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Institute for Educational Leadership 7 DECEMBER 2004 STRATEGIC LEADERSHIP COL CHUCK ALLEN Director,...
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Transcript of Institute for Educational Leadership 7 DECEMBER 2004 STRATEGIC LEADERSHIP COL CHUCK ALLEN Director,...
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Institute for Educational Leadership7 DECEMBER 2004
STRATEGIC LEADERSHIP
COL CHUCK ALLENDirector, Leader Development
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GUIDING PRINCIPLEGUIDING PRINCIPLE
by intelligent and adequate preparation to repel aggression...
To study and confer on the great problems of national
defense, military science, and responsible command”
by intelligent and adequate preparation to repel aggression...
To study and confer on the great problems of national
defense, military science, and responsible command”
“Not to promote war but to preserve peace“Not to promote war but to preserve peace
Elihu Root, 1903Elihu Root, 1903
UNITED STATES ARMY WAR COLLEGE
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MISSIONMISSION
• To prepare selected military, civilian, and international leaders for the responsibilities of strategic leadership;
• To educate current and future leaders on the development and employment of landpower in a joint, multinational and interagency environment;
• To research and publish on national security and military strategy;
• To engage in activities that support the Army’s strategic communication efforts.
• To prepare selected military, civilian, and international leaders for the responsibilities of strategic leadership;
• To educate current and future leaders on the development and employment of landpower in a joint, multinational and interagency environment;
• To research and publish on national security and military strategy;
• To engage in activities that support the Army’s strategic communication efforts.
UNITED STATES ARMY WAR COLLEGE
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“It became clear to me that at the age of 58 I would have to learn new tricks
that were not taught in the military manuals or on the
battlefield. In this position I am a political soldier and
will have to put my training in rapping-out orders and making snap decisions on the back burner, and have to learn the arts of persuasion and guile. I must become an expert in a whole new set of skills.”
GEN George C. Marshall
Strategic Leadership?
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OrganizationalLeadership
StrategicLeadership
Direct Leadership
BE KNOW DO
Global/RegionalNational/SocietalPerspective
Predominantly "Improving/Building" in nature
Predominantly "Operating/Maintaining" in nature
Organizational/Systemsand Processes Perspectives
ClimatePoliciesDirection
CultureValuesPurpose
CohesionProceduresMotivation
Army Valuesand Ethics
HonorIntegrityCourageLoyaltyRespectSelfless ServiceDuty
Leader Actions:InfluencingOperatingImproving
Individual/Small GroupTask Oriented Perspective
Predominantly "Influencingand Interpersonal" in nature
Leader Attributes:
Leader Skills:
MentalPhysicalEmotional
ConceptualInterpersonalTechnicalTactical
IncreasedUncertainty
andComplexity
ReducedUncertainty
andComplexity
PRES; SECDEF
DOD
CJCS
COCOM
DA
MACOM
ARMY/SERVICE
COMPONENT COMMAND
NUMBERED ARMY
CORPS
DIVISION
BRIGADE
BATTALION
COMPANY
Trust, Dignity and Respect for Others
The Army Leadership Framework
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Strategic Leadership Environment“A Changing Landscape”
PoliticalMilitary VolatileEcological UncertainEconomic ComplexSociological AmbiguousPsychological
India a technology superpower
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STRATEGIC LEADERSHIP
“Strategic leadership is the process used by a leader to affect the achievement of a desirable and clearly understood vision by influencing the organizational culture, allocating resources, directing through policy and directive, and building consensus within a volatile, uncertain, complex, and ambiguous global environment which is marked by opportunities and threats.”
U.S. Army War College Strategic Leadership Primer (2004) S. Shambach (Ed.)
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Executive Leadership
"The set of activities directed toward the development and management of the organization as a whole, including all of its subcomponents, to reflect long-range policies and purposes that have emerged from the executive leader’s interactions within and interpretations of the organization’s external environment.”
Stephen Zaccaro
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Visioning
Visioning is the leader-focused, organizational process that gives the organization its sense of purpose, direction, energy, and identity.
• Visual
• End-state
• Rational yet emotional
• Understandable/communicable
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• Conduct an Assessment• Define the Purpose• Refine the Vision• Restate the Mission• Identify our Values• Update the Strategic Goals &Objectives• Formulate a Strategic Plan• Resource the Plan• Implement the Plan• Assess the Outcomes• Revise the Plan
““Dynamic Process”Dynamic Process”
• History
• Future trends
• Organization’s role
• Competing values
Visioning Process
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"I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to the Earth."
President Kennedy, May 25, 1961
“An Apple on every desk.” Steve Jobs, 1976
Examples of Visions
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A culture of a group is “a pattern of shared basic assumptions that an organization learns as it solves its problems...., that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relations to those problems.”
Edgar Schein, 1992
Organizational Culture
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Climate vs. Culture
Climate “the feeling that is conveyed in a group by the physical layout and the way in which members interact with each other, with customers, and outsiders.”
