CCL Points of View on Leadership Development Through the Lens of Relational Leadership featuring Chuck Palus, CCL Senior Fellow. This is a special session for new CCL coaches and associates in Europe, Middle East and Africa. The topics include Dialogue, DAC Model, Relational Leadership, Lessons of Experience, ACS Model, Leadership Culture and Vertical Development.
Streaming recording link at https://ccl.webex.com/ccl/lsr.php?RCID=2ccc9bea43e943ff869ade36d413a2d1
4. Chat
As you study the image, enter the following in the chat box
to All Participants:
ā¢ The number of the image.
ā¢ What does this image say about shared direction,
mutual alignment, and personal commitment ā any or
all of these?
Reflect
How do you define the word leadership?
Choose an image that says or represents something
important about how you define leadership.
16. Chat
As you study the image, enter the following in the chat box
to All Participants:
ā¢ The number of the image.
ā¢ What does this image say about shared direction,
mutual alignment, and personal commitment ā any or
all of these?
Reflect
How do you define the word leadership?
Choose an image that says or represents something
important about how you define leadership.
21. Whether or not you
are a formal
leader, you are
most probably
engaged in the
process of
leadership.
22. *āGroupā refers to any type of collective, e.g., a team, an organization, a work group, or a community.
Leadership is a social process that enables
individuals to work together as a cohesive
group* to produce collective results.
The leadership process is effective when it
generates three crucial outcomes:
Direction
Alignment
Commitment
34. Relational leadership ontology (āsociologyā)
Leadership is an emergent property of relations (Denis,
Langley & Sergi, 2012).
Leadership is a relational process of shared sense-
making and meaning-making (Bill Drath, The Deep Blue
Sea, 2001).
Individual leadership ontology (āpsychologyā)
In its simplest form leadership is a tripodāa
leader or leaders, followers, and a common goal they
want to achieve. (Warren Bennis, 2007).
35. Leadership: the production of direction, alignment, and commitment among
people with shared work.
Leaders: the individuals actively creating or guiding the production of
direction, alignment, and commitment.
Leadership practices: the actions and routines intentionally deployed in the
organization (or in certain subgroups) to create the leadership outcomes of
shared direction, alignment, and commitment.
Leadership beliefs: the taken-for-granted assumptions, beliefs, and values
widely shared in the organization (or in certain subgroups) that determine
and justify the leadership practices.
Leadership culture: the mutually reinforcing web of these leadership beliefs
and practices, as they are held, tested, and evolved over time in an
organization or other community.
Followers: participants in the leadership culture, though with different roles
that vary dramatically depending on the type of culture.
āChanging Our Minds About Leadershipā
40. ļ£2012 Center for Creative Leadership. All rights reserved.
Lessons of Experience
The LOE research program is guided by one question:
What are the processes by which executives learn,
grow, and change over the course of their careers?
The assumption underlying this question is that leadership is
learned.
41. Lessons
Shifts in ā¦.
Experiences
Memorable events that
influence a personās approach to
leading & managing
Knowledge
Skill Level
Attitudes
Behavior
Values
Lessons of Experience
42. ļ£2012 Center for Creative Leadership. All rights reserved.
70-20-10
Coursework
and Training
Developmental
Relationships
Challenging
Assignments
20 1070
What weāve learned about learningā¦
46. ļ£2012 Center for Creative Leadership. All rights reserved.
Horizontal
move
TurnaroundBosses &
superiors
New
Initiative
Increased
job scope
The Basic Five
47. ļ£2012 Center for Creative Leadership. All rights reserved.
The Plus Twoās
Personal
Experiences
Stakeholder
Engagements
Ethical
Dilemmas
Mistakes Crossing
Cultures
Crises
48.
49. āSuccess and Derailmentā research was also part of this major
project. Derailment refers to the phenomenon of managers getting
off track in their expected career progression through demotion or
hitting a plateau. Through this research, we were able to
understand what contributes to derailment and to help managers
learn to avoid it. A study of the reasons for derailment in Europe
was conducted later.
Derailment
50. ā¢ We can help leaders grow by
creating experiences for them
to stretch, fail, and learn.
ā¢ We can grow leaders quicker
by helping them learn faster.
www.leadingeffectively.com/leadership-explorer/about-experience-explorer
55. Leadership: the production of direction, alignment, and commitment among
people with shared work.
Leaders: the individuals actively creating or guiding the production of
direction, alignment, and commitment.
Leadership practices: the actions and routines intentionally deployed in the
organization (or in certain subgroups) to create the leadership outcomes of
shared direction, alignment, and commitment.
Leadership beliefs: the taken-for-granted assumptions, beliefs, and values
widely shared in the organization (or in certain subgroups) that determine
and justify the leadership practices.
Leadership culture: the mutually reinforcing web of these leadership beliefs
and practices, as they are held, tested, and evolved over time in an
organization or other community.
Followers: participants in the leadership culture, though with different roles
that vary dramatically depending on the type of culture.
āChanging Our Minds About Leadershipā
56. The Evolution of Leadership Cultures
Leadership is a
collective activity
Leadership emerges out of
individual expertise and heroic action
People in authority
are responsible for leadership
Palus, C.J. McGuire, J.B., & Ernst, C. (2012). Developing interdependent leadership. In The Handbook for Teaching
Leadership: Knowing, Doing, and Being. Snook, S., Nohria, N. & Khurana, R. (Eds.). Sage Publications with the
Harvard Business School. Chapter 28, 467-492.
