DYNAMIC

LEADERSHIP
THEORIES
Discussant: ENS JHON E DE VICENTE PCG
STUDENT LEARNING
OBJECTIVES:
At the end of this discussion the students should be able
to:
- understand the meaning of DYNAMIC LEADERSHIP;
- explain the concept of FOUR COURAGE SKILL SETS;
- and describe the importance of dynamic leadership in
your organization or workplace.
Scholars considered social science for being static
correct in the past have become invalid over time
(Pascale, 1990; Kalogeras, 2005).Consequently, social
science, in general, and the process of leadership (Baker,
2007), in particular, are looking for dynamic theories

LEADER IS BORN NOT MADE.

 DYNAMIC LEADERSHIP
• A leader who measures his and other's leadership abilities by
their ability to empower others.

• A leader who doesn’t need the word leader in their title to take
ownership of their area of influence
 UNREACHABLE TRUE PURPOSE

STRATEGY
OBECTIVITY
FALLACY
(Failure)
TACTICS
Source: the authors
 Kathryn schultz
Author of book:
BEING WRONG
•Being okay about being wrong
•Being willing to learn from mistakes
•Being patient and resilient
•Being generous, compassionate and fair

REFERENCE: Book of Kathryn Schultz: BEING WRONG

 Brené Brown
Author of book: Dare to Lead

• “Leadership is anyone who takes responsibility for recognizing

the potential in people and ideas, and has the courage to
develop that potential.”

Reference: https://unboxedtechnology.com/effective-leadership-training/
 FOUR COURAGE SKILL SETS
•Rumbling with Vulnerability
•Living into Our Values
•Braving Trust
•Learning to Rise
1.) Rumbling with Vulnerability

•If we want to develop daring leaders that push our

organizations forward, we must create environments
where our leaders and teams can be vulnerable or
risky.
 2.)Living into Our Values
•It’s not enough for organizations and leaders to just
identify values, we have to teach people the skills they
need to demonstrate them.
•Talk to people, not about them or their values.
 3.) Braving Trust
•Without trust, we have no connection, and if we can’t
connect, vulnerability has no place.
 4.) Learning to Rise
•Learning to rise after how many failures, Brown says,
“We can’t expect people to be brave and risk failure if
they’re not prepped for hard landings.”
 MARGARET WHEATLEY
LEADERSHIP AND THE NEW
SCIENCE:

• Relationships are what matters–even at the subatomic level

• Life is a vast web of interconnections where cooperation

and participation are required

• Chaos and change are the only route to transformation

Reference:
https://margaretwheatley.com/books-products/books/leadership-new-science/
 Peter Block
Reconstructing our idea of
leadership

• The essential task of leadership is not to be a role model

or visionary, it is to engage citizens in creating this future
for the commons.
 ONORA O'NEILL

•COMPETENCE
•RELIABILITY
•HONESTY
 CONCLUSION
• Leader is made and develop progressively by his
experiences and other experiences.

• Leader must think of his subordinates morale also.

• A leader must be a good follower.

 References:
• https://www.researchgate.net/publication/240130715_A_dynami
c_theory_of_leadership_development
• https://unboxedtechnology.com/effective-leadership-training/
• https://margaretwheatley.com/books-products/books/leadership-
new-science/