Seven Transformations of LeadershipResearch & Action Logic7 Action LogicsThe OpportunistThe DiplomatThe ExpertThe AchieverThe IndividualistThe StrategistSlide 10The AlchemistSlide 12To Strategist and BeyondSeven Ways of LeadingLeadership Teams and Leadership Cultures within OrganizationsLeadership Teams and Leadership cultures within OrganizationsThe ENDSeven Transformations Seven Transformations of Leadershipof LeadershipBy David Rooke and Williams R. By David Rooke and Williams R. TorbertTorbertPresented by Hien & AngelineResearch & Action LogicResearch & Action LogicArticle a result of survey based-Article a result of survey based-research or managers & research or managers & professionals.professionals.Action logic: How leaders Action logic: How leaders interpret their surroundings & interpret their surroundings & how they react when power or how they react when power or safety is challenged.safety is challenged.7 Action Logics7 Action LogicsOpportunistOpportunistDiplomatDiplomatExpertExpertAchieverAchieverIndividualistIndividualistStrategistStrategistAlchemistAlchemistThe OpportunistThe OpportunistFocus on personal wins & Focus on personal wins & controlling external environmentcontrolling external environmentPeople are an opportunity for People are an opportunity for exploitationexploitationLegitimize unethical behaviorLegitimize unethical behaviorReject feedbackReject feedbackExternalize blameExternalize blameThe DiplomatThe DiplomatFocused on gaining control of Focused on gaining control of own behaviorown behaviorConform to groupConform to groupAvoid/Ignore conflictAvoid/Ignore conflictSupportive + help bring people Supportive + help bring people togethertogetherThe ExpertThe ExpertPerfecting knowledgePerfecting knowledgeData and logicData and logicFocus on continuous Focus on continuous improvement, efficiency and improvement, efficiency and perfectionperfectionAlways think they are always Always think they are always rightright““I don’t do feelings, I’ll leave that I don’t do feelings, I’ll leave that to Barry Manilow”to Barry Manilow”The AchieverThe AchieverTeam orientationTeam orientationOpen to feedbackOpen to feedbackConcerned with meeting goalsConcerned with meeting goalsInhibit thinking outside of the Inhibit thinking outside of the boxboxThe IndividualistThe IndividualistAbstract thinkersAbstract thinkersInterweave competing personal Interweave competing personal and company action logicsand company action logicsResolve gaps between strategy Resolve gaps between strategy and performanceand performanceThe StrategistThe StrategistFocus on organization constraints and Focus on organization constraints and perceptionsperceptionswhich they treat as discussable and transformablewhich they treat as discussable and transformableStrategist masters the second-order Strategist masters the second-order organizational impact of actions & organizational impact of actions & agreementsagreementsAdept at creating shared visions across Adept at creating shared visions across different action logics. different action logics. (both personal and organization transformation)(both personal and organization transformation)Deal with conflict more comfortableDeal with conflict more comfortableThey are better at handling people instinctive They are better at handling people instinctive resistance to changeresistance to changeThe StrategistThe StrategistThree distinct levels of social Three distinct levels of social interplayinterplayPersonal relationship Personal relationship Organization relationshipOrganization relationshipNational and international National and international developmentsdevelopmentsExample Bavaria a CEO back in Example Bavaria a CEO back in 1985 measured as a strategist1985 measured as a strategistThe AlchemistThe AlchemistAbility to renew or even reinvent Ability to renew or even reinvent themselves and their themselves and their organizations in historically organizations in historically significant wayssignificant waysHas an extraordinary capacity to Has an extraordinary capacity to deal simultaneously with many deal simultaneously with many situations at multiple levelssituations at multiple levelsAlchemist can talk with both Alchemist can talk with both kings and commoners kings and commonersThe AlchemistThe AlchemistCan deal with immediate priorities Can deal with immediate priorities yet never lost sight of long term yet never lost sight of long term goalsgoalsAlchemists individuals who live by Alchemists individuals who live by high moral standardshigh moral standardsMainly focus intensely on the truthMainly focus intensely on the truthExample:Example:Nelson MandelaNelson MandelaTo Strategist and BeyondTo Strategist and BeyondThe Strategist and Alchemist The Strategist and Alchemist action logics is qualitativelyaction logics is qualitativelyMay seek spiritual and ethical May seek spiritual and ethical guidance from mentorsguidance from mentorsMutual mentoring with peers who Mutual mentoring with peers who are already part of their networksare already part of their networksSeven Ways of LeadingSeven Ways of LeadingLeadership Teams and Leadership Leadership Teams and Leadership Cultures within OrganizationsCultures within OrganizationsThe most effective teams are those The most effective teams are those with a strategist culturewith a strategist cultureThe group sees business challenges as The group sees business challenges as opportunities for growth and learning on opportunities for growth and learning on the part of both individuals and the the part of both individuals and the organizationorganizationMost senior manager teams operate Most senior manager teams operate at the Achiever action logicat the Achiever action logicThey prefer unambiguous targets and They prefer unambiguous targets and deadlines, and working with clear deadlines, and working with clear strategies, tactics, and plans, often strategies, tactics, and plans, often against tight deadlinesagainst tight deadlinesLeadership Teams and Leadership Leadership Teams and Leadership cultures within Organizationscultures within OrganizationsFor mature companies where For mature companies where senior management teams senior management teams operate as Expertsoperate as ExpertsVice presidents see themselves as
View Full Document
Unlocking...