Thursday November 5 was the second day of Øredev 2009. I followed the track Aspects of Leadership which had this desciption:

Leadership is a fine balance between drive and the capability to efficiently and humanely manage people. The speakers invited to speak on this track have extensive experience of leadership in many different organizations and lines of business. You will learn to adjust your leadership style to reflect the circumstances you face, how to use coaching to improve collaboration in your projects and gain insight into the causes of destructive leadership behaviors.

The first session was No More Death by Meetings with Erik Lundh. The program said:

The Planning Pump is the emergent behavior observed for 10 years in and around agile teams that gets motivated to plan two weeks of work in just 60 minutes.

The essence of the presentation – as I understood it – was that if people know in advance what’s on the agenda (and that the meeting will only last 60 minutes) then they will prepare and connect in advance.

Next session was Understanding the origins of destructive leadership – Why bother with bad? with Leo Kant. The program said:

Studies explaining the causes of destructive leadership behaviors are very few. This presentation will cover two ongoing studies of such situational and individual antecedents of destructive leadership behaviors. One of the studies is conducted in a normal working environment. The second study investigates the antecedents of destructive leadership behavior in a crisis management simulation.

Leo Kant talked about constructive (good) leadership versus destructive (bad). Passive leadership is considered destructive. What’s interesting is that:
• Good and Bad are not opposites on the same scale.
• Bad and good co-exist.
• Bad is stronger than good.
• Most leaders do both.

My own presentation was titled Project success by helping project members realize their full potential and my core message was that Coaching brings out the best in individuals and in teams.

After me was Situational Leadership on Projects: Adopting Leadership Style to Conditions with J. Davidson Frame, PhD, PMP, Academic Dean at the University of Management and Technology, Arlington, Va. The program said:

On projects, you need to adjust your leadership style to reflect the circumstances you face.This presentation offers a framework for identifying appropriate leadership style, based on such factors as project size, time horizon, risk, complexity, novelty, and level of team cohesiveness. It also points out that you don’t need to have great charisma to be a good leader. Transactional leadership is often good enough. If you are really good at what you do, this will gain you followers.

We got an engaging introduction to Situational Leadership. He mentioned that Transformational leadership (think Martin Luther King) is 5% and Transactional leadership (think Jack Welch) is the remaining 95%.

Ending the track was Leif Dagsberg from Wenell Management AB who talked about ABC in Projects.

“A” stands for the activators and relates back to what actions we can take to make a preferred behavior happen. “B” is the behavior as a result of an activator. “C” means that we need to support the individual with consequences such as motivation. Psychological research tells us that If we want to change a Behavior, 80 % of the impact is related to our way of working with the Consequences of the changed behavior in comparison with working on different Activators.

Note! In the Archives at the Øredev site are videos from previous years. The 2009 videos will be there too.