EDA 7931 – Seminar in Executive Leadership An Introduction  Learning to Lead Organizations and Teams
01/09/10 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP The Context of the Course
The Context of the Course Supervisors, Managers and Executives <ul><li>Lowest layer  focuses on accomplishment of concrete...
The Evolution of Leader Actions Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 01/09/10
THE LEADERSHIP PROCESS Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP Leader Actions Leaders Followers 01/09...
01/09/10 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
Two Factor Leadership Actions Leadership Management   Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP Error L...
Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 01/09/10
Managers   Leaders <ul><li>Produce Order and Consistency </li></ul><ul><li>Plan / Organize </li></ul><ul><ul><li>Establish...
Bottom Line: <ul><li>Managers  </li></ul><ul><li>Produce a Degree of Stability, Order, and  </li></ul><ul><li>Short term R...
Why do we need to Lead  Differently? The Lesson of the Curve Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP ...
Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 1907 1917 1927 WHAT KIND OF CHANGE IS THIS? 01/09/10
The Pyramids of Strategic Change Frame Breaking Change Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP Frame ...
Why do Leaders Fail? The Lessons of the Curve <ul><li>The old maps do not work!  Disruptive change and globalization are c...
Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP You need a new Map that Enables you to do this! 01/09/10
The Strategic Leadership Framework  The New Maps  are Forming  on New Assumptions <ul><li>Leaders are people who,  singula...
<ul><li>We Need Strategic Leaders  at every level of the organization who can work in  a strategic way; which means creati...
<ul><li>We need the ability (as well as wisdom) to make and implement: </li></ul><ul><li>CONSEQUENTIAL DECISIONS  about  :...
The Strategic Leadership Framework The New Maps are Forming on  a new Skill Set 01/09/10 Pisapia, J. (2009). The Strategic...
The Strategic Leadership Framework  The New Maps Aare Forming Around New  Habits  01/09/10 Pisapia, J. (2009). The Strateg...
The Core Competencies Inside  The Strategic Leader’s Wheel Artistry - Agility Anticipating Articulating Aligning Assuring ...
AGILITY ANTICIPATING ARTICULATING Statement  of Intent The Strategic Leadership Framework The Strategic Thinking Protocol ...
ARTISTRY ALIGNING ASSURING HIGH  PERFORMANCE The Strategic Leadership Framework The Strategic Execution Protocol 01/09/10 ...
Course Objectives:  <ul><li>Learn to Lead Organizations and Teams </li></ul><ul><li>Strengthening your ability  to:  </li>...
Course Themes <ul><li>Theme 1: Leading Organizations in a Changing World </li></ul><ul><li>Executive Leadership/Strategic ...
Course Outcomes Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP Deemphasize Old Habits Emphasize New Habits T...
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Strategic Leadership: Introduction

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  • At the top level things cannot get done through orders – you correct the trajectory slowly using persuasion and consensus building – building support for a common mission Greater premium on anticipation – drawing on experience and institutive understanding of a situation If you anticipate correctly you can shape issues rather than issues shaping you Must understand new trends and themes before charting your own objectives and long term goals Reach out to the future and being proactive Different from commanding troops – need to synthesize Resoruces may not be at hand – get them – Plan of action cannot be concretely programmed at present Consideration from variety of perspectives Primary requirement to move upward in organizations is capacity to deal with the conceptual complexity at each successive level Process of cognitive development is progressive and sequential growth process that extends into adulthood Conceptual skill development is a key dimension in executive development – conceptual grasp Creating organizational understanding of enviornmental complexities are at the heart of the executive’s job Decision making is different at the levels – at lower levels – selection from among formulated alternatives based on an d advantages-disadvantages comparison At upper levels formulation of a workable solution to problem situations – work to develop a workable course ofa action and then manage the outcome over time so it will be successful Management process requires solving a substantial number of small problems along the wa
  • Leadership has occurred when Members are left with a perception of a goal and that what they are doing is focused on the goal. Members are internally committed to expend effort toward goal attainment. (Jacobs &amp; Jaques, 1990)
  • 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. A strategic leader is able to use those habits, actions and tactics that are appropriate to the situation and the people involved.
