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+1.301.405.5218
ila@ila-net.org
3119-F Susquehanna Hall
Univ. of Maryland
College Park, MD 20742
United States
About
Our Home
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Receptions and Award Ceremonies
When: The Time and Date of each
reception is listed below.
Where: Marriott Boston Copley Place (ILA Conference
Hotel)
Price: $35.00 for each reception. Register
for each individually.
Since its inception, the ILA has sought
to recognize professionals who are making a difference in
the field of Leadership. As part of ILA’s 10th anniversary
celebration, the ILA Board approved a new award honoring
scholars and thought leaders as lifetime contributors to
the study and practice of leadership. The initial recipients
of this award were Bernard Bass, Warren Bennis, James MacGregor
Burns, Frances Hesselbein, Manfred Kets de Vries, and Joseph
C. Rost, and these recipients were recognized during the
2008 conference in Los Angeles.
This year, ILA is proud to honor the following recipients
of the Legacy Award for Lifetime Achievement in the Study
and Practice of Leadership: Fred Fiedler, Edwin Hollander,
Jean Lipman-Blumen, and Russ Mawby.
All of these tremendous individuals will be honored at the
ILA Boston Conference, and there will be special receptions
for the honorees who will all be in attendance. These
receptions will honor the great impact that each of these
individuals have had on the field of leadership and the
many lives they have touched.
 Breakfast
Reception Honoring Fred Fiedler – Thursday, October
28, 07:30-08:45
Fred Fiedler decided to become a psychologist before
he had even entered his teens. Post-World War I Vienna,
where Fiedler grew up, was richly flavored by the ideas
of Freud, Adler, Jung, and their followers, and the Fiedler
household contained many intriguing psychology books for
a boy his age. Fourteen years, five thousand miles, and
twenty-one jobs later (not counting military service in
the U.S. Army), Fiedler completed his PhD in Psychology
from the University of Chicago and embarked on a research
agenda that would paradigmatically shift how people think
about leadership.
For eighteen years, beginning with a 1954 study of the leadership
of high school basketball teams—which led to the development
of the Least Preferred Coworker (LPC) score—Fiedler poked
and prodded the data from his various studies on leadership
effectiveness. As Fiedler writes, “A clean and elegant experiment
may be a thing of beauty and joy forever, but building a
sound theory is more like trying to solve a picture puzzle
in which half the pieces are missing… I am convinced that
data are adversaries that have to be beaten into submission…
I have been struck time and again by the realization that
I did not really begin to understand some of our research
results until many years and studies later. Research to
me is more like an archaeological dig than a mathematical
game. It takes a lot of shoveling and sifting, at least
in the area of leadership, before you really begin to hit
pay dirt” (1992 p. 315).
The result of Fiedler’s digging was the game-changing 1967
book A Theory of Leadership Effectiveness in which
he proposed the contingency model of leadership—the first
leadership theory to operationally measure the interaction
between a leader’s personality and situational control as
a predictor of leadership performance.
Shortly after its publication, Fielder moved from the University
of Illinois to the University of Washington where he is
currently Professor emeritus of Psychology and Professor
emeritus of Management and Organization. A prolific writer
and thinker, his achievements have been recognized by numerous
associations including the American Psychological Society,
the Society for Industrial and Organizational Psychology,
and the American Academy of Management.
Fiedler, F. (1992). “Life in a Pretzel-Shaped Universe,”
in Management laureates : a collection of autobiographical
essays. Greenwich, CT: Jai Press, 303-333.
 Lunch
Reception Honoring Edwin Hollander – Friday, October
29, 12:00-13:15
Edwin Hollander has always been someone interested in
making a difference. “I came into psychology with a desire
to help improve the human condition on a larger scale than
I thought was possible aiding individuals one by one…. In
teaching for over fifty years and writing a textbook on
social psychology… I found major fulfillment… [and] I more
than attained my early hope of reaching a larger part of
humanity and, perhaps, making a difference” (ILA Member
Connector Newsletter, Oct. 2008).
Working on his Master’s and PhD at Columbia University in
the early 1950s, Hollander was intrigued by the changing
field of leadership. New thinking and research were occurring
and, his interest piqued, he read extensively in the field.
Broad theoretical thinking combined with a passion for measurement
is the hallmark of his career. Intrigued by questions about
effective leadership, his work has provided a sturdy base
from which leadership development has been guided.
