Leading and Motivating People

Syllabus

PUAF 699L: Leading and Motivating People

Henry Ford complained that when all he wanted was a pair of hands, he always got a whole person! The truth is--however desirable a goal or vision might be and no matter how technically competent managers believe they are--results depend upon a leader’s ability to motivate people. Like it or not, it is people who must get things done. Accordingly, this course explores the theories, models, and research findings concerned with human motivation and behavior most relevant to the task of influencing people so that they are able to achieve positive and timely results. It includes an introduction to leadership theory, cognitive development and human motivation theories, and positive, depth, and other psychological approaches. It then applies such knowledge to the development of self-mastery and interpersonal skills, the building of healthy and effective teams and organizations; and to the direction of successful change efforts.

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Class Objectives:

Ø Self-management and personal mastery

Ø Influencing others and forming communities that bring out the best in all concerned

Ø Understanding team and organizational culture and dynamics so as to be more effective within them and/or to be an agent of transformational change

Ø Developing healthy, effective organizations, units, and teams with positive reputations

Ø Understanding the human side of change management

Ø Caring for the soul of the enterprise through modeling integrity, wisdom, and a commitment to serve the greater good

Assignments

Reading Assignments:

Readings are illustrative of important leadership theories, models, and tools. You will be receiving a readings packet the first class for your convenience.

Required Readings:

Please do not panic when you see how many books are required. Many are short; a couple are pamphlets. All are chosen for readability.

Captain D. Michael Abrashoff, It's Your Ship: Management Techniques from the Best Damn Ship in the Navy. NY, NY: Warner Books, 2002.

Sandra Krebs Hirsh and Jean M. Kummerow, Introduction to Type in Organizations. Palo-Alto, Calif.: Consulting Psychologists Press, Inc., 1998.

Carol Pearson and Hugh Marr, Introduction to Archetypes? Gainesville, Florida; Center for Applications of Psychological Type, 2005.

Douglas Stone, Bruce Patton and Sheila Heen of the Harvard Negotiation Project, Difficult Conversations: How to Discuss What Matters Most, NY: Penquin Books, 1999.

John Corlett and Carol Pearson, Mapping the Organizational Psyche. Gainesville, Florida; Center for Applications of Psychological Type, 2001).

William Bridges, The Character of Organizations: Using Personality Type in Organizational Development. Palo Alto, Calif.; Davies-Black Publishing Co., 2000.

Carol Pearson, The Organizational and Team Culture Indicator (OTCI)—Basic Report with the Client’s Guide. Gainesville, Florida; Center for Applications of Psychological Type, 2003.

Arthur D. Colman, Up from Scapegoating: Awakening Consciousness in Groups. London: Chiron Publishers, 2001 (out of print, but available inexpensively through Amazon and other internet bookstores).

Naomi Quenk, In the Grip: Understanding Type, Stress and the Inferior Function, Inc. Palo Alto, California; Consulting Psychologists Press,2000.

Robert Kegan, In Over Our Heads: The Mental Demands of Modern Life. Cambridge, Mass.: Harvard University Press, 1994.

Stephen Dennings, Squirrel, Inc. A Fable of Leadership Through Story-Telling. San Francisco, California: Jossey-Bass, 2004.

The Basics: Introduction to Leadership Theory

Jan. 30: Psychodynamic Leadership Theory in Context: 101 on Basic Leadership Theory

Personal and Interpersonal Mastery

Feb. 6: Positive Psychology and Jungian Type Theory

v Read Sandra Krebs Hirsh and Jean M. Kummerow, Introduction to Type in Organizational Settings. Take the self-scorable Myers-Briggs Type Indicator

v Reading Packet: Excerpt from Donald O. Clifton & Paula Nelson, Soar With Your Strengths in your reading packet.

v Recommended but not required: Go on-line to and take the Gallup Strength-Finder (there is a charge to do so, so do not feel obligated to do so.)

