Boundary Spanning Leadership Jeff08

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Boundary Spanning Leadership Jeff08

  1. 1. The Challenge and Practice of Boundary Spanning Leadership Jeffrey YipPresented to:International Leadership Association Conference, Los AngelesNovember 14, 2008<br />
  2. 2. Center for Creative Leadership<br />What<br />What is boundary spanning leadership?<br />Why<br />Why is it needed?<br />How <br />How can it be put into practice?<br />What’s Next<br />Steps for future research<br />
  3. 3. Center for Creative Leadership<br />Leadership Across Differences<br />Question - How can leaders bridge boundaries across divergent or conflicting groups? <br />2803 survey respondents<br />239 interviews<br />12 countries <br />
  4. 4. Question 1: What is boundary spanning leadership?<br />© 2008 Center for Creative Leadership. All Rights Reserved.<br />
  5. 5. Center for Creative Leadership<br />Leadership often stops where boundaries start…<br />
  6. 6. Center for Creative Leadership<br />Today, the opposite is required – leadership that builds bridges across boundaries<br />
  7. 7. Center for Creative Leadership<br />Boundary Spanning Leadership<br />Leadership that bridges boundaries between groups in service of a broader vision or goal.<br />Group X<br />Group Y<br />Intergroup Context<br />Leader <br />Ernst, C. and Yip, J. (2008) Bringing Boundaries: Managing the Challenge of Workplace Diversity.Leadership in Action, Vol 28, No. 1, Jossey-Bass.<br />
  8. 8. Center for Creative Leadership<br />Challenges for Boundary Spanning<br />#1: Leaders are often pulled in many directionsbetween conflicting intergroup values, viewpoints, and beliefs<br />
  9. 9. Center for Creative Leadership<br />#2: Leaders are commonly pushed to one side. By definition, a leader is a member of some groups and not others. Groups will form perceptions of a leader based solely on social identity grouping. <br />Challenges for Boundary Spanning<br />
  10. 10. Center for Creative Leadership<br />#3: Leaders are all too frequently caught out of the loop. This is in part due to information filtering, but also in part due to the leader’s lack of critical awareness concerning social identity dynamics. <br />Challenges for Boundary Spanning<br />
  11. 11. Question 2: Why do leaders need to span boundaries?<br />© 2008 Center for Creative Leadership. All Rights Reserved.<br />
  12. 12. Center for Creative Leadership<br />The world is flat.<br />-Thomas Friedman, The World Is Flat<br />© 2007 Center for Creative Leadership<br />
  13. 13. Center for Creative Leadership<br />We live in a new, borderless world.<br />-Kenichi Ohmae, The Next Global Stage<br />© 2007 Center for Creative Leadership<br />
  14. 14. Center for Creative Leadership<br />The borderless company will remove all the barriers among the functions... knock down external walls…eliminate the walls of race and gender.<br />-Jack Welch, Jack – Straight from the Gut<br />© 2007 Center for Creative Leadership<br />
  15. 15. Center for Creative Leadership<br />The Rhetoric and the Reality<br />Silos | Rifts | Turf Battles | Fiefdoms | Glass Ceilings | Gender Gaps | Fragmentation | SeparationDiscrimination | Stovepipes | Mother Ships | SatellitesDivisions | Departments | Units | Segments | SharesSplinter | Splits | Culture Clash | Distrust Ethnocentrism | Tribalism | Ingroup/OutgroupLine-Staff |Native/Foreigner | Faction | Bloc Clan | Walled Off | Closed Doors | Barriers <br />©2008 Center for Creative Leadership. All rights reserved.<br />
  16. 16. A Paradox<br />A different type of boundary, rooted in human relationships, emerges<br />As physical & technological boundaries are dismantled worldwide<br />© 2008 Center for Creative Leadership<br />
  17. 17. Intergroup Boundaries<br />Invisible, psychological lines that are rooted in group membership, charged with emotion, and mark the edge between…<br />Us<br />Them <br />© 2008 Center for Creative Leadership<br />
