Rethinking  Leadership  Ankara3
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  • Complexity is really the a story of the relationship of the complexity of the enviornment and the complexity of the mind
  • Look, listen, learn and then speak Keirestu Plant planned inefficiencies
  • The takeaway: new leadership maps are forming. Leaders Fail because Habit #1 They think linearly rather than holistically and fail in context’s filled with ambiguity and complexity. Habit #2 They use a limited set of leadership actions. Habit #3 They do not identify vital societal and institutional forces in their environment. Habit #4 They overuse measurement and seek to rationally plan their way to success. Habit #5 They do not see their organization as dependent on others’ actions and views . Habit #6 They do not do not connect the main ideas of necessary changes to the minds and spirit of their followers. Therefore their followers cannot be empowered and self managed.
  • The new leadership maps are grounded in a holistic learning process described as the Leader’s Wheel .  The rim of the wheel is composed of four learning habits: anticipating the future; articulating direction; aligning human resources; assuring performance.  At the center of the wheel are leaders who possess the wisdom and ability to make consequential decisions about ends (Z) and the actions and tactics to move the organization and/or teams from A to Z.  These strategic leaders depend heavily on two core competencies - artistry of actions and agility of the mind - to run two protocols: strategic thinking and strategic execution. The leader joins agility with anticipating and articulating to form the strategic thinking protocol that results in a statement of strategic intent. Artistry is joined with aligning and assuring to form the strategic execution protocol that results in self managed teams and high performance. The takeaway is that strategic leaders use two protocols to drive learning and performance: strategic thinking and strategic execution.
  • We are asking more workers to shift to self authoring minds and more leaders to move to transforming minds The self authoring mind would create a direction – align and have the courage to hold steadfast toward that view. The transforming mind would be able to do all of that but would be able to step outside – evaluate and re-author Mental complexity can make a complext world more or less managaeble (Keagan & Kelley, p. 24 Jacobs and Jaques – each layer of the cake is conceptually more complext and require new thinking skills which are superinposed on previous requirements Capacity to deal with complexity is based on development of a frame of reference – capable of patterning the encountered comlexity = with new job you need to completing frame of reference to the new job The required thinking skills are different at successive levels of responsibility The lowest layer focues on accomplismnet of concrete tasks and demands technical and interpersonal skills. Superivisors have direct face to face contact and achieve through direct assignment of tasks and motivation Managers do not generally have direct acess to to production level, and do not involve direct supervision of those doing the task work. Their work is on facilitating – managing interdependencies – coordination of effort – indirect means not concrete – ther is greater need for conceptual sklls and capacity for abstract thought. Executive layer – add value in at least 2 areas – providing sense of understanding and purpose to general organizational activities and tapping sources of resources not available to others. (pattern ambiguity etc reduce uncertainity – building consensus aoub tcoruse so faciton abstract inegrative thining skills are essential There is a progression of thinkngn skill srequirements from conrete to abstract analytic to abstract integrative Managers operate from within the context of the organization – the executive operates above the context of a single system - great premium on consensus building – anticipation - you must be able to visualize and deal with concepts and abstracts. Creating organizational understanding of enviornmental is at heart of job = develop a workable course of action and then manage the outcome over time - Primary requiremtn for upward mobility in organiztions is the capacity to deal with conceptual complexity at higher levels (Stamp) Cognitive development is progressive and sequential
  • The Principle The road to high performance is built by execution of the strategic intent of the organization. It is the statement of intent that creates the creative tension - - the gap between the organization’s aspiration and its current reality. Leaders are responsible for executing the organization’s intent, closing the gap, and achieving results.
  • 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
  • Strategic leaders replace bureaucratic controls by using a new set of tools they: Make the target concrete and clear. Track performance. Teach the organization’s point of view. Make learning a priority. Empower Recruit and select for performance and culture fit Tie rewards to results, individual growth, and contribution

Rethinking  Leadership  Ankara3 Rethinking Leadership Ankara3 Presentation Transcript

  • Rethinking Leadership: Strategic Leadership and the New World John Pisapia, Professor Leadership Studies, Florida Atlantic University Presented at Hacettepe University, Faculty of Economics and Administrative Sciences Ankara , Turkey September 9, 2009 www.thestrategicleader.org
  • THE POWER OF THE CURVE 10/23/09 Pisapia, J. (2009) The Strategic Leader. The Postmodern Condition Curve 1 Curve 2 The Postmodern Condition Curve 1 Curve 2 The Postmodern Condition Curve 1 Curve 2 The Postmodern Condition Curve 1 Curve 2 The Postmodern Condition Curve 1 Curve 2 The Postmodern Condition Curve 1 Curve 2 The Postmodern Condition Curve 1 Curve 2 The Post Modern Condition Curve 1 Curve 2
  • The Strategic Questions
    • What Has to Happen Here?
