distributed leadership



                          mickyates
              www.leader-values.com
                        ...
heroic leadership …




                  page 2
page 3




• leadership is more than management
• leaders have a rock-solid value system
  which is congruent with their f...
page 4
ENERGIZE
Individual
 Success

                                    EMPOWER
Training
   &
Rewards
                          ...
team




                                                                             trust
                              ...
page 7

4E’s leadership
4E’s of leadership

          • envision: values-driven setting of goals and
            strategie...
page 8
GENGHIS KHAN
                   ENVISION
    to stop the Mongol tribes fighting, & to
  preserve their nomadic lifestyle. ...
EGLANTYNE JEBB
                 ENVISION
make a lasting change for all children, via
modern management, finance & “self he...
ENVISION      ENABLE         EMPOWER




quot;THE COLLECTIVE      quot;THE COLLECTIVE
     WHATquot;                HOWquo...
page 12
page 13
distributed leadership




                     page 14
teamwork beats
   hierarchy
                 page 15
working across
 boundaries
                 page 16
leadership is an emergent property
    of a network of interacting
            individuals
                               ...
distributed leadership is built on common tasks and
                   shared values




                                 ...
loose-tight innovation




                     page 19
page 20
page 21
page 22
networks of trust




                    page 23
page 24
New York Times, 2006




                  page 25
page 26
strong links
- with family, work teams etc.

weak links
- critical to finding new
  knowledge

                           ...
1. Purpose

effective Networks have a clear
business / organizational
purposewhich must be pre-
defined
outputs must be bo...
2. Member identity

skills, knowledge, motivations, proble
ms, geographic location, time
linkages, goals and beliefs
deman...
ACommunity of Practice is not a club - it
has identity defined by a shared domain of
interest and a shared competence
Memb...
3. Actionability

something new and innovative
actually happens as a result of the
Network’s existence …
… a corollary is ...
4. Searchability
to answer real world questions

informational … best Thai restaurants?
intellectual… learn from research?...
5. Network trustworthiness

depends on
- identity of individuals and their
authority
- the actionability of their links


...
strategic choices




                    page 34
page 35
page 36
page 37
page 38
leading globally




                   page 39
distributed leadership

             envision                 enable               empower                 energize
      ...
loose-tight innovation

             envision                 enable               empower                 energize
      ...
networks of trust

             envision                 enable               empower                 energize
           ...
strategic choices

             envision                 enable               empower                 energize
           ...
leading a global enterprise

             envision                 enable               empower                 energize
 ...
Leadership is the energetic process of
   getting people fully and willingly
 committed to a new and sustainable
 course o...
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Distributed Leadership

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Presentation which covers many of the points in the work I just published ("Developing Leaders in a Global Landscape") in Linkage's "Best Practices in Leadership Development Handbook". All rights reserved - please no re-publication without permission.

