topics, I encourage you to go to the NASPA website under publications and go to leadership exchange, and you'll be able to access the winter 2024 issue that does have This specific article in it or many of the other issues that have come in the past that I think that you will find to be Very eye opening. I know I've mentioned this before, but there are some amazing keynote speakers that are going to be at the 2024 NASPA virtual conference That is available April 2nd through 5th, and it's something that you and colleagues on your own campuses can definitely take advantage of Whether you're going to the national conference or not. A few of the keynote speakers that are going to be highlighted That are going to be speaking at the conference itself includes Josie Elquist, who's a higher education digital educator leader and author, Shawna Patterson Stevens. Doctor Shawna Patterson Stevens, vice president for inclusive excellence and belonging At at Central Michigan University and also doctor Kevin Kruger, president of NASPA will be speaking at the virtual conference. This among many great concurrent sessions that are available are going to allow for you and your colleagues to leave the days with So much great professional development and opportunities to be able to learn right from home or right from campus. Dr. Christopher Lewis [00:35:57]: If you wanna find out more about the virtual conference, go to learning .naspa.org Forward slash v c dash sessions. Every week, we're going to be sharing some amazing things that are happening within the association. So we are going to be able to try and keep you up to date on everything that's happening and allow for you to be able to get involved in different ways Because the association is as strong as its members. And for all of us, we have to find our place within the association, whether it be Getting involved with the knowledge community, giving back within one of the the centers or the divisions of the association. And as you're doing that, It's important to be able to identify for yourself. Where do you fit? Where do you wanna give back? Each week, we're hoping that we will share some things that might Encourage you might allow for you to be able to get some ideas that will provide you with an opportunity to be able to say, hey. I see myself in that knowledge community. I see myself doing something like that or encourage you in other ways That allow for you to be able to think beyond what's available right now, to offer other things to the association, to bring your gifts, Your talents to the association and to all of the members within the association. Dr. Christopher Lewis [00:37:22]: Because through doing that, All of us are stronger, and the association is better. Tune in again next week as we find out more about what is happening in NASPA. Dr. Jill Creighton [00:37:34]: Thank you, Chris, for giving us the latest scoop on what's going on in and around NASPA. And, Denny, we have reached our lightning round. I have 7 questions for you in about 90 seconds. You ready to go? Dr. Denny Roberts [00:37:46]: I sure am. Yep. Dr. Jill Creighton [00:37:47]: Alright. Question number 1. If you were a conference keynote speaker, what would your entrance music be? Dr. Denny Roberts [00:37:52]: Well, I'm a classical musician trained person. It would be, The last movement of Mahler's 8th symphony. Dr. Jill Creighton [00:38:02]: That'll be a very dramatic entrance. Dr. Denny Roberts [00:38:03]: Very dramatic. Very dramatic. Yep. Dr. Jill Creighton [00:38:05]: Number 2, when you were 5 years old, what did you want to be when you grew up? Dr. Denny Roberts [00:38:09]: Oh, I wanted to be a concert pianist. That was my whole vision of myself as a Dr. Jill Creighton [00:38:13]: Number 3, who's your most influential professional mentor? Dr. Denny Roberts [00:38:17]: Wow. This one is tough. I kinda thought about this a little bit this morning because I've had some great Mentors, I have to admit most of them have been women, and one person who is a colleague and mentor is Susan Komovaz. She's a delightful human being, and we Change a lot. Barbara Kellerman in the leadership studies world is somebody that I really respect. Esther Lloyd Jones, I had a chance to know her, and She taught me a lots of things about student affairs and what we're here for, and so I broke the rule. I gave you 3, so that's enough. Dr. Jill Creighton [00:38:45]: Number 4, your Essential Student Affairs Read. Dr. Denny Roberts [00:38:48]: Essential Student Affairs Read? Actually, Esther Lloyd Jones, deeper learning and leadership 1954. Dr. Jill Creighton [00:38:53]: Number 5, the best TV show you binged during the pandemic. Dr. Denny Roberts [00:38:58]: Oh, wow. Do I have to admit it? Succession. I'm sorry. Dr. Jill Creighton [00:39:06]: Number 6, the podcast you've spent the most hours listening to in the last year. Dr. Denny Roberts [00:39:10]: I actually listen to I do listen to this one, and I Really, really enjoyed this this podcast, but I watch, the International Leadership Association podcast, and there are actually a couple of them that I watch, regularly to get the wisdom from those. Dr. Jill Creighton [00:39:25]: And finally, any shout outs you'd like to give personal or professional? Dr. Denny Roberts [00:39:29]: I thank Chris For introducing me to this opportunity, I think I'm kinda known in the in the professional world as more of an ACPA kind of person. So I don't show up in the NASPA space as As often as I might, even though I've been an ASPA member most of my career. Kevin Kruger was he had his 1st job with me. Yeah. And lots and lots of colleagues that are very active in NASPA, but I have maintained more in the the, ACPA area. And, you know, for me, these professional associations are so important in terms of giving us a colleague network, a way to push our understanding to Standing to learn from each other and that kind of thing. And so I I would give a a shout out to folks like you that are trying to get people's voices out there and get exchanged And professional organizations that allow us to relate to one another and discover how to do our best work. Dr. Jill Creighton [00:40:21]: Thank you so much, Denny. It's been an incredible opportunity to get know you today and your story. If anyone would like to reach you after the show airs, how can they find you? Dr. Denny Roberts [00:40:30]: My professional email is dc roberts48@gmail.com. And in Wilmette, Illinois, I have a LinkedIn profile. I have 2 blogs That I maintain one is called Pursuing Leadership by Denny, and that one's mostly about it has a lot in travel because I started in 2005 when I went to Luxembourg, but it's all by reading that I do on a regular basis. And then the other one's called Global Student Affairs. And that's more about international implications For people that are in student affairs work. So those would be the best ways to get in touch with me. Dr. Jill Creighton [00:41:05]: I'm looking forward to checking out that second one in particular. Dr. Denny Roberts [00:41:07]: Jill, it's been great. Yeah. We have so many nice connections, and I feel like we're possibly birthed from the same parents. I don't know. But Dr. Jill Creighton [00:41:16]: I appreciate the deep connections on so many levels, whether it be music or international higher education or student affairs journey or even where we've been in the US. So, Denny, thank you so much for sharing your voice with us today. Dr. Denny Roberts [00:41:29]: Great. Alright. I look forward to seeing you again. Dr. Jill Creighton [00:41:34]: This has been an episode of Student Affairs Voices From the Field, a podcast brought to you by NASPA. This show continues to be possible because you choose to listen to us. We are so grateful for your subscriptions and your downloads and your engagement with the content. If you'd like to reach the show, please email us at s a voices at naspa.org or find me on LinkedIn by searching for doctor Jill L. Creighton. We always welcome your feedback and your topic and guest suggestions. Ginz. We'd love it if you take a moment to tell a colleague about the show and give us a 5 star rating on Apple Podcasts or wherever you're listening now. Dr. Jill Creighton [00:42:08]: It really does help other student fairs professionals find the show, and helps raise the show's profile within the larger podcasting community. This episode was produced and hosted by doctor Jill Creighton, that's me, produced and audio engineered by doctor Chris Lewis. Special thanks to the University of Michigan Flint for your or as we create this project. Catch you next time.