            • Simple Vision = 180
    • What is Precious and What is Expendable?
            • Break costly Traditions -
    • How can we Make it Happen?
            • Connect with people!
    • How do we Keep Making it Happen?
            • Measurement pushes you to action
    10/23/09 Pisapia, J. (2009) The Strategic Leader.
  • The Lessons of the Curve
    • The legacy models of leadership [command and control] do not work under conditions of disruptive change and globalization . What Works are
    • Practicing from analytic and integrative mindsets,
    • Using a multi-dimensional set of leader actions.
    • Connecting their organizations to current major environmental themes associated with success,
    • Connecting with the minds and spirit of followers
    10/23/09 Pisapia, J. (2009) The Strategic Leader.
  • The Strategic Leadership Framework Leadership and Strategic Leadership
    • Leaders are people who , singularly or with others , establish direction and then mobilize people , capture resources , and create an adaptive learning culture to move toward it.
    • Strategic leadership is the ability to make and implement CONSEQUENTIAL DECISIONS about : ENDS, ACTIONS and TACTICS to
    • keep their organization/team positioned in its environment.
    10/23/09 Pisapia, J. (2009) The Strategic Leader.
    • We Need Strategic Leaders at every level of the organization who can work in a strategic way; which means creating and executing an actionable strategy.
    Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 10/23/09 The Strategic Leadership Framework Basic Assumption
  • The Strategic Leadership Framework The Strategic Leader’s Wheel 10/23/09 Pisapia, J. (2009) The Strategic Leader. The takeaway is that strategic leaders use two protocols to drive learning and performance: strategic thinking and strategic execution . New habits are grounded in a holistic learning process described as the Leader’s Wheel
  • The Strategic Leadership Framework The Role of the Core Competencies TRANSFORMING E T I C A L P O L I T I C A L MANAGING Agility & Artistry Anticipating Articulating Aligning Assuring 10/23/09 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
  • 10/23/09 Pisapia, J. (2009) The Strategic Leader. The Strategic Thinking Protocol Core Competency Agility : Basic premises:
    • Agility of the mind is the core competency that drives the Strategic Thinking protocol.
    • Mindset is the way you think about things. It “ drives every aspect of our lives, from work to sports, from relationships to parenting.” ( Dweck, 2006 )
  • SYSTEMS THINKING AGILITY REFLECTING REFRAMING The Strategic Leadership Framework The Driver of The Strategic Thinking Protocol Pisapia, J. (2009) The Strategic Leader. 10/23/09
  • Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 10/23/09
  • Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 10/23/09
  • 10/23/09
  • Pisapia, Reyes-Guerra & Yasin, 2006 Pang & Pisapia, 2006 N=900 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP Agility of the Mind Strategic Thinking Questionaire (STQ) Findings
  • Agility of the Mind STQ Findings Cont’d
    • There is a cumulative impact when the skills are used in Tandem.
    • The younger you are the less you use these skills.
    • Skill use improves with age, experience, and education.
    • Strategic thinking skills and self directed learning are related.
    • The Good News is: These skills can be taught and learned.
    10/23/09 Pisapia, J. (2009) The Strategic Leader.
  • SYSTEMS THINKING AGILITY ANT ICIPATING ARTICULATING Statement of Intent REFLECTING REFRAMING The Strategic Leadership Framework The Strategic Thinking Protocol The Takeaway - A shared statement of intent forms a psychological contract with followers and guides the organization’s actions. Pisapia, J. (2009) The Strategic Leader. 10/23/09
  • 10/23/09 Pisapia, J. (2009) The Strategic Leader. Strategic Intent begins the Journey to High performance
  • 10/23/09 Pisapia, J. (2009) The Strategic Leader. The Strategic Execution Protocol Core Competency 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 .
  • Strategic Leader Actions TRANSFORMING Eth I c A l P O L I T I C A L MANAGING Leadership Bartering Bridging Bonding 10/23/09 Pisapia, J. (2009) The Strategic Leader.
  • Bonding ARTISTRY GNING Bridging Bartering Transforming Managing The Strategic Leadership Framework The Driver of the Strategic Execution Protocol 10/23/09 Pisapia, J. (2009) The Strategic Leader.
  • 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.
    10/23/09 Pisapia, J. (2009) The Strategic Leader.
    • 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 10/23/09 Pisapia, J. (2009) The Strategic Leader.
