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Network Leadership Webinar Series: A Collaboration Between LLC, CCL, and NYU Wagner School of Public Service

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June 4, 2015 | 11am-12pm Pacific

Session Description:
We are launching a webinar series to provide a space for practitioners and researchers in both the leadership and network development areas to connect and learn from each other. Often these groups are not connected and we want to build awareness and even collaboration across the research – practice divide. We will focus on the intersection of leadership and network development. After clarifying the various ways in which leadership and networks intersect, we will consider the following questions: what does it mean for people in networks who see the need to be more intentional about developing leadership, and what does it mean for leadership development practitioners to design and deliver programs that better equip their participants to effectively utilize network strategies and tools.
This first webinar will start to explore the intersection between leadership and networks, and introduce a relational perspective of leadership. The three partnering organizations will discuss concrete examples and ideas from their work, and then participants will have a chance to ask questions.

Register for this first webinar with The Center for Creative Leadership, NYU/Wagner, and The Leadership Learning Community

Published in: Education

Network Leadership Webinar Series: A Collaboration Between LLC, CCL, and NYU Wagner School of Public Service

  1. 1. Chuck Palus CCL Kristin Cullen CCL Sonia Ospina, NYU Wagner Deborah Meehan LLC Network Leadership Webinar Series A Collaboration Between the Center for Creative Leadership, NYU/Wagner, and the Leadership Learning Community June 4, 2015 | Session 1
  2. 2. • Welcome / Polling Questions • Introducing Our Webinar Series On Network Leadership (Chuck Palus) • A Taste From Each Of The Sponsors: Please submit your questions in the “Questions” box along the way. • Leadership Learning Community (Deborah Meehan) • New York University, Wagner Graduate School of Public Service (Sonia Ospina) • Center for Creative Leadership (Kristin Cullen) • Conversation Based On Your Questions / Input For Future Topics • What’s Next? Agenda
  3. 3. Research A network perspective on collective leadership and leadership development. Practice Teaching A leadership perspective on network development. This Webinar Series explores how these key perspectives can inform each other for greater impact in an increasingly networked world:
  4. 4. CCL in collaboration with the University of Cincinnati hosted the Thought Forum on Network Leadership and Leadership Networks, a two-day event (June 2-4, 2014) with 30 leading scholars working at the intersection of collective leadership and network science.
  5. 5. Thought forum contributors agree: Networks are how collective leadership happens. http://insights.ccl.org/wp-content/uploads/2015/04/networksHowCollective.pdf
  6. 6. LLC anticipates the future and is a dynamic catalyst capable of creating a link from today’s issues in leadership development to tomorrow’s solutions. -Donna Stark, The Annie E. Casey Foundation Network Research Application Leadership Learning Community promoting leadership that is inclusive, networked, and collective
  7. 7. Will Developing Network Leadership … …require new approaches to how we develop leadership?
  8. 8. We Need A New Kind of Leadership Source: June Holley
  9. 9. The Learning Sweet Spot Leadership Development Network Development Network Leadership
  10. 10. 2% 9% 89% Litlte/none relevancy Some relevancy Relevancy/high relevancy What is the relevance of developing network competency for your program? n=44 Developing Network Leadership 10 9% 30% 60% Not sure Yes No Does your program have curriculum to develop network competency?
  11. 11. Network Design and Delivery Principles Relational Peer Driven Learning By Doing Openness Sharing Power
  12. 12. A Network Approach to Leadership Programming Strategic Recruitment Program Delivery Strategies Program Content/Curriculum Network Engagement Network Supports & Structures
  13. 13. Network Strategy Competencies/Content Relational • Relational Leadership Model • Weaving/Connecting • Listening • Group Processes • Self-Reflection • Collaboration Peer Driven • Peer Assist Methodology • Peer Coaching Models • Self-Organizing Strategies • Digital Collaboration Platforms • SNA as an Organizing Tool • Virtual Engagement Tools Learning and Innovation • Action Learning Methodology • Design Thinking • Listening to the Margins • Dashboards on Network Health • Data Share Platforms Power and Equity • Structural Racism Framework • Racial Impact Tools • Inclusive Leadership Models • Courageous Conversations • Systems Thinking
  14. 14. Linking leadership and networks The R. F. Wagner Graduate School of Public Service 14
  15. 15. 15  Complexity  Uncertainty  Interdependence  Diversity  Participation and purpose  Paradox