Barbara Kellerman is a Fellow at the Harvard Kennedy School's Center for Public Leadership. She was the Founding Executive Director of the Center, and a member of the Kennedy School faculty for over twenty years. Kellerman has held professorships at Fordham, Tufts, Fairleigh Dickinson, George Washington, Christopher Newport, and the Tuck School of Business at Dartmouth. She also served as Director of the Center for the Advanced Study of Leadership at the University of Maryland.Kellerman received her B.A. from Sarah Lawrence College, and her M.A. M.Phil., and Ph.D. (in Political Science) degrees from Yale University. She was awarded a Danforth Fellowship and three Fulbright fellowships. At Uppsala (1996-97), she held the Fulbright Chair in American Studies. Kellerman was cofounder of the International Leadership Association (ILA) and is author and editor of many books. Kellerman has also appeared on media outlets such as CBS, NBC, PBS, CNN, NPR, MSNBC, Reuters, and BBC, and has contributed articles and reviews to the New York Times, the Washington Post, the Boston Globe, the Los Angeles Times, and the Harvard Business Review.Barbara Kellerman has spoken to audiences all over the world including in Beijing, Toronto, Moscow, Melbourne, Buenos Aires, Munich, Seoul, Jerusalem, Mumbai, Berlin, Shanghai, Sao Paolo, Kyoto, and Sydney. She received the Wilbur M. McFeeley award from the National Management Association for her pioneering work on leadership and followership, as well as the Lifetime Achievement Award from the International Leadership Association. From 2015 to 2023, she was listed by Global Gurus as among the “World's Top 30 Management Professionals.”A Quote From This Episode"I'm choosing not to identify a leader of the year but explore why great leaders seem so few and far between."Resources Mentioned in This EpisodeWebsite: Barbara KellermanBlog Post: Barbara Kellerman's Leader of the YearBook: How Civil Wars Start by WalterTed Talk: The Next Global Superpower Isn't Who You ThinkTed Interview: Ian Bremmber - The US vs. ItselfAbout The International Leadership Association (ILA)The ILA was created in 1999 to bring together professionals interested in studying, practicing, and teaching leadership. Plan for ILA's 26th Global Conference in Chicago, IL - November 7-10, 2024.About The Boler College of Business at John Carroll UniversityBoler offers four MBA programs – 1 Year Flexible, Hybrid, Online, and Professional. Each track offers flexible timelines and various class structure options (online, in-person, hybrid, asynchronous). Boler's tech core and international study tour opportunities set these MBA programs apart. Rankings highlighted in the intro are taken from CEO Magazine.About  Scott J. AllenWebsiteWeekly Newsletter: The Leader's EdgeMy Approach to HostingThe views of my guests do not constitute "truth." Nor do they reflect my personal views in some instances. However, they are views to consider, and I hope they help you clarify your perspective. Nothing can replace your reflection, research, and exploration of the topic.

Agents Scott and Cam hijack a rusty barge and embark on a mission to thwart German U-boats with the 1980 star-studded WWII adventure film The Sea Wolves. Directed by Andrew V. McLaglen. Starring Gregory Peck, Roger Moore, David Niven, Trevor Howard, Barbara Kellerman, Patrick Macnee, Kenneth Griffith, Patrick Allen and Wolf Kahler. Become a SpyHards Patron and gain access to top secret "Agents in the Field" bonus episodes, movie commentaries and more! Purchase the latest exclusive SpyHards merch at Redbubble. Social media: @spyhards View the NOC List and the Disavowed List at Letterboxd.com/spyhards Podcast artwork by Hannah Hughes Theme music by Doug Astley.

Barbara Kellerman is a Fellow at the Harvard Kennedy School's Center for Public Leadership. She was the Founding Executive Director of the Center, and a member of the Kennedy School faculty for over twenty years. Kellerman has held professorships at Fordham, Tufts, Fairleigh Dickinson, George Washington, Christopher Newport, and the Tuck School of Business at Dartmouth. She also served as Director of the Center for the Advanced Study of Leadership at the University of Maryland.Kellerman received her B.A. from Sarah Lawrence College, and her M.A. M.Phil., and Ph.D. (in Political Science) degrees from Yale University. She was awarded a Danforth Fellowship and three Fulbright fellowships. At Uppsala (1996-97), she held the Fulbright Chair in American Studies. Kellerman was cofounder of the International Leadership Association (ILA) and is author and editor of many books. Kellerman has also appeared on media outlets such as CBS, NBC, PBS, CNN, NPR, MSNBC, Reuters, and BBC, and has contributed articles and reviews to the New York Times, the Washington Post, the Boston Globe, the Los Angeles Times, and the Harvard Business Review.Barbara Kellerman has spoken to audiences all over the world including in Beijing, Toronto, Moscow, Melbourne, Buenos Aires, Munich, Seoul, Jerusalem, Mumbai, Berlin, Shanghai, Sao Paolo, Kyoto, and Sydney. She received the Wilbur M. McFeeley award from the National Management Association for her pioneering work on leadership and followership, as well as the Lifetime Achievement Award from the International Leadership Association. From 2015 to 2023, she was listed by Global Gurus as among the “World's Top 30 Management Professionals.”A Quote From This Episode"Liberal democracies struggle with governing in an age when leaders are so weak. They have very little power, authority, and less influence than ever, and followers are emboldened to be outrageous."Resources Mentioned in This EpisodeBook: Leadership From Bad to WorseBlog: Babara Kellerman's BlogAbout The International Leadership Association (ILA)The ILA was created in 1999 to bring together professionals interested in studying, practicing, and teaching leadership. Plan for ILA's 26th Global Conference in Chicago, IL - November 7-10, 2024.About The Boler College of Business at John Carroll UniversityBoler offers four MBA programs – 1 Year Flexible, Hybrid, Online, and Professional. Each track offers flexible timelines and various class structure options (online, in-person, hybrid, asynchronous). Boler's tech core and international study tour opportunities set these MBA programs apart. Rankings highlighted in the intro are taken from CEO Magazine.About  Scott J. AllenWebsiteWeekly Newsletter: The Leader's EdgeMy Approach to HostingThe views of my guests do not constitute "truth." Nor do they reflect my personal views in some instances. However, they are views to consider, and I hope they help you clarify your perspective. Nothing can replace your reflection, research, and exploration of the topic.