  18. 18. Concepts from Social Psychology<br />Social Categorization Theory<br />(Turner, 1985)<br />We categorize the social world into groups to which we belong and those to which others belong<br />Social Identity Theory<br />(Tajfel & Turner, 1979)<br />Our identity is in large part defined by our membership in social groups<br />© 2008 Center for Creative Leadership<br />
  19. 19. Question 3:How can boundary spanning leadership be put into practice?<br />© 2008 Center for Creative Leadership. All Rights Reserved.<br />
  20. 20. Center for Creative Leadership<br />What are the boundaries that leaders have to work across? <br />
  21. 21. A typology of organizational boundaries<br />Vertical Boundaries<br />Geographic Boundaries<br /> Across stakeholders (i.e., partners, customers, communities<br />Across regions, nationalities & cultures<br />Across levels & ranks<br />External Boundaries<br />HorizontalBoundaries<br />Across functions & units<br />Demographic Boundaries<br />Across diverse groups (i.e., gender, religion, race, age, ethnicity, and class)<br />(Adapted from Ashkenas et al, 1998)<br />
  22. 22. Boundary Spanning Tactics<br />Suspending:Create a neutral zone where social interaction is person-based rather than identity-group based<br />Reframing:Activate a shared or superordinate identity that is inclusive across social groups<br />Nesting:Embed groups within large wholes so that groups have both distinct and interdependent identities<br />Weaving:Cross-cut work group roles with social group membership in a systematic way<br />Ernst, C. & Yip, J. (2009, in press). Boundary spanning leadership: Tactics for bridging social boundaries in organization. In T. Pittinsky (Ed.) Crossing the divide: Intergroup leadership in a world of difference. Boston, MA: Harvard Business School Press.<br />
  23. 23. Question 4:Next Steps for future research?<br />© 2008 Center for Creative Leadership. All Rights Reserved.<br />
  24. 24. Organizational Challenges Calling Forth Spanning Boundaries…<br /><ul><li>Cross functional collaboration
  25. 25. Drive for innovation
  26. 26. Managing diversity
  27. 27. Crossing cultures
  28. 28. Multi-generational workplace
  29. 29. Post-Acquisition Integration
  30. 30. Merging corporate cultures
  31. 31. Cross-sector partnerships
  32. 32. Global outsourcing
  33. 33. Geographically dispersed teams
  34. 34. Inter-regional collaboration
  35. 35. Corporate Social Responsibility
  36. 36. Negotiating conflicting stakeholder interests</li></li></ul><li>What’s next?<br />Exemplary boundary spanning leaders and initiatives<br />2. Boundary spanning practices and mindsets<br />3. Community of inquiry<br />Yip, J., Wong, S., and Ernst, C. (2008)The Nexus Effect: When Leaders Span Boundaries.Leadership in Action, Vol 28, No. 4, Jossey-Bass.<br />
  37. 37. Recap - Boundary Spanning Leadership<br />What<br />Leadership that bridges group boundaries in service of a higher vision or goal<br />Why<br />As physical boundaries come down, new psychological boundaries come up<br />What’s Next<br />The shift from within to between - An area for leadership research and practice<br />How<br />Tools can help make invisible boundaries, visible<br />
  38. 38. A Boundary Spanning World<br />thinking & acting beyond…<br />thinking & acting within…<br />Shared SpaceCommunity Partnership AllianceTeamCollaboration Connection Unity Common Ground Bridges Bonds Connections Glocal Integration CoordinationTogetherness Harmony Alignment Symbiotic Linking SpanningCrossingSynthesizing Holism Pluralism Humanity Hybrid Collective Web Network Trust Ties Bonds Glue<br />Silos Rifts Turf Battles Fiefdoms Glass Ceilings Gender GapsFragmentationSeparationDiscrimination Intolerance Stovepipes Mother Ships SatellitesDivisions Departments Units Segments Shares Splinter SplitsCulture Clash Distrust Nationalism Ethnocentrism Tribalism Imperialism Digital Divide HQ-Field Haves-Have Nots Line-Staff Native/Foreigner Faction Bloc ClanEnclave Moats Barriers<br />©2008 Center for Creative Leadership. All rights reserved.<br />

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