Leadership as a Design Problem

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Leadership is the ongoing process of defining a shared goal or purpose and inducing others to pursue it. There are many approaches to achieving this, and in this short talk we will review and compare a number of leadership styles, including Lean Leadership. We will also discuss how leaders gain, keep and lose credibility with their followers – Leadership Capital. Given your specific circumstances, this talk will help you understand some of the real-world trade-offs involved in customizing your leadership style. The content of this talk is based on the Lean Systems Framework and LSI’s decade-long experience with adapting Lean to knowledge work.

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Leadership as a Design Problem

  1. 1. Leadership as a
 Design Problem Frode L. Odegard
 
 @odegard 
 
 May 6, 2014
 
 Lean Kanban North America 2014
 San Francisco, California Copyright © 2014, Lean Systems Institute. All rights reserved. Lean Systems Institute
  2. 2. WHY ARE WE HERE ?
  3. 3. BUILD
 BEAUTIFUL ORGANIZATIONS
  4. 4. CLARITY
 FEARLESS CREATIVITY SMOOTH COLLABORATION
 IMPACTFUL INNOVATION
 HELP PEOPLE GROW
 OUTPACE THE COMPETITION
  5. 5. http://www.leansystemsinstitute.com/LSF LEAN
 SYSTEMS
 FRAMEWORK
  6. 6. LEADERSHIP
  7. 7. DEFINITION
  8. 8. Edwin Locke:! ! PROCESS OF
 INDUCING OTHERS
 TO PURSUE
 A COMMON
 GOAL/VISION
  9. 9. Uninspiring vision Poor storytelling Employee-vision mismatch Erosion in leadership capital Failing to engage people
  10. 10. 0 20 40 60 80 India North America AU & NZ South America GCC Europe China Blessing White Employee Engagement Report 2013
  11. 11. Executive Manager Employee
  12. 12. Executive Manager Employee no hair left gained 20 kg
  13. 13. Executive Manager Employee no hair left gained 20 kg Coach
  14. 14. HOW DO WE LEAD?
  15. 15. LEADERSHIP STYLES
  16. 16. Command and Control Charismatic Leadership Quiet Leadership Visionary Leadership Servant Leadership Participative Leadership Transformational Leadership Lean Leadership
  17. 17. ?
  18. 18. MODELS + METHODS = RESULTS
  19. 19. None Very low Low Modestly Negative Neutral Modestly
 Positive High Very high Total Knowledge rights Decision rights Evidence-driven Integration Organizational change Individual growth Domain experience Charisma Adaptability Normative LSF Leadership Style Model. Copyright © 2014, Lean Systems Institute. All rights reserved.
  20. 20. What does your leadership style look like?
  21. 21. None Very low Low Modestly Negative Neutral Modestly
 Positive High Very high Total Knowledge rights Decision rights Evidence-driven Integration Organizational change Individual growth Domain experience Charisma Adaptability Normative LSF Leadership Style Model. Copyright © 2014, Lean Systems Institute. All rights reserved. Command and Control Leadership
  22. 22. None Very low Low Modestly Negative Neutral Modestly
 Positive High Very high Total Knowledge rights Decision rights Evidence-driven Integration Organizational change Individual growth Domain experience Charisma Adaptability Normative LSF Leadership Style Model. Copyright © 2014, Lean Systems Institute. All rights reserved. Charismatic Leadership
  23. 23. None Very low Low Modestly Negative Neutral Modestly
 Positive High Very high Total Knowledge rights Decision rights Evidence-driven Integration Organizational change Individual growth Domain experience Charisma Adaptability Normative LSF Leadership Style Model. Copyright © 2014, Lean Systems Institute. All rights reserved. Quiet Leadership
  24. 24. None Very low Low Modestly Negative Neutral Modestly
 Positive High Very high Total Knowledge rights Decision rights Evidence-driven Integration Organizational change Individual growth Domain experience Charisma Adaptability Normative LSF Leadership Style Model. Copyright © 2014, Lean Systems Institute. All rights reserved. Visionary Leadership
  25. 25. None Very low Low Modestly Negative Neutral Modestly
 Positive High Very high Total Knowledge rights Decision rights Evidence-driven Integration Organizational change Individual growth Domain experience Charisma Adaptability Normative LSF Leadership Style Model. Copyright © 2014, Lean Systems Institute. All rights reserved. Servant Leadership
  26. 26. None Very low Low Modestly Negative Neutral Modestly
 Positive High Very high Total Knowledge rights Decision rights Evidence-driven Integration Organizational change Individual growth Domain experience Charisma Adaptability Normative LSF Leadership Style Model. Copyright © 2014, Lean Systems Institute. All rights reserved. Participative Leadership
  27. 27. None Very low Low Modestly Negative Neutral Modestly
 Positive High Very high Total Knowledge rights Decision rights Evidence-driven Integration Organizational change Individual growth Domain experience Charisma Adaptability Normative LSF Leadership Style Model. Copyright © 2014, Lean Systems Institute. All rights reserved. Transformational Leadership
  28. 28. None Very low Low Modestly Negative Neutral Modestly
 Positive High Very high Total Knowledge rights Decision rights Evidence-driven Integration Organizational change Individual growth Domain experience Charisma Adaptability Normative LSF Leadership Style Model. Copyright © 2014, Lean Systems Institute. All rights reserved. Lean Leadership
  29. 29. -4 -3 -2 -1 0 1 2 3 4 Know ledge rightsD ecision rightsEvidence-drivenIntegration O rganizationalchange Individualgrow th D om ain experienceC harism a Adaptability N orm ative Lean LSF Leadership Style Model. Copyright © 2014, Lean Systems Institute. All rights reserved.
  30. 30. -4 -3 -2 -1 0 1 2 3 4 Know ledge rightsD ecision rightsEvidence-drivenIntegration O rganizationalchange Individualgrow th D om ain experienceC harism a Adaptability N orm ative Lean Typical LSF Leadership Style Model. Copyright © 2014, Lean Systems Institute. All rights reserved.
  31. 31. What is your boss like?
  32. 32. What is a typical leadership style in your organization?
  33. 33. What constraints will you face if you want to change your style?
  34. 34. LEADERSHIP EFFECTIVENESS
  35. 35. LEADER Vision Leadership
 Capital +/- Character +/- Com petence Activity Outcomes Induces Generating +/- Willingness to follow +/- Engagement
  36. 36. Leadership
 Kaizen
  37. 37. Observe Reflect Review
 Goals Identify
 Problems Develop
 Solutions Action
  38. 38. -4 -3 -2 -1 0 1 2 3 4 Know ledge rightsD ecision rightsEvidence-drivenIntegration O rganizationalchange Individualgrow th D om ain experienceC harism a Adaptability N orm ative Lean LSF Leadership Style Model. Copyright © 2014, Lean Systems Institute. All rights reserved.
  39. 39. -4 -3 -2 -1 0 1 2 3 4 Know ledge rightsD ecision rightsEvidence-drivenIntegration O rganizationalchange Individualgrow th D om ain experienceC harism a Adaptability N orm ative Lean Jim LSF Leadership Style Model. Copyright © 2014, Lean Systems Institute. All rights reserved.
  40. 40. -4 -3 -2 -1 0 1 2 3 4 Know ledge rightsD ecision rightsEvidence-drivenIntegration O rganizationalchange Individualgrow th D om ain experienceC harism a Adaptability N orm ative Lean Jim Jim w/coaching LSF Leadership Style Model. Copyright © 2014, Lean Systems Institute. All rights reserved.
  41. 41. What you can do
  42. 42. 360º Insight Negotiate Destination Do Kaizen Track Progress

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