In this episode, podcast host, Matt Richter is joined by Nigel Paine, organizational learning and leadership expert. Together, they spend the whole episode exploring that nebulous and vague concept of leadership. They fail to definitively lock in a definition for leadership— thus demonstrating one of the inherent challenges organizations face when leveraging LD programs. But, more importantly, they look at what we can do, when we effectively develop leaders within organizational contexts. Leaders are all about managing… managing the context. No one style, approach, model, theory, or consultant prescription will work in all scenarios… of at all. So, what is one to do? Focus on flexibly adapting and managing that aforementioned context. Recognize that that there are so many different perspectives— the leaders, the followers, other players, etc. And then find ways to accept and leverage those different perspectives.In other words, leadership is utterly founded on adaptation and change. It is about systems thinking. To paraphrase Keith Grint, leadership is all about working to solve those wicked problems we face.Nigel answers the question about how we can predict or forecast whether someone will be a good leader. Which then leads to a discussion of how we conceive of leadership in our culture and how we describe leadership success.Below are some references and notes from the show:We referenced both Barbara Kellerman and Jeffrey Pfeffer:Kellerman, B. (2012). The End of Leadership. New York: Harper Collins. Kellerman, B. (2015). Hard Times: Leadership in America. Stanford, CA: Stanford University Press. Pfeffer, J. (2015). Leadership BS: Fixing Workplaces and Careers One Truth at a Time. New York, Harper Business. Matt mentioned some of the Warren Bennis and Burt Nanus management comparisons reference: Young, M., & Dulewicz, V. (2007). Similarities and Differences between Leadership and Management: High-Performance Competencies in the British Royal Navy. British Journal of Management, 19(1), 17-32. doi:https://doi.org/10.1111/j.1467-8551.2007.00534.xAnd the book from them is LEADERS: Strategies for Taking Charge.Nigel mentioned John Kotter. Here are two references that sum up his work nicely.Kotter, J.P. (2001) What Leaders Really Do. Harvard Business Review. December 2001.Adapted from A Force for Change: How Leadership Differs From Management (pp. 3–8), by J. P. Kotter, 1990, New York, NY: Free Press. General Electric's Crotonville Leadership Institute was actually opened in 1956, not in 1947, as Nigel stated. We referred to Keith Grint and his article:Grint, K. (2005). Problems, problems, problems: The social construction of ‘leadership.' Human Relations. 58 (11), 1467-1494.The originators of wicked and tame problems: Rittel and Webber.Rittel, H.W.J. and Webber, M.M.. (1973) Dilemmas in a General Theory of Planning. Policy Sciences. 4, pp. 155-169.Peter Senge and The Fifth Discipline. You can find the book anywhere books are sold.Winston Churchill. There are a ton of biographies about Churchill. Matt's favorite's are the William Manchester volumes. Neville Chamberlain reference: Self, R. (2013, September 30). Was Neville Chamberlain Really a Weak and Terrible Leader? Retrieved from http://www.bbc.com/news/magazine-24300094.Tina Kiefer— and others—  on the drawing a Leader exercise: https://www.nytimes.com/2018/03/16/health/women-leadership-workplace.html?smid=url-share Joseph Devlin: https://www.linkedin.com/posts/joseph-t-devlin_learningstyles-brainmyth-activity-7113156889688854528-RFWZ?utm_source=share&utm_medium=member_desktop

In our leader-focused society, how often do we consider the role of followers? Barbara Kellerman studies the relationship between leaders and followers at the Harvard Kennedy School's Center for Public Leadership, where she was a member of the faculty for more than 20 years. She explains that there's a word that describes the powerful, emotional bond that exists between leaders and followers: charisma. “We all tend to fixate on the leader,” Kellerman says. “But the genuine leadership is best understood as a relationship between the leader and his or her followers. And certainly charismatic leadership implies the power of the follower every bit as much as it does the power of the leader.” In this episode, you'll learn why the term “charisma” implies that leaders and their followers share power equally – and how that balance of power can lead to different outcomes. Key episode topics include: leadership, gender, government, equity, power dynamics. HBR On Leadership curates the best case studies and conversations with the world's top business and management experts, to help you unlock the best in those around you. New episodes every week. · Listen to the original HBR IdeaCast episode: What Charisma Really Is (and Isn't) (2009)· Find more episodes of HBR IdeaCast· Discover 100 years of Harvard Business Review articles, case studies, podcasts, and more at HBR.org.]]>

Distilled into a four-step framework, Results is the much-needed implementation guide for anyone in public service, as well as for leaders and managers in large organizations hamstrung by bureaucracy and politics. With a broad range of examples, Baker, a Republican, and Kadish, a Democrat, show how to move from identifying problems to achieving results in a way that bridges divides instead of exacerbating them. They show how government can be an engine of positive change and an example of effective operation, not just a hopeless bureaucracy. Results is not only about getting things done, but about renewing people's faith in public service. Demonstrating that government can work, is vital to ensuring the future of our democracy. The goal of this book is to demonstrate just that! This talk will invite Steve Kadish and Dr. Kellerman to discuss the book and other relevant insights to collaborative governance and change-making. In addition to this audio, you can watch the video and read the full transcript of their conversation on Shareable.net – while you're there get caught up on past lectures. Cities@Tufts Lectures explores the impact of urban planning on our communities and the opportunities to design for greater equity and justice with professor Julian Agyeman and host Tom Llewellyn.  Cities@Tufts Lectures is produced by Tufts University and Shareable.net with support from The Kresge Foundation, Barr Foundation and SHIFT Foundation. Lectures are moderated by Professor Julian Agyeman and organized in partnership with research assistants Deandra Boyle and Caitlin McLennon. Roame Jasmin is our producer, Robert Raymond is our audio editor, the original portrain of Yasminah Beebeejaun was illustrated by Caitlin McLennan, the graphic recording was illustrated by Anke Dregnet, and the series is produced and hosted by Tom Llewellyn.  “Light Without Dark” by Cultivate Beats is our theme song and Caitlin McLennon created this episode's graphic.

If Agile is a “Copernican revolution in management,” as Ed Denning suggests, is it also a “Copernican revolution in leadership? That question spawns more questions before we can answer it meaningfully. Is management (the quality of managing) different in leadership (the quality of leading)? Are managers (people who manage) also leaders (people who lead)? Who are the managers (which people manage)? Who are the leaders (which people lead)?In this workshop, we'll address how to begin answering these questions for yourself, by introducing participants to “leadership models” and “how to build yours.” The session will be practical because we learn by doing; it will be interactive because we learn faster when interacting (doing) with others. The session will be thought-provoking because only you can develop a leadership model that's your own.The first learning objective will be focused on revealing and reflecting back to you on what your assumptions and understandings of leadership might be. Some of these assumptions may be unconscious, based on biases, or both. This section will be interactive using real-time questions to solicit data and feedback to help open our thinking about leadership. At the end of this section, participants will have tools to reflect on their leadership assumptions and some of those assumptions explored and declared.The second learning objective will be focused on how we traditionally study and teach leadership, and why those established practices make no sense in the Agile/Lean organization. This section will be a short lecture, using a statistical model to expose the limited utility of our traditional approaches to understanding and developing leadership in the organization. At the end of this session, participants will have some tools for beginning to tease out what they think “leadership” is, what is “good” leadership, what is “bad” leadership, and who the leaders are in their organization – as well as some references to continue this reflection going forward.The third section will introduce leadership as a systems model, including a meta-model for defining and improving that model. This section will involve an interactive group breakout exercise. At the end of this session, participants will have a good start on their unique leadership model to help them “show up with leadership in the moment” or perhaps not – because the task at have may fall outside the boundary of our leadership system.Speaker: Christopher CurleyAn ICE-CE, Chapter Leader ("People Manager") at a global financial institution serving a team of Agile Coaches, a graduate of the Schreyer Honors College at Penn State, with degrees in political science and history, and a student of leadership for the past thirty years (James MacGreggor Burner, Barbara Kellerman, Ahmed Sidky, Bela Banathy, Chris Argyris, et al.) I introduced this topic on Marsha Acker's "Defining Moments of Leadership" podcast.Certified Agile Coaching expert (ICE-CE), Program (SPC 4, PMP), and Team (CSM) Leader with +15 year history of delivering quality products, improving the efficiency of processes, and developing performing teams, spanning Fortune 100 enterprises to mid-sized technology, manufacturing, and financial sectors. Led Agile/Lean transition and adoption across the enterprise, including hardware design teams, software development teams, infrastructure services, business operations teams, manufacturing, and marketing.https://www.linkedin.com/in/ccurley/ Find us here: www.agileleanireland.org