• Direct and Organization level• More personality dependent• Relatively quick to change
Culture “A pattern of underlying assumptions”
• Much less personality dependent• Long time to change• Strategic level
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ARTIFACTSARTIFACTS
UNDERLYING ASSUMPTIONSUNDERLYING ASSUMPTIONS
SHARED VALUESSHARED VALUES
THE LEVELS OF CULTURETHE LEVELS OF CULTURE
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Importance to Leaders
Culture:• Gives members identity• Facilitates collective commitment• Promotes social system stability• Shapes behavior by helping members make
sense of their surroundings
When managed, an indirect means by which senior leaders influence others.
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The potential conflict….The potential conflict….
Espoused Values
Enacted Values
“Culture eats Strategy for lunch every time”
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Leaders Lead Change, but…
“…There is nothing more difficult and dangerous, or more doubtful of success, than an attempt to introduce a new order of things in any state. For the innovator has for enemies all those who derived advantages from the old order of things while those who expect to be benefited by the new institutions will be but lukewarm defenders.” Niccolo Machiavelli,
1505
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BE (Disposition - values, attributes):
· The Values Champion
· Master of the Strategic Art
· Quintessential Student of History
· Comfortable with Complexity
· High Personal Stamina
· Skilled Diplomat
· Possesses Intellectual Sophistication
BE-KNOW-DO
Strategic Leader CompetenciesStrategic Leader Competencies
LoyaltyDutyRespect for othersSelfless ServiceHonorIntegrityPersonal Courage
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ConceptualConceptual
TechnicalTechnical
InterpersonalInterpersonal
BE-KNOW-DO
Strategic Leader CompetenciesStrategic Leader Competencies
KNOW (Disposition - skills):
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KNOW (Disposition - skills):
Conceptual
· Envisioning
· Frame of Reference Development
· Problem Management
· Critical Self-Examination
· Critical, Reflective Thought
· Effective within Environment of Complexity
· Skillful Formulation of Ends, Ways, Means
BE-KNOW-DO
Strategic Leader CompetenciesStrategic Leader Competencies
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KNOW (Disposition - skills):
Technical
· Systems Understanding
· Recognizes and Understands Interdependencies
· Information-age Technological Awareness
· Skillful Application of Ends, Ways, Means
BE-KNOW-DO
Strategic Leader CompetenciesStrategic Leader Competencies
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KNOW (Disposition - skills):
Interpersonal
· Communication
· Inspires Others to Act
· Organizational Representation
· Skillful Coordination of Ends, Ways, Means
· Master of Command and Peer Leadership
BE-KNOW-DO
Strategic Leader CompetenciesStrategic Leader Competencies
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• Identity
• Mental Agility
• Cross-cultural savvy
• Interpersonal maturity
• World-class warrior
• Professionally astute
BE-KNOW-DO
Strategic Leader Meta-CompetenciesStrategic Leader Meta-Competencies
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Key Strategic Leader Competencies
• Self awareness– Understanding of strategic context
– Cross cultural competence
• Adaptability– Mental agility in a volatile, complex
and ambiguous environment
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· Provide for the Future
· Initiate Policy and Directives
· Shape the Culture
· Teach and Mentor the Strategic Art
· Manage Joint/Combined and Interagency
Relationships
· Manage National-Level Relationships
Strategic Leader CompetenciesStrategic Leader Competencies
BE-KNOW-DODO (Action - influencing, operating, and improving):
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· Represent the Organization
· Leverage Technology
· Lead and Manage Change
· Build Teams and Consensus
· Practice the Strategic Art
Strategic Leader CompetenciesStrategic Leader Competencies
BE-KNOW-DO
DO (Action - influencing, operating, and improving):
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“It became clear to me that at the age of 58 I would have to learn new tricks
that were not taught in the military manuals or on the
battlefield. In this position I am a political soldier and
will have to put my training in rapping-out orders and making snap decisions on the back burner, and have to learn the arts of persuasion and guile. I must become an expert in a whole new set of skills.”
GEN George C. Marshall
Strategic Leadership?
Who exemplifies Who exemplifies strategic leadership in strategic leadership in the field of education?the field of education?
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Questions?
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The ability to perceive accurately, appraise, and express emotion; the ability to access and/or generate feelings when they facilitate growth; the ability to understand emotion and emotional knowledge; and the ability to regulate emotions to promote emotional and intellectual growth.
Mayer, J. D. & Salovey, P. (1997). What is emotional intelligence? In P. Salovey & D. J. Sluyter (Eds.), Emotional Development and Emotional Intelligence, (pp. 3-31). New York: Basic Books.
According to Goleman’s model* EI is exhibited through two competencies:
Personal competence + Social competence = EI
Goleman, Daniel, Boyatzis, Richard, & McKee, Annie (2002). Primal leadership: Realizing the power of emotional intelligence. Boston, MA: Harvard Business School Press.
Emotional Intelligence
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Personal competence: these capabilities determine how we manage ourselves.
Self-awarenessEmotional self-awareness Accurate self-assessmentSelf-confidence
Self-managementEmotional self-controlTransparencyAdaptabilityAchievementInitiativeOptimism
Emotional Intelligence
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Social competence: these capabilities determine how we manage relationships.
Social awarenessEmpathyOrganizational awarenessService
Relationship managementInspirational relationshipInfluenceDeveloping othersChange catalystConflict managementBuilding bondsTeamwork and collaboration
Emotional Intelligence