Feb. 13: Depth Psychology, Metaphor, and Unconscious Mental Models

v Pearson and Marr, Read:? and take the PMAI included inside.

v Readings packet: Excerpts fromPearson and Marr, What Story Are You Living? Chapter One.

Feb 20: Paradigm Vigilance in an Interdependent World

v Readings Packet: Case Study on 9/11 and Elsie Y. Cross, Judith H. Katz, Frederick A. Miller, Edith Whitfield Seashore, The Promise of Diversity: Over 40 Voices Discuss Strategies for Eliminating Discrimination in Organizations, Chapter 12: “A Multicultural Approach”

Feb 27: Personal Mastery, and Interpersonal Competence.

v Douglas Stone, Bruce Patton and Sheila Heen, Difficult Conversations: How to Discuss What Matters Most

Understanding Groups and Organizations

Mar 6: Decoding Team and Organizational Cultures

v Read: John Corlett and Carol Pearson, Mapping the Organizational Psyche, Chapter 1 & 3; and William Bridges, The Character of Organizations: Using Personality Type in Organizational Development

v From readings packet, from Marcus Buckingham & Donald O. Clifton, Now, Discover Your Strengths, Chapter 7, “Building a Strength-Based Organization”

Mar 11 Appreciative Inquiry and Unconscious Narratives in Organizational Development

v Read Mapping the Organizational Psyche, Chapter 2

v Reading packet: excerpt from David L Cooperrider Positive Image, Positive Action: The Affirmative Basis of Organizing and “Appreciative Inquiry: Rethinking Human Organization Toward a Positive Theory of Change”, pages 29-53. (2000).

v Take the Organizational and Team Culture Indicator—Basic Report (for the organization you have selected) and read the companion booklet. Also take the Leadership Motivational Styles Index from in the readings packet, and note the summary statements about leadership in the Basic Report booklet.

Mar 27: Irrational Forces in Groups and Organizations

v Read Arthur Coleman’s Up From Scapegoating, Naomi Quenk, In the Grip: Understanding Type, Stress and the Inferior Function, and Mapping the Organizational Psyche, Chapters 4 following.

v Readings packet: excerpt from, The Arbinger Institute, Leadership and Self-Deception, chapters 1-2

Apr 3: Passover, no class (Take this week to finish your 2^nd paper and also check in with your Assignment 3 groups).

Leading for Positive Results/Transformation

Apr 10: Defining the Challenge

v Robert Kegan, In Over Our Heads: The Mental Demands of Modern Life

v Reading packet: Excerpts from C. Otto Scharmer, Theory U: Leading from the Emerging Future, James MacGregor Burns, Leadership

Apr 17: Shifting the Narrative, Shifting Outcomes

v Read Stephen Dennings, Squirrel, Inc.

v Reading Packet: excerpts from George Lakoff. Don’t Think of An Elephant: You’re your Values and Frame the Debate and Margaret Mark and Pearson, The Hero and the Outlaw, Chapter One

Apr 24: Yes, It Can Happen in Modern Government and Other Real Organizations

v Read Captain D. Michael Abrashoff, It's Your Ship: Management Techniques from the Best Damn Ship in the Navy

v Reading packet, excerpts from James M. Kouzes and Barry Z. Posner, The Leadership Challenge: How to Keep Getting Extraordinary Things Done in Organizations Part Five: “Modeling the Way” and Margaret Wheatley, Leadership and the New Sciences

May 7: Reading period—No Class

Final Exam Period: Final Paper Due; oral reports given in class

Written Assignments:

Assignment I: Due March 6.

Write a paper that describes an interpersonal situation which is difficult for you that involves one or more other people. Applying what you have learned in unit one of the course, explore what you know about yourself and the others involved in this situation and analyze what changes in attitude and/or behavior would help you optimize or at least improve this situation. Using your life as a “lab,” act on your own recommendation and report in this paper on what happened and why you think it did so. (10-15 pages)

Assignment II: Due April 10.

