Transformational Leadership

CAS 4

Iowa State University

Ed Adm 631X: Fall 2011

Overview

• Review and adjust your leadership agenda

• Increase understanding of alignment and coherency

• Identify members of your guiding coalition

• Dilemma of Practice

The Transformational Map

The Transformational Map

The Transformational Map

The Transformational Map

The Transformational Map

Elements of the Leadership Agenda

• Mission• Case for change• Preferred future• Major strategies• Indicators and

milestones

STRATEGIES:

(Strategic areas of work & more specific strategies)

Strategies answer the question,

“What major approaches must I take to achieve transformational change?”

50 – 85% of executives who led

change in their organizations were

dissatisfied with the results.

Random Acts of Improvement

It is possible to get lots of change and none of the

results.

Initiatives with direction

Doing the Right Things

Deciding the “right things” to do, taking action, and studying

the effects is the learning.

Leadership Actions

How Leaders Allocate Their Time

Presenting Your Agenda

• Case for Change

• Preferred Future

• Strategic Areas

• Assigned Triads for Feedback and Coaching

Gaining Agreement & Commitment

• Continuously articulate the vision

• Recruit a guiding coalition

• Enroll strategic partners

• Develop resources

Elements of the Leadership Agenda

• Mission• Case for change• Preferred future• Major strategies• Indicators and

milestones

Gaining Agreement and Commitment – Key Issues

• Define Strategies

• Build Consensus

• Address Resistance

• Identify the coalition and their work

• Align employees and other stakeholders

Define the Strategies

Strategies are:• our approaches to achieving our vision• our approaches to our work• our approaches to getting what we want

Search for strategies that have a proven track record or theoretical underpinnings that imply success.

Build Consensus

• Leaders assess the degree of consensus

• Conduct continuous dialogue

• Identify individuals in your circle of agreement

Address Resistance

• Identify the competing dynamics

• Recognize resistive behaviors

• Respect that resistance exists – it is natural and predictable

• Manage resistance accordingly

Identify the Coalition and Their Work

Who are they?– Small group (6-8)– Not advisory group (although they may start

as this)– Serves as work group or planning group

The Coalition and Their Work (cont.)

What does the guiding coalition do?• Support the leadership agenda• Gain agreement and commitment of

stakeholders• Identify and facilitate learning• Embed the change• Develop their own leadership capacities

The Coalition and Their Work (cont.)

How do you identify the guiding coalition?• Passionate• Expertise• Power, status and influence• Willing to lead• Committed to the long haul• Able to obtain resources- money/people/time• Mix of managers and leaders

The Coalition and Their Work (cont.)

How do you recruit and support the guiding coalition?

• Recruit– “Seduce them”– They are the busiest and brightest– Must be something in it for them

• Support– Planning time, coaching, learning with others– Held accountable, recognized, compensated

System coherency requires alignment (goals, actions, beliefs, and measurements) which is dependent upon. . .

• Continuous dialogue• Communication and learning• Negotiated personal and team objectives• Incentives and rewards

Alignment and Coherency

Key Question

What would it take to re-design your job so everything you do aligns with your leadership agenda?

Your Mission Statement. . .

• is a “one sentence description” of the transformational change you are leading

• reveals the essence of your leadership work• is succinct and powerful• grabs attention• keeps you centered

Mission Statement

• My leadership mission is to . . .

• The mission I am on is to . . .