Dr. Barbara Kellerman is a Fellow at the Harvard Kennedy School's Center for Public Leadership. She was the Founding Executive Director of the Center, and a member of the Kennedy School faculty for over twenty years. Kellerman has held professorships at Fordham, Tufts, Fairleigh Dickinson, George Washington, Uppsala, Dartmouth, and the Tuck School of Business at Dartmouth. During the spring 2022 term she was Visiting Professor of Leadership at Christopher Newport University. She also served as Director of the Center for the Advanced Study of Leadership at the University of Maryland.Kellerman received her B.A. from Sarah Lawrence College, and her M.A. M.Phil., and Ph.D. (in Political Science) degrees from Yale University. She was awarded a Danforth Fellowship and three Fulbright fellowships. Kellerman was cofounder of the International Leadership Association (ILA) and is the author and editor of many books including The Political Presidency; Bad Leadership; Followership ; Leadership: Essential Selections on Power, Authority, and Influence (2010); The End of Leadership (2012); Hard Times: Leadership in America (2014), Professionalizing Leadership  (2018); and (with Todd Pittinsky) Leaders Who Lust: Power Money Sex Success Legitimacy Legacy. Kellerman has appeared on media outlets such as CBS, NBC, PBS, CNN, NPR, MSNBC, Reuters, and BBC, and has contributed articles and reviews to the New York Times, the Washington Post, the Boston Globe, the Los Angeles Times, and the Harvard Business Review.Barbara Kellerman has spoken to audiences worldwide, including in Berlin, Moscow, Sao Paolo, Jerusalem, Mumbai, Toronto, Kyoto, Beijing, Sydney, and Seoul. She received the Lifetime Achievement Award from the International Leadership Association. In 2015, 2016, 2017, 2018, 2019, 2020, and 2021 she was listed by Global Gurus as among the “World's Top 30 Management Professionals.” Her most recent book – The Enablers: How Team Trump Flunked the Pandemic and Failed America – was published in August 2021 by Cambridge University Press. A Quote From This Episode"I hope your listeners will forgive me for having a leader of the year who by almost every count is evil. But there you go. It's an instruction and a lesson that we need to learn evil leaders can have an enormous impact, and in this case, Vladimir Putin did."Resources Mentioned in This EpisodeLeader of the Year – 2022Women Leaders LeavingAbout  Scott J. AllenWebsiteMy Approach to HostingThe views of my guests do not constitute "truth." Nor do they reflect my personal views in some instances. However, they are important views to be aware of. Nothing can replace your own research and exploration.About The International Leadership Association (ILA)The ILA was created in 1999 to bring together professionals interested in the study, practice, and teaching of leadership. 

In this episode, Michele shares her journey into nursing and many of the struggles along the way. She shares her love of serving others and the priceless rewards that she has gained along the way. Michele is a leadership development coach & consultant who  believes that we are leaders in all aspects of our lives. She also believes that leadership starts from within and that we need to understand how we view the world so that we can hold space for others with humility and empathy. Michele is passionate about helping organizations build a culture that values human connections more than bottom lines so they can create environments where people never want to leave.  Visit Michele's website hereFollow Michele on InstagramFollow Candace on Instagram

In this week's episode: Why is there a lack of faith in western leaders? Spectator deputy editor Freddy Gray, Callum Williams from the Economist & Harvard professor Barbara Kellerman discuss why the world feel so leaderless. (00:44) Also this week: How do you escape the church of scientology? Spectator Columnist Mary Wakefield talks with former scientologist Claire Headley about her life inside the organisation and how hard it was to leave. (15:07) And finally: Should we all give boxing a go? Anil Bhoyrul & James Amos organiser of Boodles Boxing Ball on the strange world of White Collar Boxing. (27:40) Hosted by Lara Prendergast & William Moore Produced by Sam Holmes Subscribe to The Spectator today and get a £20 Amazon gift voucher: www.spectator.co.uk/voucher

In this week's episode: Why is there a lack of faith in western leaders? Spectator deputy editor Freddy Gray, Callum Williams from the Economist & Harvard professor Barbara Kellerman discuss why the world feel so leaderless. (00:44) Also this week: How do you escape the church of scientology? Spectator Columnist Mary Wakefield talks with former scientologist Claire Headley about her life inside the organisation and how hard it was to leave. (15:07) And finally: Should we all give boxing a go? Anil Bhoyrul & James Amos organiser of Boodles Boxing Ball on the strange world of White Collar Boxing. (27:40) Hosted by Lara Prendergast & William Moore Produced by Sam Holmes Subscribe to The Spectator today and get a £20 Amazon gift voucher: www.spectator.co.uk/voucher

Hosted by Andrew Keen, Keen On features conversations with some of the world's leading thinkers and writers about the economic, political, and technological issues being discussed in the news, right now. In this episode, Andrew is joined by Barbara Kellerman, the author of The Enablers: How Team Trump Flunked the Pandemic and Failed America. Barbara Kellerman is a Fellow at the Harvard Kennedy School's Center for Public Leadership. She was the Founding Executive Director of the Center, and a member of the Kennedy School faculty for over twenty years. Kellerman has held professorships at Fordham, Tufts, Fairleigh Dickinson, George Washington, Uppsala, Dartmouth, and the Tuck School of Business at Dartmouth. During the spring 2022 term she will be Visiting Professor of Leadership at Christopher Newport University. She also served as Director of the Center for the Advanced Study of Leadership at the University of Maryland. Learn more about your ad choices. Visit megaphone.fm/adchoices

