Review: Leadership Frameworks

GCM252 Presentation: Leadership Frameworks

Review u1220504 (Mariam Nazarudin)

John Mariotti, executive and author

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Management

• set of well-known processes. e.g.

planning, budgeting, structuring

jobs, staffing jobs, measuring

performance and problem-solving

• help an organization to predictably

do what it knows how to do well

• produce products and services

you have promised, of consistent

quality, on budget, day after day,

week after week.

• management is crucial — but it's

not leadership.

Leadership

• not about attributes, it's about behavior

• taking an organization into the future,

finding opportunities that are coming

at it faster and faster and successfully

exploiting those opportunities

• about vision, about people buying in,

about empowerment and, most of all,

about producing useful change

• in an ever-faster-moving world,

leadership is needed from more and

more people, no matter where they

are in a hierarchy

So... what is Leadership?

how about Management?

Notion of a few extraordinary people at the top can provide

all the leadership needed today is ridiculous; a recipe for

failure. Organizations need to be reliable and efficient AND

to jump into the right future at an accelerated pace, no

matter the size of the changes required to make that happen

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HBR Jan 2013: Management Is (Still) Not Leadership (Dr. John P. Kotter is the Konosuke Matsushita Professor

of Leadership, Emeritus at Harvard Business School and the Chief Innovation Officer at Kotter International)

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Recognising how critical leadership is, today I

will...

Cynefin

Authentic Leadership

Leadership Styles

Coaching

Practice

The WHAT HOW it will looked

like in application

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Leadership Styles

When to use A framework for new leaders to learn and use

Purpose Shorten time to autonomy

Strengths Purposeful development for leaders through a personal learning agenda

Focus Build an engaging team climate which in turn will affects performance

Elements 6 styles

• Directive: HOW things should be done

• Pace-Setting: Demonstrate HOW things are to be done – putting things right quickly

• Visionary: WHAT, HOW & WHY

• Affiliative: Creating harmony

• Democratic: Sharing decisions & responsibility

• Coaching: Building long term capabilities

Be Mindful • 2 are demotivating when used as a longer-term styles: Directive & Pace-

Setting

• 4 Engaging styles: Affiliative; Visionary; Democratic & Coaching


When to use When tackling rapidly changing demands of a complex environment

Purpose Create “reflective awareness” to enable effective leadership

Strengths Increased self-awareness leads to more conscious choices on most effective

leadership position to adopt in a particular context

Focus Understand possible unconscious dynamics that limit a leader’s ability to

change

Elements 3 styles

• Defiant Leadership: Self-focused, fail to draw best out of others

• Compliant Leadership: Other-focused, lack individuality and creativity

• Authentic Leadership: Character strengths and organisational goals are creatively

aligned

Be Mindful • Authenticity is not a final fixed state

• Continuous cycle of awareness and learning: to be aware when to become

defiant or compliant

Cynefin

When to use When common leadership approaches fail even when logic indicates they

should prevail

Purpose Broaden the traditional approach to leadership and decision making

Strengths Suggestions on how to lead and make appropriate decisions at a time of

increasing uncertainty

Focus Allow leaders to see things from new viewpoints, assimilate complex concepts,

and address real-world problems and opportunities

Elements 4 Contexts:

• Simple: Cause and effect obvious, repeatable and predictable; Best practice = Sense-

Categorise-Respond

• Complicated: Cause and effect discoverable and separated over time and space; Good

practice = Sense-Analyse-Respond

• Complex: Cause and effect coherent in retrospect and do not repeat; Emergent practice =

Probe-Sense-Respond

• Chaos: No cause and effect; Novel practice = Act-Sense-Respond

Be Mindful • Complex environment of the current business world, leaders will be called

upon more to act against their instinct (thinking and acting differently from the

past) – this may not be easy but is essential

Coaching implications 3 Domains of Leadership

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HOW will it looked like in application

Mu was recently promoted into her first leadership role. As an

individual contributor, her strengths were working collaboratively

within and across teams, timely delivery, quality work, confident in

her work space and is seen as an expert

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Most appropriate leadership framework to coach Mu: Leadership

styles

Awareness on appropriate leadership styles

Building her leadership capabilities: learning and un-learning

Creating her learning agenda and journey of discoveries: Who

she wants to be; Who is she right now; What does she want to

learn? How can she experiment and practice; and Who can

she trust to help her

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Epsilon has been a leader for a few years. She requested

coaching as she was finding it difficult to manage and solve a

deteriorating work relationship. She felt ‘abandoned’ by her

supervisor who she claimed is not supporting her in solving her

work dilemma. She cannot relate to the improvement feedback

she received – “this is not me”.

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Most appropriate leadership framework to coach Epsilon:


Enhance self-awareness: understand self and those around

her, and the impact of her leadership approach

Explore where she is on the defiant-authenticity-compliant

continuum through Narrative competence: how she tells her

story and the story itself

Utilise the ACE tool (Action-Cognition-Emotion) and the Spiral

Development of Leadership: Healthy defiant (Differentiation),

Healthy compliant (Assimilation) and Integration (Authenticity)

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Alpha (from Western Europe) worked for 30+ years in the oil and

gas industry and this is his first time in a joint venture company –

new corporate environment

The company is subjected to intense scrutiny by the joint venture

partners – challenging corporate environment

The company is located in an ex-Soviet Union countries – new

culture

External business climate is fluid and driven by various ministries,

sometimes with conflicting priorities e.g. the need to bring in more

foreign workers to delivery the project (of interest the National Oil

Company) yet approval for additional work visas may not be

forthcoming (role of immigration department to challenge

companies to do more development for national staff before

granting visas) – bureaucratic and political business environment

Alpha works long hours trying to deliver his daily work and finds it

hard to prioritise with the constant change requests and

requirements – most are outside of his control

He feels overwhelmed and ineffective by the whole experience.

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Most appropriate leadership framework to coach Alpha: Cynefin

The framework will provide an insight to what Alpha can do:

addressing his sense of ineffectiveness

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Kappa worked for 20+ years in the oil and gas industry and in the

last 10+ years in commercial venture governance roles. He has a

collaborative working style and has had numerous leadership

roles. His leadership challenges are:

1. Bilateral working relations with the Technical committee, where

he is seen as the ‘commercial’ guy: he is finding it hard to work

collaboratively, and to put his point across

2. Coach to his team members: he has never had a situation

where his team is very in-experience. He recognise the

development agenda is key for successful delivery of

departmental targets

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Most appropriate leadership framework to coach Kappa: a hybrid

of Authentic Leadership and Leadership styles

1. Authentic Leadership: healthy defiance (differentiation),

healthy compliance (assimilation), integration (authenticity)

and the ACE tool can facilitate Kappa in planning alternative

strategies based on a more authentic way of relating to the

technical experts.

2. Leadership Styles: enable Kappa to access the developmental

situation in his team and adopt the appropriate approach and

be mindful of long-term demotivating styles. Additionally using

GROW complimented by the Solution-Focused approach can

further enhance the developmental conversation.

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Coaching implications 3 Domains of Leadership

Awareness of Derailers

Learning Journey

Coachee’s vs. Organisation’s expectations

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Solution-Focused Coaching

Conscious Choices

..... .....

One Size Does Not Fit All

Review: Leadership Frameworks

Leadership & Management

Transcript of Review: Leadership Frameworks