Everyone a Leader

Everyone a Leader: A Guide to Leading High-Performance Organizations for Engineers and Scientists

David Colcleugh
Copyright Date: 2013
Pages: 272
https://www.jstor.org/stable/10.3138/j.ctt5hjwz4
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  • Book Info
    Everyone a Leader
    Book Description:

    Are you an engineer or scientist early in your career, or a student in either of these fields, looking to develop your leadership capabilities? Learn from David Colcleugh, former CEO of DuPont Canada, leadership educator, and author ofEveryone a Leader.

    eISBN: 978-1-4426-6327-5
    Subjects: Management & Organizational Behavior, Technology

Table of Contents

  1. Front Matter
    (pp. i-iv)
  2. Table of Contents
    (pp. v-viii)
  3. List of Figures
    (pp. ix-x)
  4. Preface
    (pp. xi-xvi)
  5. Acknowledgments
    (pp. xvii-2)
  6. PART ONE: The Meaning of Leading and Leadership

    • 1 Leading: The Catalyst for Change
      (pp. 5-25)

      Let me start by asking you to think about a signiicant event in your life that inspired you so that you said to yourself or to others, “That changes everything! Why hadn’t I thought about that?”

      All of us have experienced important changes in our worlds. You have almost certainly linked each of those changes to particular individuals. We seem to find it natural to identify important changes, positive or negative, with agents of those changes. Even when many people contributed, we seem to want to link those changes to individuals.

      Often in our memories, the change agents who have...

    • 2 Developmental Leadership
      (pp. 26-54)

      Developmental leadership is the integrated, systematic approach to leading business organizations. “Developmental” here refers to an ongoing learning process engaged in by everyone in the organization; it is a process that is dedicated to growth, change, and doing things better all the time. At Du-Pont Canada, the leadership model I describe here guided the company as it transformed itself into one that experienced high(er), continuously improving performance.

      In chapter 1, I defined leadership and discussed values as the foundation for positive change. Speciically, I wrote:

      To be effective, leaders must be guided not by egocentric or reactive personal needs but...

  7. PART TWO: Preparing Yourself to Lead

    • 3 Role Model Leading and Leadership
      (pp. 57-64)

      When I am asked about role model leadership in some of the companies I am involved with now and by students at the university where I teach, my mind ills with faces and experiences, not concepts.

      Especially, I remember the people at the beginning, the early adopters of the developmental leadership model at DuPont Canada. For example, I remember the manufacturing operators who readily accepted the idea of Everyone a Leader and who were inspired by the idea that they could learn to become change agents and who were encouraged to do so: my twenty-year-old administrative assistant, who developed enthusiastically...

    • 4 Thinking Effectively
      (pp. 65-73)

      The 11th of September 2001: an infamous day in recent world history. An airliner hijacked by people with a frightening vision of the future slams into a skyscraper in New York City on a beautiful autumn day, and the world changes. We will never really know how almost three thousand people in that building behaved, thought, or acted in those minutes after the crashes. We can only imagine.

      Some would have panicked and run; others would have frozen in fear. Many would have demonstrated anger; others would have reached out calmly to the icons and beliefs of their faith and...

    • 5 Skills Capability
      (pp. 74-94)

      The specific work of leaders is to make changes that improve their own capabilities as well as those of other individuals and entire organizations. Our leadership framework goes beyond the development of skills; skills, though, are the starting point.

      As I noted in the preface, at a point in time, DuPont Canada’s senior leaders decided to markedly improve their company’s performance by embarking on a strategy: that everyone would learn to become a competent leader. Over the years, to accomplish this goal, they made many changes to processes and systems.

      One of these initiatives involved “management by objectives” (MBO). Many...

    • 6 Character Attributes
      (pp. 95-111)

      Skills describe how role model leadersfunction; character attributes describe theirhumanity. Character attributes are the foundation of the role model leader’s social and emotional level of performance. To illustrate this point, when you first meet someone, you perceive that person as intelligent and likeable. The first attribute, intelligence, relates tofunction; the second attribute, likeability, relates tocharacter. It is largely on the latter trait that you will base a relationship. Character, then, relates mainly to social and emotional intelligence and less so to mental intelligence. The latter is what delineates a leader’s functional skills.

