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Artistry:The Mega Habit

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Strategic Execution Actions

Strategic Execution Actions

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  • At times, the leader uses managerial actions to drive intent into practice. At other times they use transforming actions to encourage and inspire their colleagues. At other times, they use bonding, bridging, and bartering actions to persuade followers to work toward common values and high performance. At still other times they use 10 change levers to develop a high performing organization.
  • Location explains approximately 4% of the variance in reflection and 3% of the variance in systems thinking. Examination of the means for each location indicates that Borneo used systems thinking and reflecting skills significantly more than Shanghai and HK. The USA used systems thinking skills significantly more than Shanghai and reflecting significantly more than HK and Shanghai. HK used system thinking significantly more than Shanghai. KL used systems thinking and reflection significantly more than Shanghai. Shanghai used systems thinking and reflecting skills significantly less than all other locations. Gender produced no significant effects with the use of systems thinking and reflecting skills. Age explains approximately 11% of the variance in reflection and 15% of the variance in systems thinking. Respondents in the age category 20-25 reported using systems thinking and reflecting skills significantly less than all other age categories. No other age category produced significant inter-category effects. The means for both the use of systems thinking and reflecting skills rose from a low use for category 20-25 to higher use for age category 45-54.
  • Location explains approximately 4% of the variance in reflection and 3% of the variance in systems thinking. Examination of the means for each location indicates that Borneo used systems thinking and reflecting skills significantly more than Shanghai and HK. The USA used systems thinking skills significantly more than Shanghai and reflecting significantly more than HK and Shanghai. HK used system thinking significantly more than Shanghai. KL used systems thinking and reflection significantly more than Shanghai. Shanghai used systems thinking and reflecting skills significantly less than all other locations. Gender produced no significant effects with the use of systems thinking and reflecting skills. Age explains approximately 11% of the variance in reflection and 15% of the variance in systems thinking. Respondents in the age category 20-25 reported using systems thinking and reflecting skills significantly less than all other age categories. No other age category produced significant inter-category effects. The means for both the use of systems thinking and reflecting skills rose from a low use for category 20-25 to higher use for age category 45-54
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    • 1. Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 01/12/10
    • 2. 01/12/10 Pisapia, J. (2009) The Strategic Leader. Artistry: Basic Premises :
      • Artistry is the core competency that drives the Strategic Execution process.
      • Artistry is the ability to apply an integrated set of leader actions that enable leaders to adapt their actions to different circumstances and conditions .
    • 3. 01/12/10 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP What we want to be! What is Right! What we are! What is possible! The Tensions Leaders Face!
    • 4. Artistry The Mega Habit TRANSFORMING Eth I c A l P O L I T I C A L MANAGING Artistry Bartering Bridging Bonding 01/12/10
    • 5. The Relationship of Leader Actions and Strategic Change Frame Breaking Change Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP Frame Sustaining Change Bonding Bridging Managing Transforming Bartering
    • 6. Artistry: The Mega Habit
      • Strategic Leaders are flexible and able to adapt to different circumstances and conditions.
      • At times, the leader exerts this influence by using task and relationship behaviors.
      • At other times, they use power, authority, persuasion, bargaining and incentives to influence followers.
      • At still other times, they seek to articulate common values, direction and goal attainment.
      • Result
      • Leaders can apply an integrated set of leader actions to maintain stability and challenge the status quo simultaneously.
      Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 01/12/10
    • 7. Managerial Actions are:
      • Taken to maintain consistency in order that current organizational goals are accomplished efficiently and effectively .
      • Managers use these actions to:
      • Set standards t o create and maintain organizational stability,
      • Set expectations so followers know how their performance is measured and for what they are being held accountable.
      • Coordinate members towards accomplishing one or more short term goals ,
      • Support established change processes .
      Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 01/12/10
    • 8. Examples - Managerial Actions
      • Plan, organize, direct, control, and motivate staff to accomplish the organization’s goals.
      • Specify the goals that employees need to accomplish.
      • Clearly describe the values, behavior, and standards necessary to be successful.
      • Establish and emphasize formal and informal policies, routines, or priorities of execution.
      • Clarify the specific meaning of our mission in terms of its practical implications for our work.
      • Provide the resources necessary so new initiatives can be properly implemented.
      • Determine how things are to be done.
      • Emphasize a clear chain of command.
      • Holds people accountable for results.
      • Take quick corrective action when mistakes are made.
      01/12/10
    • 9. Transforming Actions are:
      • Taken to influence direction, actions, and opinions in order to change organizational conditions and culture so that learning and change occur as a normal routine of the organization.
      • Leaders use these actions to:
      • Constantly discover the environment and refine the organization’s response to it.
      • Establish a shared long-term vision for the organization.
      • Encourage ways of thinking that lead to innovation, change, personal and professional growth, and group cohesion.
      • Mentor followers to become more connected with the direction of the organization, and feel they are making positive contributions.
      • Empower followers to share the responsibility for the organization’s success
      Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 01/12/10
    • 10. Examples - Transforming Actions
      • Challenge mental models of all members of the organization.
      • Create a “readiness” for change among the staff.
