CISummit 2013: Kristin Cullen, Leveraging Networks in Leadership and Organizational Development: Proven and Cutting-Edge Approaches
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CISummit 2013: Kristin Cullen, Leveraging Networks in Leadership and Organizational Development: Proven and Cutting-Edge Approaches

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  • Contractor et al. (2012). The topology of collective leadership. The Leadership Quarterly, 23(6), 994–1011.

CISummit 2013: Kristin Cullen, Leveraging Networks in Leadership and Organizational Development: Proven and Cutting-Edge Approaches CISummit 2013: Kristin Cullen, Leveraging Networks in Leadership and Organizational Development: Proven and Cutting-Edge Approaches Presentation Transcript

  • Leveraging Networks in Leadership Development: Proven and Cutting-Edge Approaches Kristin L. Cullen, PhD Center for Creative Leadership
  • Agenda  Define leadership  Identify the connection between networks and leadership  Discuss the utilization of networks in leadership development ©2013 Center for Creative Leadership. All Rights Reserved.
  • Your image of leadership Maxwell, C. I., & Greenalgh, A. N. (2011). Images of leadership: A new exercise to teach leadership from a social constructionist perspective. Organization Management Journal, 8, 106-110. ©2013 Center for Creative Leadership. All Rights Reserved.
  • Defining Leadership The qualities and actions of an individual (leader) who influences others (followers) to engage in goal-directed efforts ©2013 Center for Creative Leadership. All Rights Reserved.
  • We live in a VUCA World: Volatile Uncertain Complex Ambiguous ©2013 Center for Creative Leadership. All Rights Reserved.
  • Defining Leadership A single individual cannot perform all the necessary leadership functions for a collective. ©2013 Center for Creative Leadership. All Rights Reserved.
  • Redefining Leadership Current challenges require leadership that is distributed, fluid, and constructed in interaction. Denis, J. L., Langley, A., & Sergi, V. (2012). Leadership in the Plural. The Academy of Management Annals, 6(1), 211–283. ©2013 Center for Creative Leadership. All Rights Reserved.
  • If leadership is a social process, what does it create? ©2013 Center for Creative Leadership. All Rights Reserved.
  • Leader(ship) Development Leader Development Leadership Development Expansion of a person’s capacity to be effective in leadership roles and processes CCL Handbook of Leadership Development Expanding the collective capacity of organizational members to engage effectively in leadership roles and processes ©2013 Center for Creative Leadership. All Rights Reserved.
  • Leveraging Networks in Leader and Leadership Development ©2013 Center for Creative Leadership. All Rights Reserved.
  • Leadership & Networks Leader Leadership IN OF AS Networks D E V E L O P M E N T Leadership Carter, D., DeChurch, L., Contractor, N., & Carson, J. (2013). A framework for Understanding Collective Leadership Through Network ©2013 Center for Creative Leadership. All Rights Reserved. Analysis. Houston, TX.
  • Leadership IN Networks Personal development through improving an individual’s understanding of his/her position in organizational networks and the implications of that position (i.e., opportunities and constraints) for individual and organizational wellbeing and effectiveness. ©2013 Center for Creative Leadership. All Rights Reserved.
  • Leading in a Matrix Advantages • Flexible • Responsive • Adaptive Challenges • Overlapping responsibilities • Competing commitments • Loss of accountability • Unclear direction • Turf battles Bartlett, C., & Ghoshal , S. (1990). Matrix Management: Not a Structure, a Frame of Mind, Harvard Business Review ©2013 Center for Creative Leadership. All Rights Reserved.
  • Influence Connections Connecting – human capital, – social capital, and – context in leader development ©2013 Center for Creative Leadership. All Rights Reserved.
  • In-class Diagnostic ©2013 Center for Creative Leadership. All Rights Reserved.
  • In-class Diagnostic Help leaders develop open, diverse, and deep networks. ©2013 Center for Creative Leadership. All Rights Reserved.
  • Three Network Types and Benefits Operational • Coordination • Cooperation • Getting work done • Maintaining capacity Personal • Mentoring • Coaching • Venting • Referrals • Safe environment Strategic • Insight into future priorities • Gaining stakeholder support • Access to opinion leaders Ibarra, H., & Hunter, M. (2007). How leaders create and use networks. Harvard Business Review, 85, 40-47. ©2013 Center for Creative Leadership. All Rights Reserved.
  • The Ever Present Manager Operational Personal Strategic The Task Master ©2013 Center for Creative Leadership. All Rights Reserved.
  • The Politician Operational Personal Strategic The Schemer ©2013 Center for Creative Leadership. All Rights Reserved.