Dr. Barbara Kellerman is a Fellow at the Harvard Kennedy School's Center for Public Leadership. She was the Founding Executive Director of the Center, and a member of the Kennedy School faculty for over twenty years. Kellerman has held professorships at Fordham, Tufts, Fairleigh Dickinson, George Washington, Uppsala, Dartmouth, and the Tuck School of Business at Dartmouth.  During spring 2022, she's a Visiting Professor of Leadership at Christopher Newport University. Kellerman received her B.A. from Sarah Lawrence College, and her M.A. M.Phil., and Ph.D. (in Political Science) degrees from Yale University. She was awarded a Danforth Fellowship and three Fulbright fellowships. Kellerman was cofounder of the International Leadership Association (ILA) and is author and editor of many books including The Political Presidency; Bad Leadership; Followership ; Leadership: Essential Selections on Power, Authority, and Influence (2010); The End of Leadership (2012); Hard Times: Leadership in America (2014), Professionalizing Leadership  (2018); and (with Todd Pittinsky) Leaders Who Lust: Power Money Sex Success Legitimacy Legacy. Kellerman has appeared on media outlets such as CBS, NBC, PBS, CNN, NPR, MSNBC, Reuters, and BBC, and has contributed articles and reviews to the New York Times, the Washington Post, the Boston Globe, the Los Angeles Times, and the Harvard Business Review.Barbara Kellerman has spoken to audiences all over the world including in Berlin, Moscow, Sao Paolo, Jerusalem, Mumbai, Toronto, Kyoto, Beijing, Sydney, and Seoul. She received the Lifetime Achievement Award from the International Leadership Association. In 2015, 2016, 2017, 2018, 2019, 2020, and 2021 she was listed by Global Gurus as among the “World's Top 30 Management Professionals.” Her most recent book – The Enablers: How Team Trump Flunked the Pandemic and Failed America – was published in August 2021 by Cambridge University Press. A Quote From This Episode(On Russia's invasion of Ukraine) - "It's enormously gripping, fascinating, depressing, instructive, and surreal. At moments deeply sad, but it is nevertheless instructive. I really urge any students of leadership, and experts on leadership to pay close attention."Resources Mentioned In This EpisodeBarbara's WebsiteBarbara's Blog Book: Bloodlands by Timothy SnyderAbout The International Leadership Association (ILA)The ILA was created in 1999 to bring together professionals with a keen interest in the study, practice, and teaching of leadership. Plan now for ILA's 24th Global Conference Online October 6 & 7, 2022, and/or Onsite in Washington, D.C., October 13-16, 2022.Connect with Scott AllenWebsite

Today, I have the pleasure of speaking with Barbara Kellerman – the Founding Executive Director of the Harvard Kennedy School's Center for Public Leadership, and a member of the Kennedy School faculty for over twenty years. A world-leading authority on the subject of leadership, Barbara has held professorships at Fordham, Tufts, Fairleigh Dickinson, George Washington, Uppsala, Dartmouth, and the Tuck School of Business at Dartmouth, and she is the cofounder of the International Leadership Association (ILA). Having received the Wilbur M. McFeeley award by the National Management Association for her pioneering work on leadership and followership, as well as the Lifetime Achievement Award from the International Leadership Association, Barbara has spoken to audiences all around the world, and has appeared on media outlets including CBS, NBC, PBS, CNN, NPR, MSNBC, Reuters, and the BBC. Alongside articles for the New York Times, the Washington Post, the Boston Globe, the Los Angeles Times, and the Harvard Business Review, Barbara has authored many books including Leadership: Essential Selections on Power, Authority, and Influence (2010); Professionalizing Leadership (2018), and Leaders Who Lust: Power, Money, Sex, Success, Legitimacy, Legacy (co-authored with Todd Pittinsky). Her new book, The Enablers: How Team Trump Flunked the Pandemic and Failed America, is now out. Recorded on 19th January 2021.

Barbara Kellerman is the James MacGregor Burns Lecturer in Public Leadership at the Harvard Kennedy School. Kellerman received her B.A. from Sarah Lawrence College and three degrees from Yale University: an M.A. in Russian and East European Studies and both an M.Phil., and Ph.D. in Political Science. She was awarded a Danforth Fellowship and three Fulbright Fellowships. Kellerman is a co-founder of the International Leadership Association (ILA).Quotes from This Episode"Every time I speak about leadership, I speak equally about followership and the setting with which this leadership and followership takes place.""We know that there are some people who are driven and obsessive who have this life force. But they're not widely studied...they're not at all studied. They're not written about. And yet they often change the world.""I certainly take the point of view that the lust to try to legitimize an oppressed group is a good thing. There are other lusts such as the lust for power, which is probably almost always not so wonderful because it implies power over someone.""Leaders who lust seem to have an energy, a life force, a zeal, and a dedication to a particular goal. And we, we look at them with a measure of awe."Dr. Kellerman's Website/Selected BooksWebsite: Barbara Kellerman New Book: The Enablers: How Team Trump Flunked the Pandemic and Failed AmericaBook: Leaders Who Lust: Power Money Sex Success Legitimacy LegacyBook: Professionalizing Leadership Book: Leadership: Essential Selections on Power, Authority, and Influence - Book: Followership Book: Bad Leadership Book: Leadership: Multidisciplinary Perspectives About The International Leadership Association (ILA)The ILA was created in 1999 to bring together professionals with a keen interest in the study, practice, and teaching of leadership. Today, ILA is the largest worldwide community committed to leadership scholarship, development, and practice. Connect with Scott AllenWebsite

Episode 71 Leadosophy discusses an excerpt from Barbara Kellerman's book "The End of Leadership," plus a short clip where she discusses the changing dynamics of leader-follower. Do we place too much emphasis on the leadership industry as a whole? As a society, do we overvalue the role of the leader and not talk enough about the role of followers? Can we really "teach" leadership? References https://www.youtube.com/watch?v=nIo5_eJs5-Y&t=336s Kellerman, B. (2012). The end of leadership. HarperCollins. Season One: Foundations of Leadosophy Leadosophy is the fusion of leadership and philosophy. We use philosophical thought to deepen our understanding of leadership together.

#168 Dr. Barbara Kellerman: Lust and Leadership by Wesley Seminary Podcast

Movie Meltdown - Episode 543 (For our Patreon "Horror Club") This episode we discuss the 1976 film Satan's Slave directed by Norman J. Warren. This horror film not only works in Satan but also witches, cults, psychic abilities and a serial killer… how could it go wrong?! How could it… yeah well, that’s what we try to figure out. And as we start planning the Horror Club field trip to Witch-killin’ National park, we also cover… Underwater, frosted eyeshadow, Kevin Smith, Dummy, Flip this Murder House, freshly manicured hedges, so many questions, overly complicated and boring, what the hell is a receiving room, double turn-around twist, Michael Gough, dead… only on the inside, Kristen Stewart, due to the mental illness, slamming her head in a door, talking dogs and sex dolls, they so don’t even wanna talk to you, the ’70s was cool and you know it, duck and roll into the woods, a stately manor, visiting with a time machine, Martin Potter, Anna Kendrick, confused by the elevator, Wilfred, are you trying to get murdered, Candace Glendenning, leaving the ignition on, Quibi, how can this production afford to lose a camera, certain parts of the female anatomy, this movie created love, Barbara Kellerman, I would have constantly been disappointed at the movies, they didn’t get there where they were taking their time, Smarties and it’s protected… or something, Spoiler Alert: Full spoilers for the 1976 film "Satan's Slave". But truthfully… there’s not really that much to spoil. “I was mad that someone wasted the film on it.”