  • Strategic Leadership: Introduction

    1. 1. EDA 7931 – Seminar in Executive Leadership An Introduction Learning to Lead Organizations and Teams
    2. 2. 01/09/10 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP The Context of the Course
    3. 3. The Context of the Course Supervisors, Managers and Executives <ul><li>Lowest layer focuses on accomplishment of concrete tasks. Leadership at this level is “direct” face-to-face – direct assignment of tasks and motivation of effort toward task accomplishment. Live within a culture. Time horizons are short. Greater need for technical and interpersonal skills. </li></ul><ul><li>Middle layer removed from those involved with task accomplishment. Work involves facilitating task accomplishment at the direct level. Focuses on managing interdependencies, resourcing, coordination of efforts over time. Live within a culture. Time horizons are relatively short. Greater need for conceptual and interpersonal skills. </li></ul><ul><li>Top layer removed from managing interdependencies and focused on providing a sense of understanding and purpose to the activities of organization, building consensus, tapping resources from outside the organization, and reducing uncertainty to enable unity of effort to emerge. Add greatest value by resource allocation. Create culture. Time horizons are longer. Greater need for abstract, integrative thinking skills is essential </li></ul>
    4. 4. The Evolution of Leader Actions Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 01/09/10
    5. 5. THE LEADERSHIP PROCESS Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP Leader Actions Leaders Followers 01/09/10
    6. 6. 01/09/10 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
    7. 7. Two Factor Leadership Actions Leadership Management Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP Error Leaders have a limited set of actions to use! 01/09/10 Task Relationships Transformational Transactional 1959-1978 1978 - 1995
    8. 8. Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 01/09/10
    9. 9. Managers Leaders <ul><li>Produce Order and Consistency </li></ul><ul><li>Plan / Organize </li></ul><ul><ul><li>Establish agendas </li></ul></ul><ul><ul><li>Set time tables </li></ul></ul><ul><ul><li>Provide structure </li></ul></ul><ul><ul><li>Establish rules and procedures </li></ul></ul><ul><li>Allocate resources </li></ul><ul><ul><li>Make job placements </li></ul></ul><ul><li>Focus on Procedures </li></ul><ul><li>Produce Change and Movement </li></ul><ul><li>Establish Direction </li></ul><ul><ul><li>Create a vision </li></ul></ul><ul><ul><li>Clarify big picture </li></ul></ul><ul><ul><li>Set strategies </li></ul></ul><ul><li>Align People and Structures </li></ul><ul><ul><li>Communicate goals </li></ul></ul><ul><ul><li>Seek commitment </li></ul></ul><ul><ul><li>Build teams and coalitions </li></ul></ul><ul><li>Focus on Results </li></ul>Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 01/09/10
    10. 10. Bottom Line: <ul><li>Managers </li></ul><ul><li>Produce a Degree of Stability, Order, and </li></ul><ul><li>Short term Results </li></ul><ul><li>Leaders </li></ul><ul><li>Produce Change, New Products, New Approaches, and Long term Competitive Results </li></ul>Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 01/09/10
    11. 11. Why do we need to Lead Differently? The Lesson of the Curve Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 01/09/10 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
    12. 12. Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 1907 1917 1927 WHAT KIND OF CHANGE IS THIS? 01/09/10
    13. 13. The Pyramids of Strategic Change Frame Breaking Change Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP Frame Sustaining Change
    14. 14. Why do Leaders Fail? The Lessons of the Curve <ul><li>The old maps do not work! Disruptive change and globalization are challenging the legitimacy of legacy command and control models of leadership. These conditions reward leaders who : </li></ul><ul><li>Practice from analytic and integrative mindsets, </li></ul><ul><li>Use a multi-dimensional set of leader actions . </li></ul><ul><li>Connect their organizations to current major environmental themes associated with success, </li></ul><ul><li>Connect with the minds and spirit of followers, </li></ul><ul><li>The takeaway is that new leadership maps are forming. </li></ul>01/09/10 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
    15. 15. Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP You need a new Map that Enables you to do this! 01/09/10
    16. 16. The Strategic Leadership Framework The New Maps are Forming on New Assumptions <ul><li>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. </li></ul><ul><li>The Leader mantra is common ends and values, and adaptable ways and means . </li></ul><ul><li>Finding the right leader is crucial, but less to provide answers than to build the conditions under which followers can flourish and give their best. </li></ul>01/09/10 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