Hollander’s major works have focused on group and organizational
leadership and innovation. His research studies follower
expectations and perceptions of leaders, their performance,
ethics, and consequences. His model of “idiosyncrasy credit”
deals with how followers accord or withdraw support for
a leader’s initiatives for change. He has always been interested
in the Leader-Follower relationship as demonstrated by an
early both for him and the field, publication titled, “Leadership,
Followership, and Friendship: An Analysis of Peer Nominations,”
which he co-authored with Wilse B. Webb in 1955. His latest
book, which encompasses all he’s learned throughout his
career, puts forward an overarching concept, and a scale
to measure it, of Inclusive Leadership.
Hollander is currently Emeritus Distinguished Professor
of Psychology at Baruch College, City University of New
York where he plays an active role in student research and
continues his journey of making a difference.
 Breakfast
Reception Honoring Jean Lipman-Blumen – Friday, October
29, 07:30-08:45
A native Bostonian, Jean Lipman-Blumen is a noted
organizational sociologist and social psychologist. Her
intellectual appetite first flourished at Wellesley where
she received her BA and MA. For her PhD she studied at Harvard
under such academic stars as Talcott Parsons and Florence
Kluckhohn in the Department of Social Relations for Interdisciplinary
Social Science Studies.
Her career is a compelling example of what it means to be
a scholar for the public good. Not content to work solely
in academia, Lipman-Blumen directed the Women’s Research
Program at the National Institute of Education, served as
a Special Advisor to the White House’s Domestic Policy staff
under President Carter and was President of LBS International,
Ltd. a management consulting and public policy firm. Her
three best known books are all aimed at improving how we
go about the business of leadership and have been widely
recognized for their impact. The Connective Edge: Leading
in an Interdependent World was nominated for a Pulitzer;
Hot Groups: Seeding Them, Feeding Them, and Using Them
to Ignite Your Organization won “Business Book of the
Year” from the American Publishers’ Association; and
The Allure of Toxic Leaders, was chosen by Fast Company
Magazine as one of the ten best business books in 2004.
Currently, she is the Thornton F. Bradshaw Chair in Public
Policy and Professor of Organizational Behavior at the Peter
F. Drucker and Masatoshi Ito Graduate School of Management
at the Claremont Graduate University where she is also the
co-founding director of the Institute for Advanced Leadership
Studies. She has published extensively on leadership, crisis
management, public policy, organizational behavior, and
gender issues, her most recent book being the co-edited
volume The Art of Followership: How Great Followers Create
Great Leaders and Organizations. She continues her commitment
to work for the public good as president of the Connective
Leadership Institute, a leadership, management consulting,
and public policy research firm.
 Breakfast
Reception Honoring Russ Mawby – Saturday, October 30,
07:30-08:45
Russell Mawby's interest in rural community development
is rooted in his youth working on a family farm in Michigan.
The first member of his family to earn a Bachelor’s degree,
he went on to obtain a PhD in Agricultural Economics from
Michigan State University where he was also Assistant Director
of Extension. Responsible for 4-H Clubs and Youth programs
in Michigan early in his career, he purposefully emphasized
leadership training and the development of junior and adult
leaders in the programs. The combination of these two interests
made Mawby a natural fit for the W.K. Kellogg Foundation.
He joined the Foundation as Director of the Division of
Agriculture in 1964 where he developed the Michigan Agricultural
Leadership Program. Mawby quickly advanced at Kellogg and
was named President and CEO in 1970.
Mawby was an extraordinary leader of the Foundation and
steward of the vision and values of W.K. Kellogg, its founder.
During the twenty-five years that he served as CEO expenditures
grew from approximately one million dollars per month, to
one million dollars per working day (or from $12 to $270
million annually). Keeping true to Mr. Kellogg’s priorities
and educational pragmatism, Mawby steered the Foundation’s
programming toward leadership, philanthropy & volunteerism,
and minority populations while maintaining topical foci
of health, agriculture, and education. His leadership in
the field of philanthropy is globally known and umbrella
organizations, like the Michigan Nonprofit Association that
he helped found, are nationally recognized models for effective
philanthropy. Retired in 1995, Mawby’s lasting legacy is
not only the thousands of lives that he touched directly
as a leader, but the hundreds of thousands he touched by
supporting the work and development of the next generations
of leaders through initiatives like the Kellogg National
Fellowship Program, support for the inclusion of leadership
skills in college curricula, and the creation of Kellogg
College at Oxford University.
Additional Information
Learn more about the 2008
Recipients
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