Friday, 10/16/2020 NYSCB Town hall 10: 05 a.m.-11:55 Panelists: Brian Daniels, Annie Chiappetta, Karen Blachowicz, Nathaniel Beyer, Barbara Kellerman, Jason Eckert, Louise Werner, Peter Herrig,Julie Hovey, Laura Murphy Opening ceremony 12 0 p.m. 12:30 Welcome by ACBNY President Karen Blachowicz 12:40 Welcome by ACBNY convention Chair Annie Chiappetta 12:50 p.m. Dr. Joe Granderson and Pledge (live) 1:00 Fr. John Sheehan sings National Anthem (recorded) 1:05 Interfaith invocation led by Fr. Sheehan (live) Joseph Granderson, John Sheehan, 1:20: Spectrum presentation with q & A (webinar) Kucheryavyy

Dr. Barbara KellermanBarbara Kellerman is the James MacGregor Burns Lecturer in Public Leadership at the Harvard Kennedy School. Kellerman received her B.A. from Sarah Lawrence College and three degrees from Yale University: an M.A. in Russian and East European Studies and both an M.Phil., and Ph.D. in Political Science. She was awarded a Danforth Fellowship and three Fulbright Fellowships. Kellerman is a co-founder of the International Leadership Association (ILA).Quotes from This Episode“How do you talk about leaders or leadership without talking about followers or followership? How do you talk about leaders and followers together, without situating them in the contexts?”“People have been at this for at least 50 years since the so-called leadership industry was founded. Yes, I do call it that, because I think of it as largely a money-making proposition.”“People have been struggling with the issue of definitions, particularly of the word leader or leadership...what is a leader? The way I define it is completely different from the way virtually every one of my colleagues at Harvard defines it.”“In some cases, they say we’re training leaders, and other cases they say we’re educating leaders, and other cases, they’re saying we’re developing leaders. Nobody ever bothers to distinguish among those three verbs. What do you mean when you say you’re educating? What do you mean when you say you’re training?”“So the business schools are not very different now from the schools of government, and they are light years away from the military.”Dr. Kellerman's Website/Selected BooksWebsite: Barbara Kellerman New Book: Leaders Who Lust: Power Money Sex Success Legitimacy LegacyBook: Professionalizing Leadership Book: Leadership: Essential Selections on Power, Authority, and Influence - Book: Followership Book: Bad Leadership Book: Leadership: Multidisciplinary Perspectives Resources Mentioned in this EpisodeBook: James MacGregor Burns - Leadership

This time Sebastian Morgner is joined by acclaimed author, Harvard Professor and thought leader Barbara Kellerman. This episode of the FLI Podcast concerns itself first and foremost with the issue of leadership, its different aspects and the subsequent implications for managers and officials around the globe. After a quick exchange regarding the overall adjustments in work and private life, that have been consequent to the Covid-19 outbreak, the conversation touches on the issue of government behaviour. In that context, Prof. Kellerman points out the dilemma that leaders must face right now: on the one hand, there is the health risk imposed by the virus itself, on the other hand there is the issue of economic downturn as a result of trying to prevent the former. This complex balance is what managers and government officials have to master in order to reduce the overall level of ambiguity. Barbara Kellerman points out that a leadership system always consists of three elements: the leader, the followers and the context the interact. Asked if she thinks the virus will change how we as a society go about handling difficult situations, Prof. Kellerman is not only optimistic. She beliefs that mankind is not made to act proactively based on insight, especially if one is not yet directly affected by the matter of concern. Adding to this, she explains how the virus has, at least in the short term, rather been promoting nationalism than unity. Thereafter, the conversation turns towards the heavily discussed issue of the WHO. In this, Prof. Kellerman holds the opinion, that while the organisation may not be perfect, having a global institution in place nevertheless is paramount to our world community. Closely related to this, they also touch upon the conspiracy theory that has risen around Bill Gates and his role in battling the Covid-19 outbreak as well as the general bashing of public leaders in our modern-day society. Barbara Kellerman is concerned about the increasing lack of respect for important leadership positions driven by social media. Respect towards a public office or authority is on one hand needed to attract decent and qualified people to take over responsibility, on the other hand to create trust and followership in times of crisis. To conclude the podcast, Prof. Kellerman reflects on how the pandemic has already changed our contextual perception of what is the status quo and how this might change our shared ways of behaviour especially at the workplace.

Parte 2   Lo primero es concentrarse en estar bien y lograr el equilibrio. A veces es darte cuenta que las creencias aprehendidas en la infancia no nos funcionan. Romper paradigmas y deshacerte de patrones y creencias, tanto en la parte personal como profesional. En una organización, repartir las responsabilidades entre todos y entre todos sacar adelante el proyecto. Crear acuerdos, ver los resultados, verte como equipo y tomar decisiones.  La retroalimentación es fundamental.   Aprehendemos al compartir y enseñar. Practicar la empatía y conocernos a nosotros antes de querer conocer al otro. Mariana y Toño ahora consideran pueden incorporar nuevas creencias en su vida como el trabajar juntos y llevar la vida de pareja, familia, amigos, socios, etc. Toño considera la importancia de colaborar, dialogar y escuchar los diversos puntos de vista con empatía para nutrirse y avanzar.   Hay momento para todo, pero no todo al mismo tiempo. Por eso es importante tener claro tu enfoque. En Gálika, han analizado que la base social de los Aztecas, era el cuidado de los otros, el liderazgo lo otorgaba la gente, ofrecen un taller de introspección y trabajo personal sobre esta filosofía. Cuentan con cursos de inteligencia emocional, para ser más emocionalmente inteligentes y de liderazgo. Toño comparte que el libro de Barbara Kellerman el fin del liderazgo le hizo cuestionarse el propósito y la esencia del liderazgo y en sus talleres propicia la reflexión de que el líder se conozca a sí mismo como esencial. También recomiendan el libro del autor la Paradoja del Chimpancé de Steve Peters para abordar el tema de inteligencia emocional y Flow del autor Mihaly Csikszentmihalyi para encontrar el orden dentro del Caos. Entre los libros consentidos de Toño también están el Laberinto de la Soledad de Octavio Paz y el hombre sin sombra de Joyce Carol Oates.   Visita en Facebook @espirituamatistaelpodcast y para conectarte con Gálika www.galika.mx, conoce sus artículos en http://www.galika.mx/inteligencia https://www.youtube.com/watch?v=Y1A0PFLHQIw#action=share