    17. 17. <ul><li>We Need Strategic Leaders at every level of the organization who can work in a strategic way; which means creating and executing an actionable Plan. </li></ul>Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 01/09/10 The Strategic Leadership Framework Basic Assumption
    18. 18. <ul><li>We need the ability (as well as wisdom) to make and implement: </li></ul><ul><li>CONSEQUENTIAL DECISIONS about : </li></ul><ul><ul><ul><ul><ul><li>ENDS, </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>ACTIONS, and </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>TACTICS </li></ul></ul></ul></ul></ul><ul><li>which keeps our organization positioned in its environment . </li></ul>Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 01/09/10
    19. 19. The Strategic Leadership Framework The New Maps are Forming on a new Skill Set 01/09/10 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP Leader Thinking Skills Systems Thinking Reflecting Reframing <ul><li>Leader Design Tactics </li></ul><ul><li>Minimum Specifications </li></ul><ul><li>Organizational Fitness </li></ul><ul><li>Generative Conversations </li></ul><ul><li>Chunking Change </li></ul>Leader Actions Managing/Transforming Bonding, Bridging, Bartering <ul><li>Leader Structural Tactics </li></ul><ul><li>Clear Concrete Target </li></ul><ul><li>Track Performance </li></ul><ul><li>Teach Organization’s </li></ul><ul><li>Point of View </li></ul><ul><li>Make Learning a Priority </li></ul><ul><li>Empower </li></ul><ul><li>Recruit and Select for </li></ul><ul><li>Organization and Culture Fit </li></ul><ul><li>Tie Rewards to Results, </li></ul><ul><li>Individual Growth, Contribution </li></ul>
    20. 20. The Strategic Leadership Framework The New Maps Aare Forming Around New Habits 01/09/10 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP The takeaway is that strategic leaders use two core competencies to drive learning and performance: Agility and Artistry . New habits are grounded in a holistic learning process described as the Leader’s Wheel
    21. 21. The Core Competencies Inside The Strategic Leader’s Wheel Artistry - Agility Anticipating Articulating Aligning Assuring 01/09/10 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP The takeaway is that strategic leaders combine these habits into two protocols to drive learning and performance: strategic thinking and strategic execution .
    22. 22. AGILITY ANTICIPATING ARTICULATING Statement of Intent The Strategic Leadership Framework The Strategic Thinking Protocol The Takeaway - Leaders use the habits of Agility, Anticipating, and Articulating to develop a shared statement of intent which forms a psychological contract with followers and guides the organization’s actions. Pisapia, J. (2009) The Strategic Leader.
    23. 23. ARTISTRY ALIGNING ASSURING HIGH PERFORMANCE The Strategic Leadership Framework The Strategic Execution Protocol 01/09/10 Pisapia, J. (2009) The Strategic Leader. The Takeaway - Leaders use the habits of Artistry, Aligning, and Assuring to build a high performing organization.
    24. 24. Course Objectives: <ul><li>Learn to Lead Organizations and Teams </li></ul><ul><li>Strengthening your ability to: </li></ul><ul><ul><li>think strategically by enhancing your mental Agility through systems thinking , reframing and reflection skills . </li></ul></ul><ul><ul><li>Learn new Leadership habits of anticipating, articulating, aligning, assuring, and artistry to lead organizations for Frame-sustaining or Frame-breaking radical change. </li></ul></ul>Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 01/09/10
    25. 25. Course Themes <ul><li>Theme 1: Leading Organizations in a Changing World </li></ul><ul><li>Executive Leadership/Strategic Leadership </li></ul><ul><li>Power of the Curve </li></ul><ul><li>The Leadership Wheel </li></ul><ul><li>Theme 2: The Difference Makers </li></ul><ul><li>Agility of the Mind: </li></ul><ul><li>Systems thinking, Reframing, Reflection </li></ul><ul><li>Artistry of Actions: </li></ul><ul><li>Managing, Transforming, Bonding, Bridging, and Bartering </li></ul><ul><li>Theme 3: The Learning Habits: </li></ul><ul><li>Anticipating, Articulating, Aligning, Assuring </li></ul>Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 01/09/10
    26. 26. Course Outcomes Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP Deemphasize Old Habits Emphasize New Habits Think linearly Strengthen growth mindsets Fail to identify vital societal and institutional forces Gather environmental and social intelligence Overuse measurement and seek to rationally plan Light the Way, and Run for Daylight Fail to connect to the minds and spirit of followers Create Owners by Relating - bonding, story telling, and active listening. Fail to see their organization as dependent on others Reach for power by bridging and alliance building Monitoring Create habits of inquiry, learning, cohesion and opportunities for self direction. Use a limited set of leadership actions. Employ Multifaceted Leadership Actions .
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