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Common Sense in Leadership: Prague Leadership Institute Newsletter Volume 1, Issue 3

The Prague Leadership Institute Newsletter

Developing Leaders for the 21st Century


Dear Readers,

Pepper de Callier
First of all, Priscilla and I want to thank you all for your support in what has turned out to be a wonderful year for The Prague Leadership Institute. Also, we would like to give a special thank you to our Co-Founders, Jan Bubenik and Mike Short, whose belief in me and in the concept of The Human Element of Leadership was literally what kept me going at times. The dedication and hard work of our Director of Business Development, who is also my coaching colleague, Kristin LaRonca Parpel, has been a source of inspiration, energy, pride, and happiness to us all.

Special recognition is also in order for the members of our faculty who are actively engaged in sharing their thought-leadership by writing our newsletter each month, for participating in workshops, and for their counsel. The value they bring to us is immeasurable. 

We celebrated our first anniversary in June and have enjoyed the continuing journey to further refine our Mission: To create the center of excellence for the development of high-performance 21st century leaders.  In the beginning, we debated whether or not The Prague Leadership Institute should actually have a bricks-and-mortar presence or not, and 2011 delivered the answer—our administrative office is all the bricks and mortar we need because we found that to take our programs to our learning-partners is by far the more desirable approach for them and for us.  

As a result of my presentation to TEDx I was approached by The Global Speakers Bureau and have entered into an exclusive representation agreement with them.  In addition, CNBC Radio did a mini-feature segment on one of my past columns, “Shibboleths” and my second book, The Unwritten Resume, is due out in January 2012. Our message of The Human Element of Leadership is slowly, but steadily, gaining a broader audience and I have you to thank for that.  Your support and belief in our work has been a humbling experience and my personal goal for 2012 is to continue to earn them. 
 
May the holidays bring the joy, peace, and fulfillment to you and your loved ones that you have given me this past year.
Pepper
 
In This Issue

In the December issue, Professor David Bennett continues his three-part series on leadership with his observations on “servant” leadership, and my coaching colleague, Kristin LaRonca Parpel, shares her perspectives on the key attributes of leadership—both wonderful contributions to the discussion of 21st century leadership. Thank you David and Kristin!
PdeC
 
pepper@pragueleadershipinstitute.com.



David Bennett

Is Servant Leadership Really just Effective Leadership

David Bennett
Director of Outreach, College of Business at California State University San Marcos

My second article will address the topic of servant leadership.  What really is servant leadership and why, in my opinion, does it seem to become yet another “flavor of the month” every three years or so?  I will discuss my premise that servant leadership is really effective leadership and base my premise upon 30 years of practicing as a senior-level leader and 12 years of teaching it.  At the end of this article, I have put a personal inventory of servant leadership characteristics rating system for you to take, if you wish.
 
Depending upon what text you are reading about servant leadership,  what leadership academician you are in discussion with or who you are talking to in the corporate world about servant leadership, you will get different opinions of just what servant leadership is. To compound this complex dilemma,  it is my opinion that in order to be an effective leader, you must always practice “servant” leadership in all of its forms; thus, the word “servant” is a given in leadership.
Kristin LaRonca Parpel

Defining the Attributes of a Leader

Kristin LaRonca Parpel
Director of Business Development, Prague Leadership Institute

I often think about the various theories and styles of leadership and wonder which study, researcher, philosopher or psychologist has developed the strongest argument for their beliefs. And, although each theorist has proven their point through extensive research, each individual situation is unique and therefore always provides a slightly different outcome. For this reason, I tend to use the wealth of knowledge about leadership attributes, which has been obtained over the centuries, as a platform from which to build our practice and help our clients. It is only, however, the first layer of the platform, because in reality we must always look at the individual and realize that everyone is unique not only in their ability and desire to lead but also in the particular environment and situation in which they must perform.
 
The word leader does not always create a positive picture in my mind. History has provided us with a wealth of notorious leaders from whom we can also learn what bad leadership looks like. Recognizing the actions and traits that categorize leaders into bad, ineffective, or inspirational and effective is what helps us create our own personal vision of how we aspire to act in the sphere of leadership...
Prague Leadership Institute
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