In February 1943, hundreds of German women joined in a spontaneous protest in central Berlin. They were objecting to the roundup of some of the city's last Jews -- their husbands. In this week's episode of the Futility Closet podcast we'll describe the Rosenstrasse protest, a remarkable example of civil disobedience. We'll also ponder whether a computer can make art and puzzle over some unusual phone calls. Intro: Between 1946 and 1953, British wordplay maven Leigh Mercer published 100 immortal palindromes in Notes & Queries. In 1933 English sculptor John Skeaping recorded his opinions of his contemporaries inside a horse of mahogany. Sources for our feature on the Rosenstrasse demonstration: Nathan Stoltzfus, Resistance of the Heart: Intermarriage and the Rosenstrasse Protest in Nazi Germany, 2001. Wolf Gruner and Ursula Marcum, "The Factory Action and the Events at the Rosenstrasse in Berlin: Facts and Fictions About 27 February 1943: Sixty Years Later," Central European History 36:2 (2003), 179-208. Nathan Stoltzfus, "Historical Evidence and Plausible History: Interpreting the Berlin Gestapo's Attempted 'Final Roundup' of Jews (Also Known as the 'Factory Action')," Central European History 38:3 (2005), 450-459. Wolf Gruner, "A 'Historikerstreit?' A Reply to Nathan Stoltzfus' Response," Central European History 38:3 (2005), 460-464. Michael Geyer, "Resistance of the Heart: Intermarriage and the Rosenstrasse Protest in Nazi Germany (review)," Journal of Church and State 40:1 (Winter 1998), 189-190. "The Rosenstrasse Incident Is Recounted," Canadian Jewish News, Feb. 27, 1997, 11. Jeff McMillan, "A Moment of Courage in Hitler's Berlin," Chronicle of Higher Education 43:8 (Oct. 18, 1996), A9. Evan B. Bukey, "Widerstand in der Rosenstrasse: Die Fabrik-Aktion und die Verfolgung der 'Mischehen' 1943 (review)," Holocaust and Genocide Studies 21:2 (Fall 2007). Ron Madson, "The Restoration of Conscientious Objection," Dialogue: A Journal of Mormon Thought 51:4 (Winter 2018), 77-103, 251. Nathan Stoltzfus, "Dissent in Nazi Germany," Atlantic 270:3 (September 1992), 86-94. Nathan Stoltzfus and Mordechai Paldiel, "Rosenstrasse at 75," Jerusalem Post, Feb. 24, 2018. Julia M. Klein, "The Time Hitler Blinked," Forward, Aug. 5, 2016, 23-24. "Lecture: Nonviolent Resistance to Nazis," University Wire, Nov. 3, 2013. Dori Laub, "In Search of the Rescuer in the Holocaust," Historical Reflections 39:2 (Summer 2013), 40-56. Susan Neiman, "To Resist Hitler and Survive," New York Times, Feb. 3, 2008. Barbara Kellerman, "Those Who Stood Against Hitler," New York Times, Feb. 3, 2008. J. Kelly Nestruck, "The Good Germans," National Post, Sept. 24, 2004, PM9. Corinna da Fonseca-Wollheim, "'Give Us Our Husbands Back!'" Jerusalem Post, April 25, 2003, 10. "She Won't Use 'Holocaust' or 'Kristallnacht,'" Oakland Tribune, April 13, 2003, 1. Norm Guthartz, "Triumph Over Hatred," Jerusalem Post, Sept. 18, 1997, 9. Nathan Stoltzfus, "Unsung Heroes Defied the Nazis: Too Often Resistance Is Seen as a Choice of Martyrdom vs. Passivity," Philadelphia Inquirer, March 18, 1997, A.13. Anne Karpf, "A Remarkable Demonstration of Love," Times, Dec. 12, 1996, 36. David Molner, "History Lesson: In 1943 Berlin, a Group of Wives Won the Release of Their Jewish Husbands," Chicago Tribune, Nov. 28, 1993, 11. "27 February 1943: The Rosenstrasse Protest," Holocaust Memorial Day Trust (accessed March 31, 2019). "The Rosenstrasse Demonstration, 1943," United States Holocaust Memorial Museum (accessed March 31, 2019). Max Rennebohm, "German Wives Win the Release of Their Jewish Husbands (Rosenstrasse Protest), 1943," Global Nonviolent Action Database, May 18, 2011. Listener mail: Svea Eckert, "Inside the Fake Science Factory," DEF CON 26, Sept. 17, 2018. (The description of the WASET sting starts at about 10:50.) SCIgen - An Automatic CS Paper Generator. Adam Conner-Simons, "How Three MIT Students Fooled the World of Scientific Journals," MIT News, April 14, 2015. "Springer and Université Joseph Fourier Release SciDetect to Discover Fake Scientific Papers," Springer, March 23, 2015. Mike Rugnetta, "This Episode Was Written by an AI," PBS Idea Channel, June 29, 2016. Mike Rugnetta, "Can an Artificial Intelligence Create Art?", PBS Idea Channel, June 30, 2016. This week's lateral thinking puzzle was contributed by listener Jennifer Sinnott. You can listen using the player above, download this episode directly, or subscribe on Google Podcasts, on Apple Podcasts, or via the RSS feed at https://futilitycloset.libsyn.com/rss. Please consider becoming a patron of Futility Closet -- you can choose the amount you want to pledge, and we've set up some rewards to help thank you for your support. You can also make a one-time donation on the Support Us page of the Futility Closet website. Many thanks to Doug Ross for the music in this episode. If you have any questions or comments you can reach us at podcast@futilitycloset.com. Thanks for listening!

East Coast Radio — Barbara Kellerman, a leadership lecturer at Harvard, in USA believes that to be a good leader, you need to have been a good follower.

We all know what makes a good people leader, but have you ever thought about what people leaders might do that could hinder their leadership skills Geoff McDonald, a speaker, author and prolific writer, speaks to us in this podcast about the common mistakes managers make too often. The journey for Geoff began with a degree in architecture. He has also owned his own website design business, a coaching business, and presented training programs.  Nowadays, he concentrates on speaking at conferences and events, and helps other people finish their goals through, Project Done, a guided program that helps people implement projects in their business. Geoff has also written 8 books over the years, the latest being ‘Disruptive Leadership', which takes a deeper look at the ongoing “leadership crisis”. Episode Highlights: Geoff's book wrappers - reviews of leadership books 3 books Geoff recommends for leadership - ‘On Becoming A Leader' by Warren Bennis, ‘The End Of Leadership' by Barbara Kellerman and ‘The Leadership Challenge' by Kouzes & Posner Key themes in the leadership space New leadership issues - gender, team environment, millennials Moving away from male dominated leadership Why building a good team environment is so crucial Learning to embrace millennials One characteristic every people leader should possess The most common mistake Geoff thinks people leaders make too often - talking too much Geoff's tips for making the most of reading books that will help you progress as a people leader - read on public transport, at a coffee shop, always carry a book with you About Project Done - why Geoff started the business Why working in a team produces better results than working as an individual Useful Links: info@peopleleaders.com.au People Leaders Website - https://peopleleaders.com.au/ People Leaders on LinkedIn - https://www.linkedin.com/company/people-leaders-pty-ltd/?trk=cws-cpw-coname-0-0 Jan Terkelsen on LinkedIn - https://www.linkedin.com/in/janterkelsen/ Michelle Terkelsen on LinkedIn - https://www.linkedin.com/in/michelle-terkelsen-creating-high-performing-teams-a992744/ People Leaders Facebook - https://www.facebook.com/PeopleLeaders/ People Leaders Twitter - https://twitter.com/PeopleLeaders People Leaders Instagram - https://www.instagram.com/people.leaders  Useful Links:  Geoff McDonald LinkedIn - https://www.linkedin.com/in/geoffmcdonald/?originalSubdomain=au Geoff McDonald Website - https://geoffmcdonald.com/ Project Done Website - https://projectdone.com.au/ See omnystudio.com/listener for privacy information.

