Strategic Leadership Model

12,848 views

Published on

ca. May 2006, DLS-C Leadership workshop

Published in: Business, Technology
  • Be the first to comment

Strategic Leadership Model

  1. 1. What does it take to be a good leader?
  2. 2. Adapted from A.A. Vicere 1992 Orientation to Change Innovation Adaptation Reaction Prophet Crusader/Barbarian Explorer/Builder The Strategic Leadership Model Administrator Bureaucrat Aristocrat Time/Life Cycle Stage Emergence Growth Maturity Decline Decay
  3. 3. Emergence DLS-C 2006 Low Middle High The Strategic Leadership Model/Service Life-Cycle Model Revenues Time/Life Cycle Stage Decay Growth Maturity Extension Decline Saturation
  4. 4. Emergence DLS-C 2006 Orientation to Change Innovation Adaptation Reaction Prophet Crusader/Barbarian Explorer/Builder The Strategic Leadership Model/Service Life-Cycle Model Administrator Bureaucrat Aristocrat Revenues Time/Life Cycle Stage Decay Growth Maturity Extension Decline Saturation
  5. 5. Emergence DLS-C 2006 Orientation to Change Innovation Adaptation Reaction Prophet Crusader/Barbarian Explorer/Builder The Strategic Leadership Model/Service Life-Cycle Model Administrator Bureaucrat Aristocrat Time/Life Cycle Stage ? Revenues Growth Maturity Saturation Extension
  6. 6. Dichotomy of Leadership   I II   Theorists Frederick W. Taylor Elton Mayo Perspective Objectivist Humanist Domain Science Art Dominant Brain Lobe Left Right Gender-Association Male Feminine Learning style Linear Intuitive Geometry Euclidean Fractal Personalities A B Theory X Y Period Modern Post-modern
  7. 7. Example: McGregor, 1960 <ul><li>People view work as being natural as play and rest </li></ul><ul><li>They will exercise self-direction and control towards achieving goals they are committed too </li></ul><ul><li>They learn to accept and seek responsibility </li></ul>Theory X Theory Y <ul><li>People inherently dislike work </li></ul><ul><li>They must be coerced or controlled to do work to achieve goals </li></ul><ul><li>They prefer to be directed </li></ul>
  8. 8. Some observations <ul><li>We live in a post post-modern world. </li></ul><ul><li>Where the world is flat (Thomas Friedman). </li></ul><ul><li>Indeed the only thing that is constant is rapid change. </li></ul><ul><li>A more balanced approach to leadership is required. </li></ul><ul><li>Continuous innovation is key. </li></ul>
  9. 9. According to Gartner, Inc. (May 15, 2006) <ul><li>Information Technology “is creating an unstoppable whirlwind of change that will bring about a level of transformation in people's personal lives, within the enterprise , and within society that is possibly greater than at any time since the industrial revolution.” </li></ul>
  10. 10. 4 Trends (as of May 15, 2006) <ul><li>Commoditization and Consumerization (shift in balance of power between consumer and business) </li></ul><ul><li>Virtualization and Tera-Architectures (pooling resources) </li></ul><ul><li>Software Delivery Models and Development Styles (simpler/shorter product life cycles) </li></ul><ul><li>Community and Collaboration (youth at the forefront of social networks, e.g. friendster) </li></ul>
  11. 11. 8 Intelligences of Balanced Leadership <ul><li>Creative/Expressive Intelligence - fostering generative growth, creativity and innovation, </li></ul><ul><li>Perceptual Intelligence - sensing the emergent needs in your organization, </li></ul><ul><li>Emotional Intelligence - a resilience and responsiveness, informed by emotions, to meet challenges in a powerful way, </li></ul><ul><li>Pathfinding Intelligence - bringing individual and organisational action into alignment with a larger sense of purpose (Mike Bell, 2001) </li></ul>
  12. 12. 8 Intelligences of Balanced Leadership (cont.) <ul><li>Sustaining Intelligence - supporting, maintaining and balancing organisational health, structures and new initiatives, </li></ul><ul><li>Predictive Intelligence - discerning patterns and trends of coming cycles, </li></ul><ul><li>Decisive Intelligence - awakening the simple clarity of right action, </li></ul><ul><li>Energia Intelligence - perceiving what is needed to arouse vitality and integrity within the organisation. </li></ul>
  13. 13. Innovation is as much a matter of will power as imagination. - Winston Churchill

×