A Leadership Model

The model, shown in figure 1, emerges from three critical dimensions of leadership: (a) the leader as person, (b) the leader in organizational systems, and (c) the leader in global cultural systems. Each dimension emphasizes the nature of change and the development of human capacities and growth in the primary systems and situations in which we find ourselves in life be it professional, personal, community or church. Real and complete leadership occurs at the intersection of the three sets though some elements of leadership and/or management also occur within the intersection of pairs of areas. This model describes the primary areas and functions that are deemed important for faculty and students in the College of Engineering and Technology to understand and study, and that support and integrate the strategic leadership initiative encouraged by the college.

Though the visual model does not suggest a priority, we believe, and most experts and leadership theories concur, that the development of personal characteristics of integrity, virtues and competence must occur first. After this, one must work to learn about, and gain expertise and experience in, organizations and understanding the broader world and cultures.

Personal Characteristics and Development

The essence of true leadership is embodied in the following two ideas: 1) the leader strives to actively develop the characteristics and attributes of God as exemplified in His Son, our Lord and Savior, Jesus Christ; and 2) the leader employs a single, consistent standard of conduct in his/her private life and public life. Jesus set the example of leadership by operating from a base of fixed principles and a constant leadership style. Spencer Kimball reminds us that the leaders that we most love, admire, and respect are those that try to follow the Savior’s example, both in acquiring his attributes and in emulating his leadership style. In "Jesus: The Perfect Leader," addressed to future civic leaders, President Kimball said, "I make no apology for giving something of the accomplishments of Jesus Christ to those who seek success as leaders. If we would be eminently successful, here is our pattern. All the ennobling, perfect, and beautiful qualities of maturity, of strength, and of courage are found in this one person."– Ensign, Aug. 1979.

A leader must be competent in their stewardship in order to engender the respect and trust of those they leads. However, competence in isolation does not constitute leadership. A great leader learns to listen, observe, and contemplate, and from this quietness and introspection the leader discerns the nature of personal commitment and development required for a life of service to God, others, and the world. Important characteristics on which this deeply personal capacity is founded for faculty and student in the Fulton College of Engineering and Technology include:

• Integrity
• Competence and innovativeness
• Humility, courage, faith, patience, wisdom
• Personal fitness and health
• Self-awareness
• What is your leadership/management style? Do you lead or manage?
• What are the primary lenses through which you see the world?

Organizations

Leaders lead within a context and personal visions and values become shared visions and values within the context. Leaders who influence organizations positively must develop an understanding of the theoretical and practical workings of organizations. Mature leadership must be innovative and principle-based in order to develop strategies for transforming organizations at fundamental levels. Leaders, therefore, understand how to work within and with the principles and skills of:

• Teams and team building
• Awareness of organizational politics and cultural (policies and procedures)
• Managing conflict and conflict resolution
• Understanding and use of power, authority and influences
• Managing and measuring performance
• Communication and interpersonal skills
• Project management

Global and Cultural Understanding

Real and wise leadership occurs within the context of global, meaning general or comprehensive, systems. This has always been true, but the nature of the modern global environment emphasizes even more this dimension of leadership. The complexity of modern, global systems is reflected in the changing ethnic composition of organizations, the potential of political change to quickly alter environments and situations, and the extent to which international issues, including trade, business, and employment, affect local conditions. William Wulf, former President of the National Academy of Engineering said, "...engineering is now practiced in a global, holistic business context, and engineers must design under constraints that reflect that context. In the future, understanding other cultures, speaking other languages, and communicating with people from marketing and finance will be just as fundamental to the practice of engineering as physics and calculus." (italics added) Therefore, effective leadership for engineers and technologists requires an appreciation for and understanding of:

• Cultures and societies
• Holistic (system) thinking and innovation
• Sensitivity to and appreciation of diversity
• International teams
• Ability and desire to be agents of positive change