  • The Surface Networker ©2013 Center for Creative Leadership. All Rights Reserved.
  • Developing Leaders IN Networks • Building networks is a critical part of leader development • Leaders can be taught to build better networks Burt, R., & Ronchi, D. (2007). Teaching executives to see social capital: Results from a field experiment. Social Science Research, 36(3), ©2013 Center for Creative Leadership. All Rights Reserved. 1156–1183..
  • Leadership OF Networks Management of organizational networks by formal leaders through seeing, understanding, and leveraging the relationships connecting individuals as well as identifying and utilizing people in key networks positions to improve organizational outcomes. ©2013 Center for Creative Leadership. All Rights Reserved.
  • What’s missing from an organizational chart? Formal Structure Leader (1) Chief Science Officer Leader (2) POD A (1) POD B (1) Leader (3) POD C (1) POD D POD E (1) POD F (1) Leader (4) POD G (1) POD H (1) POD I (1) POD J (1) POD A (2) POD B (2) POD C (2) POD E (2) POD F (2) POD G(2) POD H (2) POD I (2) POD J (2) POD A (3) POD B (3) POD C (3) POD E (3) POD F (3) POD G(3) POD H (3) POD I (3) POD J (3) POD A (4) POD B (4) POD C (4) POD E (4) POD F (4) POD A (5) POD B(5) POD C (5) POD H (4) POD H (5) Informal Network Org charts fail to provide insights regarding: • Informal Leaders • Internal Group Connections • Between Group Connections • Key Boundary Spanners ©2013 Center for Creative Leadership. All Rights Reserved.
  • Organizing for Innovation Medical Modeling • Biology Engineering – – Manufacturing Modeling Manufacturing Manufacturing Medical Leadership Team Modeling Medical Engineering Team Based Organization • Biology Biology POD 1 POD 2 Networked organization – – – Engineering • Fully integrated, multi-disciplinary teams Expertise based Peer Groups ~60 academic collaborations ~400 clinical sites Early drug trial collaborator network Culture rewards learning, innovation, teamwork POD 3 POD 4 POD 5 “Are we truly a networked organization?” “What barriers are getting in our way? ©2013 Center for Creative Leadership. All Rights Reserved. 24
  • Removing Geographic Barriers to Communication Question: How frequently do you communicate with each of the following associates? Response: Daily or More February 2012 Feb 2012 87% within floor communication Note: percentage based on floor location at Time 3; color indicates floor at Time 2; except red squares, which indicate new members ©2013 Center for Creative Leadership. All Rights Reserved.
  • Removing Geographic Barriers to Communication Introduced idea of Spanning Boundaries February 2012 Feb 2012 87% within floor communication Intensive Boundary Spanning Development Work Moved All Employees to the Same Floor June 2012 June 2012 79% within floor communication “It feels more like a company instead of different floors.” “The network data provided the support we needed to make the move.” Note: percentage based on floor location at Time 3; color indicates floor at Time 2; except red ©2013 Center for Creative Leadership. All Rights Reserved. squares, which indicate new members August 2013 August 2103 97% within floor communication
  • Building Community Networks Portland, OR The biggest issue facing nonprofits is a leadership deficit* Central New York Cleveland, OH Newark, NJ CCL was awarded $4 million grant from the Robert Wood Johnson Foundation Kansas City Rural North Ladder to Leadership (LTL): Developing the Next Generation Carolina of Community Healthcare Leaders Albuquerque, NM Birmingham, AL Objective: Develop a well-connected cadre of leaders, who will go on to collaborate and solve community problems *Bridgespan Group, www.bridgespan.org ©2013 Center for Creative Leadership. All Rights Reserved.
  • LTL Development In-depth, 16- month leadership development process: • Multiple face-to-face sessions • Action learning projects with individual and team coaching A coach-supported process involving a • Mentoring small group of people solving real problems … while at the same time • Goal development and planning Would this process improve the connections between this cadre of leaders? focusing on what they are learning … and how their learning can benefit each group member … and the organization or community as a whole. (Michael J. Marqardt) ©2013 Center for Creative Leadership. All Rights Reserved.
  • Collaboration with Other Fellows Central NY Baseline Density = .03 16 months Density = .15 ©2013 Center for Creative Leadership. All Rights Reserved. 27 months Density = .10
  • Participant Reactions 91% 92% reported an increased ability to identify healthrelated needs in the community; reported an increase in ability to identify healthrelated resources in the community. And, one year after the program: 71 % 72 % leveraged networks to address community health challenges; reported an increase in leading collaborative community projects. “Time and resources are need to build networks” “Sustaining networks within a community is not easy” ©2013 Center for Creative Leadership. All Rights Reserved.
