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Distributed Leadership
Distributed Leadership
Distributed Leadership
Distributed Leadership
Distributed Leadership
Distributed Leadership
Distributed Leadership
Distributed Leadership
Distributed Leadership
Distributed Leadership
Distributed Leadership
Distributed Leadership
Distributed Leadership
Distributed Leadership
Distributed Leadership
Distributed Leadership
Distributed Leadership
Distributed Leadership
Distributed Leadership
Distributed Leadership
Distributed Leadership
Distributed Leadership
Distributed Leadership
Distributed Leadership
Distributed Leadership
Distributed Leadership
Distributed Leadership
Distributed Leadership
Distributed Leadership
Distributed Leadership
Distributed Leadership
Distributed Leadership
Distributed Leadership
Distributed Leadership
Distributed Leadership
Distributed Leadership
Distributed Leadership
Distributed Leadership
Distributed Leadership
Distributed Leadership
Distributed Leadership
Distributed Leadership
Distributed Leadership
Distributed Leadership
Distributed Leadership
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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 …

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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  • 1. distributed leadership mickyates www.leader-values.com May 2009
  • 2. heroic leadership … page 2
  • 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. page 4
  • 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. 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. 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. page 8
  • 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. 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. ENVISION ENABLE EMPOWER quot;THE COLLECTIVE quot;THE COLLECTIVE WHATquot; HOWquot; ENERGIZE quot;THE INDIVIDUAL WHYquot; page 11
  • 12. page 12
  • 13. page 13
  • 14. distributed leadership page 14
  • 15. teamwork beats hierarchy page 15
  • 16. working across boundaries page 16
  • 17. leadership is an emergent property of a network of interacting individuals page 17
  • 18. distributed leadership is built on common tasks and shared values page 18
  • 19. loose-tight innovation page 19
  • 20. page 20
  • 21. page 21
  • 22. page 22
  • 23. networks of trust page 23
  • 24. page 24
  • 25. New York Times, 2006 page 25
  • 26. page 26
  • 27. strong links - with family, work teams etc. weak links - critical to finding new knowledge page 27
  • 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. 2. Member identity skills, knowledge, motivations, proble ms, geographic location, time linkages, goals and beliefs demands data based understanding and communication page 29
  • 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. 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. 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. 5. Network trustworthiness depends on - identity of individuals and their authority - the actionability of their links page 33
  • 34. strategic choices page 34
  • 35. page 35
  • 36. page 36
  • 37. page 37
  • 38. page 38
  • 39. leading globally page 39
  • 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. 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. 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. 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. 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. 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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