  • Bonding ARTISTRY ALIGNING ASSU RING HIGH PERFORMANCE Bridging Bartering Transforming Managing The Strategic Leadership Framework The Strategic Execution Protocol 10/23/09 Pisapia, J. (2009) The Strategic Leader. The Takeaway - Leaders use the habits of Artistry, Aligning, and Assuring to build a high performing organization.
  • 10/23/09 Pisapia, J. (2009) The Strategic Leader. The Strategic Leadership Framework Leader Structural Tactics
  • The Strategic Leadership Framework The Strategic Leader Skill Set 10/23/09 Pisapia, J. (2009) The Strategic Leader. Leader Thinking Skills Systems Thinking Reflecting Reframing
    • Leader Design Tactics
    • Minimum Specifications
    • Organizational Fitness
    • Generative Conversations
    • Chunking Change
    Leader Actions Managing/Transforming Bonding, Bridging, Bartering
    • Leader Structural Tactics
    • Clear Concrete Target
    • Track Performance
    • Teach Organization’s
    • Point of View
    • Make Learning a Priority
    • Empower
    • Recruit and Select for
    • Organization and Culture Fit
    • Tie Rewards to Results,
    • Individual Growth, Contribution
  • Selected Books and Articles
    • Strategic Leadership Pisapia, J. (2009). The strategic leader . Charlotte: Information Age Publishers. Pisapia, J. (2006). A n ew direction for leadership . (Education Policy Studies Series No. 61). Hong Kong: The Faculty of Education and the Hong Kong Institute of Educational Research. (Monograph) – cited in Scopus Pisapia, J. (2006). Mastering change in a globalized world. In P. Singh, J. Bhatnagar, & A. Bhandarker (Eds). Future of work: Mastering change . Chapter 19, pp. 303-327. New Delhi: Excel Books. IBSN: 81-7446-302-2. Strategic Thinking Pisapia, J., Pang, N.S.K., Hee, T. H. Lin, Ying, & Morris, J.D.  (2009). A comparison of the use of strategic thinking skills of aspiring school leaders in Hong Kong, Malaysia, Shanghai, and the United States: An exploratory study. International Journal of Educational Studies. 2(2), 48-58.  http://ccsenet.org/journal/index.php/ies/article/viewFile/1682/1627 Zsiga, P. (2008). Leader effectiveness from self-directed learning and strategic thinking International Journal of Human Resources Development and Management 2008 - Vol. 8, No.4  pp. 306 - 317 Pang, S. K. & Pisapia, J. (2007). The Strategic thinking capabilities of school leaders in Hong Kong . Presented at the Annual Conference of the American Education Research Association, Chicago, Il. Pisapia, J., Reyes-Guerra, D. & Yasin, M. (2006) Strategic Thinking and Leader Success Presented at the Annual Meeting of the International Conference on Advances in Management, Lisbon Portugal, July 19-22, 2006. Pisapia, J., Reyes-Guerra, D., & Coukos-Semmel, E. (2005). Developing a Strategic Mindset: Constructing the Measures.  Leadership Review, Spring 2005, Vol. 5, pp. 41-68 - cited in Scopus http://www.leadershipreview.org/2005spring/article2_spring_2005.asp Pisapia, J., Coukos-Semmel, E., and Reyes-Guerra, D. (2004 ). Assessing the cognitive processes of leaders: Do effective leaders think differently than less effective leaders ?  In A. Lazaridou (Ed.), Contemporary issues on educational administration and policy (Chapter 9, pp 147-170). Athens, Greece: Athens Institute for Education and Research. ISBN: 960-88331-2-4. Strategic Execution Ugurluglu, U., (2009). The use of strategic leader actions by hospital managers in Turkey. Unpublished dissertation. Hacettepe University,
    • Ugurluglu, U., Celik, Y. , & Pisapia, J. (under review). Assessment of strategic leader actions of hospital managers in Turkey. Journal of Health Management. Reyes-Guerra, D. (2009). The relationship of strategic leader actions and normative structures . Unpublished dissertation. Florida Atlantic University. Yasin, M. (2006). The use of strategic leadership actions by Deans in Malaysian and American public universities. Unpublished dissertation. Florida Atlantic University.
    10/23/09 Pisapia, J. (2009) The Strategic Leader.
  • Need More Information?
    • [email_address]
    • http://www.TheStrategicLeader.org
    • Pisapia, J. (2009). The strategic leader . Charlotte: Information Age Publications. http://www.infoagepub.com/products/The-Strategic-Leader
    10/23/09 Pisapia, J. (2009) The Strategic Leader.