Option One: Identify a group or organization of which you are a part and analyze it, answering the questions in Part II of Mapping the Organizational Psyche, and recommending needed leadership interventions to improve or enhance its functioning. Undertaking this assignment is a great chance to decode what makes a group or an organizational tick so that you might be more effective within it (or so you might be able to change it). Due: April 16.

Option Two: Attend the Group Relations Conference, held on the UMD Campus, March 2-4, Write a 2-5 page summary of observations about group functioning in the conference related to the theories included in the Unit Two of the class. This conference is designed to augment class assignments in a number of leadership classes in EMPM and MLF and is highly interactive. A great choice if you learn best through experience.

Paper III: Group Term Project (in groups of 4-5): Oral and Written report due the day of the final

(While this assignment is not due until the end of the class, it should be begun early in the class. In fact, I’ll be asking members of the group to consider aspects of what we are learning related to your topic as we go along.)

Identify a public policy issue—such as some aspect related to terrorism, the war in Iraq, nuclear proliferation, the environment, social injustice, poverty, etc.—and explore the leadership issues related to making a difference in this arena. You will develop a report to be given orally during the final exam period, accompanied by a paper of 15-20 pages (you report together, but each write your own paper). The oral and written reports should outline the problem and ideas about its solution, leadership successes and failures, and what leadership attitudes, behaviors, behaviors and messaging strategies are most likely to result in shifting attitudes and behavior so that greater success can be achieved.

Grading Policy:

Each paper will count for 25% of your grade. Participation will count for the other 25% of the grade and will be determined considering quantity, quality, and impact on others in the class. The final assignment will be weighed 10% oral group report; 15% your individual paper.

Further Reading:

There are, of course, too many relevant books to reference them all. But here are some particularly good ones.

Bob Abramms and George F. Simons, Cultural Diversity Sourcebook. Amherst, Mass.: HRD Press, 1996.

Arbinger Institute, Leadership and Self-Deception: Getting Out of the Box. San Francisco, Calif.: Berrett-Koehler Publishers, 2000.

Bernard M. Bass and Bruce J. Avolio. Improving Organizational Effectiveness Through transformational Leadership, London: Sage Publications, 1994.

Norma Carr-Ruffino, Managing Diversity: People Sills for a Multicultural Workplace. San Francisco, Calif.: International Thomson Publishing, 1996

Arthur D. Colman, Up from Scapegoating: Awakening Consciousness in Groups. London: Chiron Publishers, 2001

John Corlett and Carol S. Pearson, Mapping the Organizational Psyche: A Jungian Theory of Psychological Dynamics and Change, Gainesville, Florida: Center for Applications of Psychological Type, 2003.

David Cooperrider and S. Srivasta, Appreciative Inquiry: Rethinking Human Organization Toward a Positive Theory of Change. Greenwich, Connecticut: JAI Press, 1987.

Steve Denning, Leadership Story-Telling. San Francisco, Calif., 2004.

Max DePree. Leadership is an Art. New York, New York: Doubleday, 1089.

Otto Kruger, and Janet M. Thuesen, Type Talk at Work. New York, New York: Dell Publishing, 1992

Noel M. Tichy and Mary Anne Devanna, The Transformational Leader, New York: Wiley and Sons, 1978.

Howard Gardner, On Leadership. New York: The Free Press, 1990.

Dan Goleman, Emotional Intelligence: Why It Can Matter More Than IQ. New York, New York: Bantam, 1995.

Malcolm Gladwell, The Tipping Point: How Little Things Can Make a Big Difference. New York, N.Y,: Little, Brown and Co., 2000.

Stacey Hall & Jan Brogniez, Attracting Your Perfect Customers: The Power of Strategic Synchronicity. San Francisco: Berrett-Koehler Publishers, 2001

Ronald A. Heifetz, Leadership Without Easy Answers. Cambridge, Mass.: Harvard University Press, 1994.