  • Improving the Decisions and Actions by Leaders OF Networks • Enhances leaders’ ability to look beyond designated relationships and see the connections between people in and beyond their organization • Many actions can be taken to manage overloaded individuals, leverage the periphery, and bridge disconnected groups ©2013 Center for Creative Leadership. All Rights Reserved.
  • Leadership AS Networks Collective development through understanding how leadership as a social process connects group members to each other and how these networks structures create the direction, alignment, and commitment needed for shared success. ©2013 Center for Creative Leadership. All Rights Reserved.
  • Leadership Development Moving beyond developing individuals. You can’t just put the individual back in the organization and expect CHANGE .
  • Network Structures leader centered distributed-fragmented distributed distributed coordinated Mehra, A., Smith, B. R., Dixon, A. L., & Robertson, B. (2006). Distributed leadership in teams: The network of leadership perceptions and team performance. The Leadership Quarterly,©2013 Center for Creative Leadership. All Rights Reserved. 17(3), 232–245.
  • Shared Leadership • Leadership network density is a common approach to measuring shared leadership • Easier to scale than structural classification approaches shown previously • Leadership network density is positively related to performance Carson et al. (2007). Shared Leadership in Teams: An Investigation of Antecedent Conditions and Performance. Academy of Management Journal, 50(5), 1217–1234.
  • Leadership Roles Setting Direction Does everyone know where we’re headed and what we’re trying to accomplish? Achieving Alignment Do we have everyone/everything working in the same direction? Maintaining Commitment Are we adequately earning and re-earning everyone’s active commitment? Spanning Boundaries Are we adequately reaching out to our stakeholders and other critical groups? ©2013 Center for Creative Leadership. All Rights Reserved.
  • Leadership Networks in a Nonprofit • Organization dedicated to building a society with equal access to opportunities and the law and governments that advances the public interest • Centers operate independently but are coordinated HQ • Board concerned that the efforts of the network may be disjointed ©2013 Center for Creative Leadership. All Rights Reserved.
  • Breakdowns in DAC Facing same way, but lacking momentum Buy in, but uncoordinated • Competing for resources • Failure to agree to deadlines and ways of working • Promises without delivery • Only easy things get done • Failure to progress Leadership Willing cooperation, but lacks purpose • Inertia • Running in circles • Everyone headed in different directions ©2013 Center for Creative Leadership. All Rights Reserved.
  • Leadership Networks Helps establish direction so that work is aligned with values and strategy Helps align roles and responsibilities to meet goals .181 .644 n = 10 n=9 Provides social support Network within a between HQ and the four largest centers (executive level leaders) 1.00 n=4 ©2013 Center for Creative Leadership. All Rights Reserved. .333 n=3 .833 n=3
  • Leadership Networks .367 .750 083 .167 .500 .444 .875 .069 .330 .500 ©2013 Center for Creative Leadership. All Rights Reserved. .511 .750 .000 .097 .833
  • Fostering Collective Leadership AS Networks • Mental shift from thinking about leadership as: – residing in individuals – the responsibility of a few • Early research on shared leadership supports a connection with performance • Focus on building leadership connections within and beyond your organization ©2013 Center for Creative Leadership. All Rights Reserved.
  • Leadership & Networks Leader Leadership IN OF AS Networks D E V E L O P M E N T Leadership Carter, D., DeChurch, L., Contractor, N., & Carson, J. (2013). A framework for Understanding Collective Leadership Through Network ©2013 Center for Creative Leadership. All Rights Reserved. Analysis. Houston, TX.
  • CCL Approach • Assessment for Development • The three perspectives discussed on integrating Societal Advancement networks into leadership Enable interdependent leadership to address pressing social challenges development important and Organizational Transformation different utility Accelerate bold strategies that drive sustainable results • Networks are one Team Performance Build effective teams (important lens) to to maximize performance view organizations Individual Development Develop pipeline of • Aim for impact at successful leadersaat all levels multiple levels Expand Knowledge Create Leadership Resources and Tools
  • 5 Takeaways • Networks may be leveraged in both leader and leadership development • Leader development is a necessary, but insufficient part of building the leadership capacity in an organization • Leadership development happens in the process of real work • Approaches developing leaders IN and OF networks are fairly well established • Developing leadership AS networks represents the cutting edge and offers promise for challenges that require leadership that is “distributed, fluid, and constructed in interaction”
  • Questions for me? How are you using networks to enhance leadership? What’s the next innovative application?