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Distributed Leadership

  1. 1. distributed leadership mickyates www.leader-values.com May 2009
  2. 2. heroic leadership … page 2
  3. 3. page 3 • leadership is more than management • leaders have a rock-solid value system which is congruent with their followers • leaders are interdependent with followers • leaders always accelerate change • leaders make the complicated simple • leaders are story tellers • leadership is a process – not an event page 3
  4. 4. page 4
  5. 5. ENERGIZE Individual Success EMPOWER Training & Rewards ENABLE Processes & Structures ENVISION Values & Culture Commun- Tactics Mission Strategies Measures icate & Tools & Goals & Changes & Correct page 5
  6. 6. team trust ENERGIZE Individual Success EMPOWER Training & Rewards ENABLE Processes & Structures ENVISION Values & Culture Commun- personal Tactics Mission Strategies Measures icate & Tools & Goals & Changes & Correct courage page 6
  7. 7. page 7 4E’s leadership 4E’s of leadership • envision: values-driven setting of goals and strategies • enable: identification of appropriate tools, technologies, organization and people • empower: creation of trust and interdependence between leaders and follower • energize: personal leadership motor to drive the entire system page 7
  8. 8. page 8
  9. 9. GENGHIS KHAN ENVISION to stop the Mongol tribes fighting, & to preserve their nomadic lifestyle. to live off the land. realize their longstanding dream of “conquering the worldquot;. ENABLE the compound bow & short stirrup. the “Yasaquot; legal code. merit based army units of 10, 1000, 10000. peacetime “pony express”. EMPOWER Genghis trusted locals running conquered cities. he promoted on merit. he was generous, very loyal, & very frank. ENERGIZE he personified strong & clear Mongol values. Genghis always led from the front. he was charismatic. either surrender & maintain your way of life, or be slaughtered…. page 9
  10. 10. EGLANTYNE JEBB ENVISION make a lasting change for all children, via modern management, finance & “self help”. the rights of the child. global. ENABLE modern management techniques. clear operational principles. organization. UK branch structure. permanent save the children fund. EMPOWER empowered children. empowered save’s workers. empowered all religious groups. decentralized structure with common values. ENERGIZE charismatic. universalist. dealt with issues. hard working / practical. advocacy & selling. page 10
  11. 11. ENVISION ENABLE EMPOWER quot;THE COLLECTIVE quot;THE COLLECTIVE WHATquot; HOWquot; ENERGIZE quot;THE INDIVIDUAL WHYquot; page 11
  12. 12. page 12
  13. 13. page 13
  14. 14. distributed leadership page 14
  15. 15. teamwork beats hierarchy page 15
  16. 16. working across boundaries page 16
  17. 17. leadership is an emergent property of a network of interacting individuals page 17
  18. 18. distributed leadership is built on common tasks and shared values page 18
  19. 19. loose-tight innovation page 19
  20. 20. page 20
  21. 21. page 21
  22. 22. page 22
  23. 23. networks of trust page 23
  24. 24. page 24
  25. 25. New York Times, 2006 page 25
  26. 26. page 26
  27. 27. strong links - with family, work teams etc. weak links - critical to finding new knowledge page 27
  28. 28. 1. Purpose effective Networks have a clear business / organizational purposewhich must be pre- defined outputs must be both useful and measurable page 28
  29. 29. 2. Member identity skills, knowledge, motivations, proble ms, geographic location, time linkages, goals and beliefs demands data based understanding and communication page 29
  30. 30. ACommunity of Practice is not a club - it has identity defined by a shared domain of interest and a shared competence Members engage in joint activities and share information; relationships emerge to enable learning and creation of new knowledge Members are practitioners - they develop a shared repertoire of resources, experiences, tools, and ways of addressing problems after Etienne Wenger page 30
  31. 31. 3. Actionability something new and innovative actually happens as a result of the Network’s existence … … a corollary is that links in the Network must have practical value in real interactions page 31
  32. 32. 4. Searchability to answer real world questions informational … best Thai restaurants? intellectual… learn from research? … better sales results? actionable relational … team works better? judgmental… decide right actions? … balance risks? contextual page 32
  33. 33. 5. Network trustworthiness depends on - identity of individuals and their authority - the actionability of their links page 33
  34. 34. strategic choices page 34
  35. 35. page 35
  36. 36. page 36
  37. 37. page 37
  38. 38. page 38
  39. 39. leading globally page 39
  40. 40. distributed leadership envision enable empower energize “action learning” common values roles & training & common purpose responsibilities development minimum layering integrate paradoxes decision processes delegation of authority knowledge sharing success models reward innovation encourage change networks of innovation local innovation technology collective purpose searchability communities of actionability member identities excellence global / local common systems integrated goal setting communication knowledge common work- feedback systems facilitate “walk the talk” customer culture understanding technology impact page 40
  41. 41. loose-tight innovation envision enable empower energize “action learning” common values roles & training & common purpose responsibilities development minimum layering integrate paradoxes decision processes delegation of authority knowledge sharing success models reward innovation encourage change networks of innovation local innovation technology collective purpose searchability communities of actionability member identities excellence global / local common systems integrated goal setting communication knowledge common work- feedback systems facilitate “walk the talk” customer culture understanding technology impact page 41
  42. 42. networks of trust envision enable empower energize “action learning” common values roles & training & common purpose responsibilities development minimum layering integrate paradoxes decision processes delegation of authority knowledge sharing success models reward innovation encourage change networks of innovation local innovation technology collective purpose searchability communities of actionability member identities excellence global / local common systems integrated goal setting communication knowledge common work- feedback systems facilitate “walk the talk” customer culture understanding technology impact page 42
  43. 43. strategic choices envision enable empower energize “action learning” common values roles & training & common purpose responsibilities development minimum layering integrate paradoxes decision processes delegation of authority knowledge sharing success models reward innovation encourage change networks of innovation local innovation technology collective purpose searchability communities of actionability member identities excellence global / local common systems integrated goal setting communication knowledge common work- feedback systems facilitate “walk the talk” customer culture understanding OGSM technology impact page 43
  44. 44. leading a global enterprise envision enable empower energize “action learning” common values roles & training & common purpose responsibilities development minimum layering integrate paradoxes decision processes delegation of authority knowledge sharing success models reward innovation encourage change networks of innovation local innovation technology collective purpose searchability communities of actionability member identities excellence global / local common systems integrated goal setting communication knowledge common work- feedback systems facilitate “walk the talk” customer culture understanding technology impact page 44
  45. 45. Leadership is the energetic process of getting people fully and willingly committed to a new and sustainable course of action, to meet commonly agreed objectives whilst having commonly held values page 45

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