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CAPSTONE

PRESENTATION BY JEFF JUHALA


My Dad taught me how to
work with my hands.
My Mom taught me how
to work with people.
Both have served me well.

husbands must give honor to


your wives. Treat your wife with
understanding as you live
together. She may be weaker than
you are, but she is your equal
partner in God's giA of new life
1 Peter 3:7 New Living TranslaIon

Equal partner in this degree,


therefore

Dirk WiMenborn-

We are the sum of all people we
have ever met...

As Professors, each of YOU have
added a piece to my life.

http://leadwithaction.weebly.com/

Meta-Competencies
Spirituality & Faith
EmoOonal & Social
Intelligence
Academic Inquiry

Core Competencies
Strategic Mobilizer
Inspiring Developer
Change Catalyst
Principled Decision
Maker
Responsible Inuencer

Competencies Review
-Principle Decision Maker
-Inspiring Developer
-Change Catalyst

Principle
Decision
Makers

Principle Decision Makers are not just


decision makers, they make their
decisions within the context of
principles, values, morals and ethics.

I have a solid foundaIon for making
decisions based on principles from my
family upbringing.

Principle
Decision
Makers

Bill Georges Discover Your True North


Great ideas on your internal compass.
Words gave claricaIon and
condence to what was already in my
heart.

More study on making decisions.

Principle
Decision
Makers

Malcolm Gladwells Blink (2005)


Experience and research for mundane
decisions.
Use natural and immediate insIncts
for the more major decisions.
Thoughts may be counter-intuiIve for
some people.

Inspiring
Developer

Leader has a genuine interest in


developing other people.

Inspiring
Developer

My golden nugget
ArIcle quote, Mirocha, Bents,
LaBrosse, & Rietow (2013)

Leadership Development

-the most important,


-most feasible,
-most value toward developing
leaders: work through a business
failure or mistake.

Inspiring
Developer

Mentor Exercise
ApplicaIon to be a mentor!

Change
Catalyst

Competence to Improve.
John KoMers Leading Change gave
structured plans to leading change.

Too reluctant to create change
outside of my department or scope.
Change catalyst regarding conict.


5 Eye Opening Experiences


Inspiring Developer
Change Catalyst
Responsible Inuencer

1. Race-
510 CreaIve and CollaboraIve





Lack of other voices, experiences and
backgrounds

2. ReecOon - Kolbs Learning Cycle









ReecOon - Kolbs Learning Cycle









ReecOon - Kolbs Learning Cycle








Meta-Competencies
Spirituality & Faith
EmoOonal & Social
Intelligence
Academic Inquiry

ReecOon Steven Coveys





Meta-Competencies
Spirituality & Faith
EmoOonal & Social
Intelligence

Core Competencies
Strategic Mobilizer
Inspiring Developer
Responsible Inuencer

3. Followership
Powerful concept
What a teaching
opportunity

Meta-Competencies
EmoOonal & Social
Intelligence
Core Competencies
Strategic Mobilizer
Change Catalyst

4. Cultural Lens
Leading Across Cultures
Aware of cultural dierences before
Class brought out relevant facts and
specics to improve C.Q., Cultural
QuoIent.

5. Academic Resources
Books and arIcles not found at
Barnes & Noble

To these four young men God gave knowledge


and understanding of all kinds of literature and
learning.
20In every maMer of wisdom and understanding
about which the king quesIoned them, he found
them ten Imes beMer than all the magicians and
enchanters in his whole kingdom.
Daniel 1:17&20 (NIV)
17

Meta-Competencies
Academic Inquiry

Core Competencies
Change Catalyst
Responsible Inuencer

Leadership as a Science:
Knowing your own personality, strengths,
weaknesses.
Reading books, journals, biographies and
arIcles from current experts and classic
leaders.
Discovering best pracIces, surveys, and
research.
Comprehending psychology, human needs
and pihalls.
AMending classes, seminars, training and peer
performance groups.

Leadership as an Art:
Taking the scienIc, concrete head
knowledge, and knowing how and
when to apply any or all of it in a
complex situaIon.
Knowing when to toss out the head
knowledge and go with your gut.
Knowing when to follow your values
and your internal compass instead of
quarterly reports or consultant
recommendaIons.

Philosophy of Leadership-

What is Leadership ?

A Vision Inuencing Followers for Responsible Results.


Life is hard;
Its harder if youre
not intellectually
cognitive.!

Life is hard;
Its harder if youre
stupid.!

Life is hard;
Its harder without
good leadership.!
Good leadership isnt
easy.

But ye are a chosen


generaIon, a royal
priesthood, an holy
naIon, a

peculiar people;

that ye should show


forth the praises of him
who hath called you out
of darkness into his
marvelous light
1 Peter 2:9

Fellow Learners and Leaders


Be Uncommon
Uncommon

References:
Covey, S. R. (2004). The 7 habits of highly eecIve people: Restoring the
character ethic. New York: Free Press.
George, B., & Sims, P. (2007). True north: Discover your authenIc leadership.
San Francisco, Calif: Jossey-Bass/John Wiley & Sons.
Gladwell, M. (2005). Blink: The power of thinking without thinking. New York:
LiMle, Brown and Co.
Kolb, D. Learning Styles. Retrieved from: hMps://www.google.com/search?
q=kolb+learning+style
+inventory&rlz=1C5CHFA_enUS563US563&espv=2&biw=1280&bih=802&source
=lnms&tbm=isch&sa=X&ved=0ahUKEwjjkIFx7zMAhVU9WMKHeHFAnsQ_AUIBygC#imgrc=aXBMgGk85DGp_M%3A
KoMer, J. P. (1996). Leading change. Boston, Mass: Harvard Business School
Press.
Mirocha, Bents, LaBrosse, & Rietow (2013) Strategies for developing leaders in
small to medium sized rms: An analysis of best pracIces in the most successful
rms
WiMenborn, D. Retrieved from: hMp://www.goodreads.com/quotes/265264we-are-the-sum-of-all-people-we-have-ever

CAPSTONE PRESENTATION BY JEFF JUHALA