Larry Hirschhorn. The Workplace Within: Psychodynamics of Organizational Life. Boston, Mass. MIT Press, 1990.

Robert Kegan and Lisa Laskow. How the Way We Talk Can Change The Way We Work. San Francisco, Calif.: Jossey-Bass, 2001.

Barbara Kellerman, Reinventing Leadership: Making the Connection Between Politics and Business. Albany, NY: SUNY U Press, 1999.

Margaret Mark and Carol S. Pearson, The Hero and the Outlaw: Building Extraordinary Brands Through the Power of Archetypes (New York, NY: McGraw-Hill, 2001

Abraham Maslow. Motivation and Personality. New York, N.Y.: Longman, 1970.

Cynthia D. McCauley, Russ S. Moxley, and Ellen Van Velson, eds., Handbook of Leadership Development. San Francisco, Calif.: Jossey-Bass Publishers, 1998.

Arnold Mindell, The Leader As Martial Artist: Techniques and Strategies for Resolving Conflict and Creating Community. San Francisco, Calif.: HarperSanFrancisco, 1992.

Anthony Moore. Father, Son, and Healing Ghost. Gainesville, Florida: CAPT, 2000.

Mark H. Moore, Creating Public Value: Strategic Management in Government. Cambridge, Mass.: Harvard University Press, 1995.

Peter G. Northouse. Leadership: Theory and Practice. London: Sage Publications, 2004.

Sharon Daloz Parks, Leadership Can be Taught: A Bold Approach for a Complex World, Cambridge, Mass.: Harvard Business School Publishing, 2005.

Carol S. Pearson, Awakening the Heroes Within: 12 Archetypes to Help Us Find Ourselves and Transform Our World. San Francisco: HarperSanFrancisco, 1991.

Parker Palmer. A Hidden Wholeness: The Journey Toward An Undivided Life. San Francisco, Calif.: Jossey-Bass, 2004.

Kerry Patterson, Joseph Grenny, Ron McMillan, and Al Switzler. Crucial Conversations: Tools for Talking When Stakes Are High. NY, NY: McGraw-Hill, 2002.

Robert E. Quinn. Deep Change: Discovering the Leader Within. San Francisco, Calif.: Jossey-

Bass, 1996.

Edgar H. Schein, Organizational Culture and Leadership. San Francisco: Jossey-Bass Publishers, 1992.

Morley Segal, Points of Influence: A Guide to Using Personality Theory at Work. San Francisco, California: Jossey-Bass Publishers, 1997.

Peter Senge, C. Otto Scharmer, Joseph Jaworski, Betty Sue Flowers. Presence: An Exploration of Profound Change in People, Organizations, and Society, New York, New York: Doubleday/Currency, 2004.

Peter Senge, The Fifth Discipline: The Art and Practice of the Learning Organization and Senge, Richard Ross, Bryan Smith, Charlotte Roberts, and Art Kleiner, The Fifth Discipline Fieldbook. NY, NY: Doubleday, 1994.

Murray Stein and John Hollwitz, Psyche at Work: Workplace Applications of Jungian Analytical Psychology. Wilmette, Ill.: Chiron Publications, 1995.

Margaret Wheatley. Finding Our Way: Leadership for an Uncertain Time. San Francisco: Berrett-Koehler Publishers, Inc., 2005.

Faculty Biography

Carol S. Pearson, Ph. D. is the Director of the James MacGregor Burns Academy of Leadership and a Professor of Leadership Studies at the University of Maryland. Dr. Pearson has served as a professor and administrator in a number of major colleges and universities and has wide-ranging experience working in the federal as well as nonprofit and for profit sectors on a consulting basis. Her books are widely translated and she is in demand as a speaker and workshop leader throughout the world. You can reach her at: E-mail: cpearson@.umd.edu; Phone: 301-405-8357. For more information, go to www.academy.umd.edu.