In this episode we are going to discuss some revelations from Zed Zidaric and Gwen Moran about what it means to be a good follower and the impact it has when you become the leader. He who has learned how to obey will know how to command. - Solon, Athenian statesman (570 BC) He who cannot be a good follower cannot be a good leader. ― Aristotle, Greek philosopher (340 BC)   Great followers are future leaders.  Zeljko 'Zed' Zidaric describes best what we really should be following and how we should lead Rather than being a follower of the leader we follow the cause (vision). He asks one simple question  What is the purpose of the team?      The team exists to solve a problem (purpose, vision, mission).      The problem belongs to a group of stakeholders (this is the big step).    The team, including the leader, serves the stakeholders.    The team members are probably also stakeholders Following a leader without a vision for the future is much like leaving port without a destination.   The ultimate question is what do you learn as a good follower to become a great teammate and leader? Barbara Kellerman a leadership lecturer at Harvard University’s John F. Kennedy School of Government author of Followership: How Followers are Creating Change and Changing Leaders, says that significant shifts in technology and culture have changed that dynamic, giving followers more power. And there’s a lot you can learn about being a good leader by learning to be a good follower. Awareness Diplomacy Courage Collaboration Critical Thinking AWARENESS. Today, leaders need to be aware of various audiences including colleagues, coworkers, customers, board members, and the public at large. As a leader, you need to be aware of what it takes to “bring them along.” Being a follower teaches you how to be aware of the needs of other people as well as their potential to “make my life hell from one second to the next,” she says. Good followers learn to read people and understand what upsets and motivates them. DIPLOMACY. When good followers encounter a co-worker with rabid political beliefs or a disagreeable manager, they’re probably not going to fight every battle, Kellerman says. Playing the part of the follower is easier, simpler, and often less risky. Good followers learn how to get along with those who have differences while not ignoring those differences. That’s an important leadership trait, too, because a leader or manager can’t afford to be oblivious to the attitudes of those around him or her, Kellerman says. COURAGE. Being a good follower means having the courage to dissent if you think your leader, manager, or superior, is doing something wrong-headed, Kellerman says. That’s not always easy, but it requires the guts and strength of conviction that are essential to good leadership, Kellerman says. “Being a good follower is complicated in ways that are rather similar to being a good leader. It means being engaged. It means paying attention. It means having the courage to speak up when something’s wrong and it means having the energy and activism to support a leader or manager who’s doing things wisely and well,” she says. COLLABORATION. In many ways, followers can “make or break” the leader influencing if and how goals are accomplished, Riggio says. In many business sectors, followers are the ones who are doing much of the creative work, although the leader may get most of the credit. Leaders who have been good followers understand how to work with people to bring out the best in them. “Did Steve Jobs really create the iPod and iPhone, or was it the creative collective of team members at Apple? Today, leaders may be evaluated not only by how much is produced or achieved, but by the quality of the team or organization and its members,” he says. CRITICAL THINKING. In order to be a good follower, you need to be able to think for yourself. Riggio says the best followers support and aid the leader when he or she is doing the right thing, and stand up to the leader when he or she is headed in the wrong direction. “Many of the same qualities that we admire in leaders–competence, motivation, intelligence–are the same qualities that we want in the very best followers. Moreover, leaders, regardless of their level, also need to follow,” he says. If you have ever played team sports you well know that roles are defined.  Winning teams operate flawlessly and work together to reach common goals.  Through competition we learn how to overcome weaknesses and work together.  Our teammates hold us accountable and leaders inspire a vision that we all understand and work towards.  We all believe in the cause.  Why else would you practice to failure in 100 degree heat?  Why else would you push yourself to the next level and who else can push you so far? You must become a good follower who is aware, diplomatic, courageous, collaborative and thinks critically to solve challenges.  Every follower serves the cause and every great leader serves their followers. I'm Dave Evans and this has been Bold Leadership. Follow Bold Leadership on Twitter @TheBoldLeader and Facebook.com/theevansgp. To subscribe to Bold Leadership, visit TheEvansGP.com/Podcast.  If you’ve enjoyed this episode of Bold Leadership, I would be grateful if you’d leave a review in iTunes.

Morning Prayers service with speaker Barbara Kellerman, James McGregor Burns Lecturer in Leadership at the Center for Public Leadership, Harvard Kennedy School of Government, on Wednesday, October 23, 2013.

Moe Abdou inteviews author Barbara Kellerman

Leaders Series: We're joined by Barbara Kellerman, lecturer at Harvard University's Kennedy School of Government and author of "Leadership: Essential Selections on Power, Authority and Influence". Barbara talks with us about the roots of leadership and the lessons to be learned from great historical and modern thinkers.

Leadership, says author, leadership expert, and Harvard Professor Barbara Kellerman, "is all about what leaders should learn—but it is decidedly not, deliberately not, about what leadership education has lately come to look like." Instead, Leadership is a concise yet expansive collection of great leadership literature that has stood the test of time. As Kellerman makes clear in her extensive, authoritative commentaries, every single selection has had, and continues to have, an impact on how and what we think about what it means to lead. And every single one has had an impact on leadership as an area of intellectual inquiry—as well as on the course of human history. Barbara Kellerman is the James MacGregor Burns Lecturer in Public Leadership at Harvard University's John F. Kennedy School of Government. Her writing has appeared in The New York Times, The Washington Post, The Boston Globe, The Los Angeles Times, and Harvard Business Review, and she has appeared on CBS, NBC, NPR, and CNN. She is author and editor of many books on leadership, most recently Bad Leadership and Followership. Kellerman is ranked by Forbes.com as among the "Top 50 Business Thinkers" (2009), and by Leadership Excellence in the top 15 of 100 "best minds on leadership" (2008-2009).

Leadership, says author, leadership expert, and Harvard Professor Barbara Kellerman, "is all about what leaders should learn—but it is decidedly not, deliberately not, about what leadership education has lately come to look like." Instead, Leadership is a concise yet expansive collection of great leadership literature that has stood the test of time. As Kellerman makes clear in her extensive, authoritative commentaries, every single selection has had, and continues to have, an impact on how and what we think about what it means to lead. And every single one has had an impact on leadership as an area of intellectual inquiry—as well as on the course of human history. Barbara Kellerman is the James MacGregor Burns Lecturer in Public Leadership at Harvard University's John F. Kennedy School of Government. Her writing has appeared in The New York Times, The Washington Post, The Boston Globe, The Los Angeles Times, and Harvard Business Review, and she has appeared on CBS, NBC, NPR, and CNN. She is author and editor of many books on leadership, most recently Bad Leadership and Followership. Kellerman is ranked by Forbes.com as among the "Top 50 Business Thinkers" (2009), and by Leadership Excellence in the top 15 of 100 "best minds on leadership" (2008-2009).

Barbara Kellerman, lecturer at the Harvard Kennedy School and author of "Followership: How Followers Are Creating Change and Changing Leaders."