distributed leadership
mickyates
www.leader-values.com
May 2009

heroic leadership …
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• 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
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ENERGIZE
Individual
Success
EMPOWER
Training
&
Rewards
ENABLE
Processes
&
Structures
ENVISION
Values &
Culture
Commun-
Tactics
Mission Strategies
Measures icate
& Tools
& Goals & Changes
& Correct
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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
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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
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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 world\".
ENABLE
the compound bow & short stirrup. the
“Yasa\" 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

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.
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ENVISION ENABLE EMPOWER
\"THE COLLECTIVE \"THE COLLECTIVE
WHAT\" HOW\"
ENERGIZE
\"THE INDIVIDUAL
WHY\"
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distributed leadership
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teamwork beats
hierarchy
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working across
boundaries
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leadership is an emergent property
of a network of interacting
individuals
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distributed leadership is built on common tasks and
shared values
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loose-tight innovation
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networks of trust
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New York Times, 2006
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strong links
- with family, work teams etc.
weak links
- critical to finding new
knowledge
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1. Purpose
effective Networks have a clear
business / organizational
purposewhich must be pre-
defined
outputs must be both useful and
measurable
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2. Member identity
skills, knowledge, motivations, proble
ms, geographic location, time
linkages, goals and beliefs
demands data based understanding
and communication
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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
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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
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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
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5. Network trustworthiness
depends on
- identity of individuals and their
authority
- the actionability of their links
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strategic choices
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leading globally
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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

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

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

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
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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
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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
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