The Leadership Journey: Chart Your Course - Child Life Council

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The Leadership Journey: Chart Your Course – The PresentersJerriann Wilson, MEd, CCLSRetired Director of Child LifeJohns Hopkins Children’s Center584 Richard WaySeverna Park, MD 21146(410) 544-0806d.jwilson@verizon.netChris Brown, MS, CCLSDirector, Child Life and Family-Centered CareDell Children's Medical Center4900 Mueller Blvd.Austin, TX 78723(512) 324-0146cdbrown@seton.orgDiane Hart, MA, CCLSSite Supervisor, Child Life DepartmentBC Children's HospitalRoom 3M47, 4480 Oak StreetVancouver, B.C. V6H 3V4(604) 875-2345 ext. 7687dphart@cw.bc.caSheila Palm, MA, CCLSChild Life System LeaderChildren's Hospitals and Clinics of Minnesota2525 Chicago AvenueMinneapolis, MN 55404Minneapolis Campus: (612) 813-6937St. Paul Campus: (651) 220-6937sheila.palm@childrensmn.orgTraci Woods, CCLSManager of Children & Family ServicesFlorida Children's Hospital601 East Rollins StreetOrlando, FL 32803(407) 303-5585traci.woods@flhosp.orgMay 2008
The Leadership Journey: Chart Your Course – The BibliographyAnnotated Bibliography:1) Ball, James. (2001). Professionalism is for Everyone. Reston, VA: The Goals Institute. This brief, simplemanual describes five keys of professionalism, applicable to anyone in any role, including (1) Character,(2) Attitude, (3) Excellence, (4) Competency, and (5) Conduct. It goes on to describe specific behaviorsand the “Dos” and “Don’ts” relevant to the enhancement of each.2) Collins, Jim. (2001). Good to Great. New York: HarperCollins. This book is based on a 5-year researchstudy to answer “Can a good company, become a great company?” It focuses on what the differencesare between good and great companies through comparisons and case studies. The differences rangefrom people to principles and conclude that specific traits/events are associated with transforming fromgood-to-great.3) Covey, Stephen. (1990). Principle-Centered Leadership. New York: Simon & Schuster. Covey appliesnatural laws, or principles, of life to organizations. While incorporating the Seven Habits of HighlyEffective People, Covey explains the principles of Security, Guidance, Wisdom, and Power, anddiscusses how these principles will result in personal and organizational transformation.4) Goleman, D., Boyatzis, R.E, & McKee, A. (2002). Primal Leadership: Realizing the Power of EmotionalIntelligence. New York: Simon & Schuster. These authors examine the relationship between EmotionalIntelligence (EI) and successful leadership. Fundamental to this book is the distinction between leaderswho exhibit "resonance," defined as bringing out the best in people by being positive about theiremotions, and those who display "dissonance," defined as bringing out the worst in people byundermining their emotions. The four dimensions of EI, which are self-awareness, self-management,social awareness, and relationship management, are described; as well, the different types of leadershipstyles (for example, visionary, coaching, commanding etc.) are examined.5) Harvard Business School Publishing. (2006). Leading People-Expert Solutions to Everyday Challenges.Boston: Harvard Business School Publishing. Part of the Pocket Mentor Series, this 82 page bookfocuses on how to work at being a leader by setting a direction, inspiring others, creating a vision, andimplementing change. It includes case examples, self tests, personal checklists, and a bibliography.6) Hunter, James C. (2004). The World’s Most Powerful Leadership Principle-How to Become a ServantLeader. Colorado Springs, CO: WaterBrook Press. This concise book, filled with practical andunderstandable principles, defines a philosophy of leadership based not on being “the boss” or “headhoncho” but on serving others. Hunter focuses on the responsibilities, skills and character needed toinfluence people to enthusiastically work toward goals identified as being for the common good andincludes a leadership skills inventory tool.7) Kotter, John P. (1996). Leading Change. New York: Simon & Schuster. Kotter calls on the need foreffective leadership to make change happen and identifies the most common mistakes leaders make inattempting to create change and offers an eight-step process to overcome the obstacles. These includeestablishing a greater sense of urgency, creating the guiding coalition, developing a vision and strategy,communicating the change vision, empowering broad-based action, generating short-term wins,consolidating gains and producing more change, and anchoring new approaches in the culture. Hemaintains these steps will create lasting organizational transformation.8) Kotter, John P. and Cohen, Dan. S. (2002) The Heart of Change: Real-Life Stories of How PeopleChange Their Organizations. Cambridge, MA: Harvard Business School Press. In this follow-up to hisclassic Leading Change (1996) Kotter and Cohen describe eight steps to influence or implement change.From building the guiding team, to getting the vision right, and making change stick the examples shareddemonstrate how to follow a process to address your own change goals.
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