      In a conventional organization,...

    • 7 Purposeful Behaviour
      (pp. 112-128)

      In classrooms and in various work environments, I have observed that when I discuss the learning required to develop oneself as a leader, most people gauge their development by comparing themselves to others, including inspirational people they know, their role models (i.e., “heroes”), and their peers. And that comparison is most often made in terms of others’ behaviour. Here, we can define behaviour as the instrument that delivers an individual’s skills and character attributes. Behaviour is the outward manifestation of a person’s interpersonal skills and character attributes (discussed previously) as experienced by the observer. Behaviour is typically summarized with simple,...

  8. PART THREE: Leading the Organization

    • 8 The High-Performance Business Organization
      (pp. 131-133)

      Even Hollywood could not have embellished the story of Eleuthère Irénée du Pont. He was a French immigrant to the United States at the height of the French Revolution; he was a refugee from oppression who had a passion to start a new life and a successful company. His story is unique in many ways, in part because of his entrepreneurship and that of the company that still bears his name. His is a story of role model leadership and the founding of a high-performance business organization.

      In Delaware in the early nineteenth century, while E.I. du Pont was establishing...

    • 9 Sustainable Growth
      (pp. 134-140)

      Sustainable growth is the expected outcome of leadership activities in the pursuit of the high-performance business organization. I return to the story of the DuPont Company, which was founded in 1802 to manufacture gunpowder and has been growing for more than 200 years. I do this in order to illustrate the concept of setting an aspirational future state, working diligently to approach that target, and achieving sustainable growth as an outcome.

      For its first decades, the company focused on its “black powder” business. Then in the early 1900s, the company entered an era of rapid growth and wide-ranging innovation. Soon,...

    • 10 The High-Performance Work System and Serving Stakeholders
      (pp. 141-147)

      Leading an organization entails influencing groups of people to make positive changes that meet stakeholders’ needs. This can involve changing the ways people approach their work or changing the work itself.

      The work of role model leaders is to move the organization towards the future-state aspiration referred to in this book as the high-performance business organization. At any point in this developmental leadership work, the ideal goal is referred to as the high-performance work system.

      The high-performance work system is a collection of work processes and systems and structures that are continuously improving and that have been thought about, designed,...

    • 11 Viability
      (pp. 148-182)

      A business organization will be judged to be moving towards high and then higher performance when the work done and the results obtained reflect increasing value of products and services offered. That is what we mean by a viable business organization.

      A high-performance work system contains a number of processes that support the achievement of a more viable organization whose products and services become more valuable, especially to customers but also to other stakeholders. A business organization is becoming more viable when the value of its outputs increases relative to the value of its inputs as a result of working...

    • 12 Vitality
      (pp. 183-213)

      The previous chapter described the leadership role that Stephen played at LargeCo. He changed the company in positive ways by improving the organizational design of the engineering division and the entire company through a focus on value-add work in support of both internal and external customers. This led the company to develop a systemic change process beyond the engineering division — one that further enhanced the organization’s functioning competence. As a result, the SBU and company measures of financial success improved over an extended period.

      In the engineering division leadership team meetings, Stephen and his people were excited about the results...

    • 13 Virtue
      (pp. 214-234)

      Let me continue the story of Stephen and the engineering division. Some time has passed and LargeCo has benefited greatly by transforming itself from a conventional organization into a more developmental, process-oriented, learning one. The company’s other division leaders now recognize Stephen and his engineering division as an “organizational development laboratory.”

      One day, Stephen asks the president of LargeCo for time on the agenda of his core team. The core team is the organizational entity that the president consults with when developing the company’s various functional and business leaders. As the head of the engineering division, Stephen is a member...

  9. Epilogue
    (pp. 235-236)

    This book has described a unique model for learning about the processes for leading an organization. It is based on the premise that it is essential for an individual to develop certain skills, character attributes, and purposeful behaviours as a precursor to becoming competent in the work of leading an organization. It takes competent role model leaders to create admirable high-performance work systems.

    Perhaps the most important feature of the learning framework that dominates this book is the aspiration for the individual and organizational work required. That aspiration is provided by the challenge of accepting and seeking two theoretical states...

  10. Index
    (pp. 237-252)