57.
58.
59.
60. Contact:
David Magellan Horth
Chuck Palus
Lyndon Rego
Leadership Metaphor Explorerā¢ at
www.leadingeffectively.com/leadership-explorer/category/metaphor/
63. Vertical Development:
The evolution of minds and cultures
in an interdependent world
Charles J. (Chuck) Palus PhD
CCL Senior Fellow
06 December 2016
71. Developmental movement from one stage to the next
is often driven by limitations in the current stage.
ā¢ People are frustrated by situations, dilemmas, or challenges
in their lives.
ā¢ It causes them to experience the limits of their current way
of thinking.
ā¢ It is in an area of their life that they care about deeply.
ā¢ There is sufficient support that enables them to persist in the
face of the anxiety and conflict.
Drivers of Vertical Development
74. Reflect:
When in your life did you first see yourself as an adult.
Or, when did others first see you as an adult.
Choose:
Three cards --
One card that captures something about how you
thought and acted when you first became an adult.
One for how you think and act now.
One about possibilities for your future self.
75.
76. Reflect:
What is happening in your life right now that might
influence your further development?
Choose:
One card --
that captures something about this reflection.
77.
78. Transformationsā¢
is
a tool for discerning key patterns in your
life, individually and together in groups,
organizations, and communities.
79.
80. Transformationsā¢
is
Two sets of cards and a Userās Guide:
1. Life Logics (84 cards)
2. Catalysts (50 cards)
An interactive tool for exploring life
journeys:
From? ļ Here! ļ to There?!
82. Seven Transformations (Action Logics)
of Adulthood: Growing āUpā
Rooke, D., & Torbert, W. R. (2005, April). Seven transformations of leadership. Harvard
Business Review, 66ā77.
Alchemical ā Integrates material, spiritual, and societal transformations
Transforming ā Generates organizational and personal transformations
Redefining ā Reframes complex problems in unique ways
Achiever ā Driven by personal and team achievement
Expert ā Focuses on logic and expertise
Diplomat ā Wants to belong and fit in
Opportunist ā Wins for self in any way possible
85. āLeaps in evolution usually occur in a manner of ātranscending and
including,ā not by wiping out what came before.
For instance, the evolution to the developmental level of a single-
cell organism did not wipe out molecules, but included them into a
greater order of complexity.
Rational thought did not eliminate emotion, but included it into a
greater developmental level of consciousness.
Industrial societies did not wipe out agriculture, but transcended
agriculture into greater levels of efficiency and prosperity.
If weāre going to truly evolve, we do so by including and integrating
what came before into something greater, not by wiping it out.ā
--Mark Manson, markmanson.net/ken-wilber
Transcend & Include
88. Leadership is a
collective activity
Leadership
emerges out of
individual
expertise and
heroic action
People in
authority
are responsible
for leadership
Alchemical
Transforming
Redefining
Achiever
Expert
Diplomat
Opportunist
Cultural
Beliefs
Individual
Action Logics+
89. From: William R. Torbert. Listening into the Dark: An Essay Testing the Validity and Efficacy of
Collaborative Developmental Action Inquiry for Describing and Encouraging Transformations of Self,
Society, and Scientific Inquiry.
INTEGRAL REVIEW, June 2013, Vol. 9, No. 2. 264-299.
90.
91.
92.
93. āCollaborative Developmental Action Inquiry (CDAI) (Torbert, 1976, 1991;
Torbert & Associates, 2004; Torbert & Livne-Tarandach, 2009) is a meta
paradigm of scientific inquiry that integrates first-person, adult spiritual inquiry
and consciousness development in the emerging present with second-person,
transformational, mutuality-seeking political action inquiry over a lifetime, and
third-person, inter-generational, objectivity-seeking social scientific inquiry and
its effects. In other words ā¦ ā William R. Torbert
Listening into the Dark: An Essay Testing the Validity and
Efficacy of Collaborative Developmental Action Inquiry for
Describing and Encouraging Transformations of Self, Society,
and Scientific Inquiry.
INTEGRAL REVIEW, June 2013, Vol. 9, No. 2. 264-299.
94. Reading List: Vertical Development / Transformation
http://cop.ccl.org/connected/connect/foundational-bibliography-
on-relational-leadership-at-ccl/
Cook-Greuter, Susanne (2013). Nine Levels Of Increasing Embrace In Ego
Development: A Full-Spectrum Theory Of Vertical Growth And Meaning Making.
Kegan, Robert. (1994). In over our heads: The demands of modern life. Cambridge,
MA: Harvard University Press.
McCauley, C. D., Drath, W. H., Palus, C. J., OāConnor, P. M., & Baker, B. A.
(2006). The use of constructive-developmental theory to advance the understanding
of leadership. The Leadership Quarterly, 17(6), 634-653.
McGuire, J., Palus, C. J., & Torbert, W. R. (2007). Toward interdependent organizing
and researching. Handbook of collaborative management research, 123-142.
Palus, C. J., & Drath, W. H. (1995). Evolving Leaders. A Model for Promoting
Leadership Development in Programs. Center for Creative Leadership.
Palus, C. J., Harrison, S., & Prasad, J. (2015). Developing relational leadership in
Africa. In K. G. Schuyler (Ed.), Creative Social Change:Leadership for a Healthy
World. International Leadership Association.