      • Generatively Construct statement of intent that provides direction
      • Communicate persuasive stories which significantly affects the emotions of followers
      • Present an optimistic and reachable view of the future
      • Interpret events and shape meaning
      • Create a sense of joint ownership of values, vision, and priorities
      • Encourage self management based on an agreed upon the statement of intent
      Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 01/12/10
    • 11. Bonding Actions are
      • Taken to ensure that trust is an attribute of the system and not just something developed among individuals in order that followers' exhibit emotional commitment to the organization's aspirations and values.
      • Managers and Leaders use these actions to:
      • Develop trust, integrity and coherence in organizational and member actions and activities
      • Ensure that the organization’s core values and principles are followed in decision making and in day-to-day operations.
      Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 01/12/10
    • 12. Examples - Bonding Actions
      • Use knowledge about best practice as the basis for decision-making and action
      • Prudently listen, observe, and consider carefully before acting.
      • Being honest.
      • Demonstrate the will to put decisions into action.
      • Hold the line in a tough moral dilemma.
      • Ensure organizational actions are based on agreed upon core values
      • Act temperately – balances the emotional with the intellectual.
      • Display high regard for the common good.
      • Value the rights of individuals.
      • Insert agreed upon values and knowledge into discussions and deliberations.
      Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 01/12/10
    • 13. Bridging Actions are:
      • Taken to develop alliances with people of power and influence from outside and inside the organization in order to gain insights, support, and resources.
      • MANAGERS AND LEADERS USE THESE ACTIONS TO:
      • BUILD ALLIANCES AND SUPPORTIVE NETWORKS,
      • INGRATIATE THEMSELVES WITH SOURCES OF INFLUENCE EXTERNAL TO THE ORGANIZATION ,
      Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 01/12/10
    • 14. Examples - Bridging Actions
      • Maximize the balance of power in all relationships.
      • Develop external and internal alliances to build a strong base of support
      • Generate support from people with influence and power.
      • Allocates resources to influence his/her purposes
      • Identify sources of power of individuals in a situation
      • Attract followers through charm, consideration and personality.
      01/12/10 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
    • 15. Bartering Actions are:
      • Taken to give something in exchange in order to strengthen the effectiveness of relationships and alliance building efforts . 
      • MANAGERS AND LEADERS USE THESE ACTIONS TO:
      • COERCE, CAJOLE AND MOTIVATE FOLLOWERS TO REACH AN OBJECTIVE,
      • BUILD ALLIANCES AND SUPPORTIVE NETWORKS,
      • INGRATIATE THEMSELVES WITH SOURCES OF INFLUENCE EXTERNAL TO THE ORGANIZATION,
      • CONTROL AND RESOLVE CONFLICTS IN THE ORGANIZATION.
      Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 01/12/10
    • 16. Examples - Bartering Actions
      • Maximize the balance of power in all relationships.
      • Decide which issues are truly important and which can be compromised.
      • Come up with reasonable compromises for everybody’s interest.
      • Barter and exchange valued things to develop support for ideas, plans, and projects .
      • Make friends by doing personal favors
      • Provide favored followers with inside information .
      01/12/10 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
    • 17. What role does Artistry play in implementing FB or FS Change? Leading Change The real distinction is between those who adapt their purposes to reality, and those who seek to mold reality in the light of their purposes. -- Henry Kissinger Or do both ! --John Pisapia Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 01/12/10
    • 18. Bonding ARTISTRY GNING Bridging Bartering Transforming Managing The Strategic Leadership Framework The Driver of the Strategic Execution Protocol 01/12/10 Pisapia, J. (2009) The Strategic Leader.
    • 19. Artistry SLQ: Study Findings
      • A multifaceted use of strategic leadership actions is strongly associated with self reported effectiveness as well as effectiveness reported by followers. (Yasin , 2006, UĞurluoĞlu & Çelik, 2009 )
      • University Deans who were able to use a wide array of leader actions were more successful than those who couldn't. ( Yasin, 2006)
      • Transforming, Bartering and Bonding actions were associated with more cohesive culture in schools. ( Urdegar, 2007; Reyes-Guerra, 2009)
      • School principals who were able to use all five leader actions were more successful in differing contexts than those who had a limited repertoire of actions.  ( Reyes-Guerra, 2009 )
      • Hospital Manager’s Leader actions were influenced by complexity of context ( UĞurluoĞlu & Çelik, 2009 ) – Dean’s actions not influenced by context. (Yasin, 2006)
      • SLQ appears free of gender bias; but influenced by education level, disciplines studied and tenure in position. (Reyes-Guerra, 2009 ) -
      01/12/10 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
    • 20. Str ategic Leadership Questionnaire (SLQ) Findings
      • School Principals, College Deans, and Hospital Managers who were able to use all five actions were more effective than those who were not able to use all actions, ( Reyes-Guerra, 2009; Yasin, 2006, UĞurluoĞlu & Çelik, 2009 )
      • Mandated policies and programs were not effectively implemented when leaders did not use management authority in tandem with the other 4 actions.
      • Free choice policies and programs were effectively implemented with Transforming, Bonding, Bartering, and Bridging actions.
      01/12/10 Pisapia, J. (2009) The Strategic Leader.
    • 21.
      • Transforming, Bartering and Bonding actions were associated with more cohesive culture in schools. ( Urdegar, 2007; Reyes-Guerra, 2009)
      • As the leader felt the complexity of the context increasing they used more Political and Transforming actions ( UĞurluoĞlu & Çelİk, 2009 )
      • SLQ appears free of gender bias; but influenced by education level, disciplines studied and tenure in position. (Reyes-Guerra, 2009) -
      Strategic Leadership Questionnaire (SLQ) Findings Cont’d
    • 22. Bonding ARTISTRY ALIGNING ASSU RING HIGH PERFORMANCE Bridging Bartering Transforming Managing The Strategic Leadership Framework The Strategic Execution Protocol 01/12/10 Pisapia, J. (2009) The Strategic Leader. The Takeaway - Leaders use the habits of Artistry, Aligning, and Assuring to build a high performing organization.