Review: Leadership Frameworks
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The document reviews various leadership frameworks and distinguishes between management and leadership, emphasizing that leadership is about behavior aimed at creating change and vision rather than just administrative processes. It discusses different leadership styles such as directive, pace-setting, and authentic leadership, and highlights frameworks like Cynefin for effective decision-making in complex environments. Practical applications are provided for coaching individuals in leadership roles, focusing on self-awareness, adaptation, and aligning character strengths with organizational goals.
Review: Leadership Frameworks
- 1. GCM252 Presentation: Leadership Frameworks Review u1220504 (Mariam Nazarudin)
- 2. John Mariotti, executive and author 2 u1220504(GCM252)
- 3. 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 3 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) u1220504(GCM252)
- 4. Recognising how critical leadership is, today I will... Cynefin Authentic Leadership Leadership Styles Coaching Practice The WHAT HOW it will looked like in application 4 u1220504(GCM252)
- 5. 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
- 6. Authentic Leadership 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
- 7. 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
- 8. Coaching implications 3 Domains of Leadership 8 u1220504(GCM252)
- 9. 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 9 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 u1220504(GCM252)
- 10. HOW will it looked like in application 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”. 10 Most appropriate leadership framework to coach Epsilon: Authentic Leadership 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) u1220504(GCM252)
- 11. HOW will it looked like in application 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. 11 u1220504(GCM252)
- 12. HOW will it looked like in application 12 Most appropriate leadership framework to coach Alpha: Cynefin The framework will provide an insight to what Alpha can do: addressing his sense of ineffectiveness u1220504(GCM252)
- 13. HOW will it looked like in application 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 13 u1220504(GCM252)
- 14. HOW will it looked like in application 14 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. u1220504(GCM252)
- 15. Coaching implications 3 Domains of Leadership Awareness of Derailers Learning Journey Coachee’s vs. Organisation’s expectations 15 u1220504(GCM252) Solution- Focused Coaching Conscious Choices ..... ..... One Size Does Not Fit All