Campbell Leadership Descriptor Facilitator's Guide

David Campbell

• Éditeur: CCL Press
• Année: 2019
• ISBN:
  9781604919141
• Sujet: Business
• Sous-sujet: Leadership

Before you can help others develop their leadership skills and abilities, you must first help them to recognize strengths and identify areas in which they need to improve. The Campbell Leadership Descriptor was developed to achieve just that. Designed specifically for use in those situations where comprehensive analysis of leadership characteristics is useful - such as leadership seminars, classroom discussions, and one-on-one coaching. This Facilitator's Guide includes the detailed information you need to prepare for and conduct a leadership workwhop for a group of any size.

Conducting a Workshop Session

AS STATED EARLIER, a primary purpose of the Descriptor is to stimulate a guided, detailed discussion of the characteristics necessary for good leadership. This section provides guidelines for administering the Descriptor to participants, helping them score it, facilitating their discussions, and helping them come up with action plans for improving their leadership skills.

Step1: Open the Session (10 minutes) Purpose: Welcome participants; make introductions; explain objectives and agenda.
Welcome Participants SHOW SLIDE 1, “Campbell Leadership Descriptor Workshop”	Begin the session by welcoming participants. If they do not know you, introduce yourself. Briefly explain why you are conducting this session. “I would like to welcome you to this session that will focus on the essential components of leadership. “In our increasingly complex world, the need for good leadership has never been higher. Leadership can help educate our children, keep us healthy, create greater economic prosperity, add beauty to our world through the arts, help push back the curtains of ignorance, and lead to harmonious relationships between different populations. “Our focus today will be on the essential, universal components of leadership that are applicable to all of us, no matter where we live or work. During this session, each of you will fill out a short questionnaire, the Campbell Leadership Descriptor, which will ask you to compare yourself with characteristics of those you consider to be good leaders and characteristics you consider to be indicative of poor leaders. We will then analyze the results and discuss the implications. You will leave the workshop with the beginnings of a Personal Action Plan for becoming a more effective leader.”	Note: You may use the words provided here or use your own words to convey the same messages.
Lead Introductions	Ask participants to introduce themselves. “Before we begin, I would like each of you to introduce yourself and tell us something about what you do.”	Note: If the group is too large for individual introductions, ask participants to form small groups of four to six people and introduce themselves to the other members of their small groups.
Introduce Topic FLIP CHART REFER TO PARTICIPANT WORKBOOK, PAGE 2	Introduce the topic by asking participants to think about the leadership challenges they and their organizations face today. “For example, the increasing globalization of business requires new skills, such as the ability to learn other languages and understand other cultures. What else is happening both within and outside of your environment that has implications for leadership?” Elicit several responses and write them on a flip chart page. Tell participants they may take notes on page 2 of their Workbooks. Add any from the list below that participants do not mention. Leadership Challenges • Increased competition • Unstable economy • Downsizing • Environmental concerns • Rapidly changing technology • Changing nature of the workforce
SHOW SLIDE 2, “Objectives”	Show Slide 2 and ask participants to turn to the list of objectives on page 2 of their Workbooks. Explain that these are the learning objectives for the session. Read the objectives aloud. Ask participants to identify their personal objectives. “You probably have some personal objectives for today. Before we review the Agenda, list your personal objectives on this page.”
SHOW SLIDE 3, “Agenda”	Show Slide 3 and review the Agenda. Point out times for breaks and lunch (if any), and give participants logistical information, such as the location of restrooms. Also, explain that much of the material covered in the session is summarized in the Participant Workbook and that you will tell participants when to turn to a specific page.

Step 2: Introduce the Campbell Leadership Descriptor (15 minutes) Purpose: Explain what participants need to know before they complete the Descriptor.
	Give participants a brief introduction to the Campbell Leadership Descriptor and explain how they are going to use it in the workshop. “The questionnaire that you are going to fill out today is called the Campbell Leadership Descriptor. The major purpose of the Descriptor is to create a structured discussion about the important components of leadership. “The Descriptor can be described as an aid in comparing yourself—in a detailed manner—with both good and poor leaders. The process of completing the Descriptor and discussing the results will help you to become acquainted with the major components of leadership, to think about what it takes to accomplish each of these components, and to identify specific actions that can strengthen your leadership effectiveness.”
SHOW SLIDE 4, “Leadership Components—Major Tasks” REFER TO PARTICIPANT WORKBOOK, PAGES 5–9	Use the following explanations of the nine leadership components and the adjectives that describe them. Illustrate your descriptions with Slides 4 and 5. Tell participants that they can follow along on pages 5–9 of their Workbooks. The Nine Components The first six components cover the major tasks of organizational leadership that must be present and well executed within any organization. Without these components, the organization, and its membership, will eventually suffer. Normally, it is the organization’s leaders who accomplish these tasks, either directly or through delegation. The remaining three components represent the more personal characteristics necessary for successful leadership. Successful leaders must have or be able to develop these characteristics themselves; they cannot be delegated. Without these three personal characteristics, no matter how skilled leaders might be in the other six components, they will have trouble focusing the attention and activities of their organization’s members. Six Major Task Components of Organizational Leadership 1. Vision—Establish the general tone and direction of the organization. 2. Management—Set specific goals and focus company resour...