  16. 16. Evolution of leadership scholarship: From heroic to post-heroic From traditional leader-centric models (Industrial model) To relational system-centric models (post-industrial model)
  17. 17. http://wagner.nyu.edu/news/newsStory/bridging-individual- and-collective-dimensions-leadership
  18. 18. Leadership and networks, networks and leadership… Leadership as a network of interconnected relationships Networks as types of organizations that require collective leadership
  19. 19. In what ways do communities trying to make social change engage in the work of leadership? 19 Leadership practices • Reframing discourse • Bridging difference • Unleashing human energies
  20. 20. 20 Leadership of networks • Collaborative leadership • Distributed leadership • Architectural leadership Leadership of networks is about governing whole networks: • Addressing the unity- diversity paradox: • Bridging work • Framing work • Capacitating work
  21. 21. ©2015 Center for Creative Leadership. All rights reserved. Center for Creative Leadership Using Networks to Understand Leadership and Enhance Leadership Development
  22. 22. ©2015 Center for Creative Leadership. All rights reserved.© 2015 Center for Creative Leadership. All rights reserved. Levels of Impact To advance the understanding, practice and development of leadership for the benefit of society worldwide.
  23. 23. ©2015 Center for Creative Leadership. All rights reserved. Leadership Networks Networking Strategies Ego’s Behavior and Political Skill Leveraging Networks in Org Change and Development Individual Group/Intergroup Organizational Societal Building Networks to Spur Community Change Thriving/Energy Networks Boundary Spanning Utilizing Networks in Evaluation of Development Agile Team Networks Formal Structure, Networks, and Culture for Innovation .... . Leadership & Networks Community of Scholars and Practitioners. Individual Focus: • How can we improve individuals’ network perspective? • How can we help people develop effective networks and succeed in key network roles? Group/Intergroup Focus: • What types of internal and external network connections do teams need to be effective? • How do we build strong cross- boundary leadership connections? Organizational focus: • What network characteristics facilitate innovation, change, and culture transformation? Societal focus: • What are the characteristics of leadership networks in effectiveness of inter- organization networks, community coalitions, social movements CCL Networks Research Agenda
  24. 24. ©2015 Center for Creative Leadership. All rights reserved.© 2015 Center for Creative Leadership. All rights reserved. Integrating Networks into Leadership Development Developing Shaping Co-creating Network-based Leadership Development Cullen, K., Maupin, C., Carter, D., & DeChurch, L. (working paper). A framework for advancing the network-based leadership development: Implications for Research and Practice. Expanding the capacity of a collective create direction, alignment, and commitment. Leadership Development Expanding a person’s capacity to be effective in leadership roles and processes. Leader Development
  25. 25. ©2015 Center for Creative Leadership. All rights reserved. Example: Interdisciplinary R&D Division • Team-based organization rethinking drug development • Culture rewards learning, innovation, teamwork “Are we truly a networked organization?” “What barriers are getting in our way? Network analysis can be used to check connectivity across important boundaries.
  26. 26. ©2015 Center for Creative Leadership. All rights reserved. Feb 2012 87% within floor communication Question: How frequently do you communicate with each of the following associates? Response: Daily or More February 2012 Integrating Networks and Boundary Spanning Leadership Development
  27. 27. ©2015 Center for Creative Leadership. All rights reserved. Feb 2012 June 2012 August 2103 February 2012 June 2012 August 2013 Introduced idea of Spanning Boundaries Moved All Employees to the Same Floor “It feels more like a company instead of different floors.” “The network data provided the support we needed to make the move.” Intensive Boundary Spanning Development Work Integrating Networks and Boundary Spanning Leadership Development
  28. 28. ©2015 Center for Creative Leadership. All rights reserved. 1. Re-conceptualized leadership which expanded opportunities for career development 2. Built network awareness and perspective 3. Provided data needed to breakdown physical barriers to collaboration 4. Demonstrated a commitment to maintaining a collaborative culture by checking on the network 5. Enhanced peer groups and encouraged cross-team collaboration 6. Started emphasizing boundary spanning activities 7. Instituted networking seminar as part of leadership series 8. Started asking about network building activities in interviews Impact
  29. 29. Questions? Please submit your questions into the “Questions” section in the GoToMeeting Menu.
  30. 30. Thank You We will keep you all informed on our next session

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