Management, Executive and Leadership Development Processes and Programs vary tremendously. This presentation provides a general framework for designing development that incorporates leadership theory, adult learning, and organizational objectives. The approach encourages the incorporation of multiple perspectives. An underlying idea is that effective leadership fosters effective organizations.

1. Strategies and Tactics
DEVELOPING PURPOSEFUL
LEADERSHIP

2. Leadership Theories and Models each
Explain a Part of the Leadership
Process . . .
PURPOSEFUL LEADERSHIP
PROCESS
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3. Outcomes,
Results,
Influence,
Changes
Personality,
Traits,
Attributes
Capacities,
Capabilities
Behavior,
Styles
Followers
Task/
Situation
Features
Social and
Ethical
Context
RESEARCH APPROACHES TO
LEADERSHIP
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4. Purposeful Leadership Categorizes Leadership
into Five Perspectives
A. Leader Activities/Behaviors
B. Stakeholder Factors
C. Situational Factors
D. Future / Change Focus
E. Context for Leadership
LEADERSHIP RESEARCH
REFRAMED
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5. Purposeful Leadership Sequences These Five
Perspectives in a Process
1. Understanding Leadership Context (Conditions/Constraints)
2. Focusing on the Future (Envisioning /Driving Change)
3. Managing Situational Factors (Organizational Levers)
4. Influencing Stakeholders (Motivating and Supporting)
5. Communicating and Direct Action (Leader Activities)
MANY ASPECTS OF LEADERSHIP ARE
CAPTURED IN THESE PERSPECTIVES
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6. Understand Context and Constraints
Focus on Desired Future State
Manage Organizational Levers
Employ Stakeholder
Levers
Use Leader
Activities
PURPOSEFUL LEADERSHIP
PROCESS
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7. Leadership Development
Should Focus on
Competencies Needed for
Each Aspect of Purposeful Leadership
PURPOSEFUL LEADERSHIP
CATEGORIZES THE SKILL SETS
NEEDED TO LEAD
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8. 1. What provides the
context for and
constrains the
actions
of the enterprise?
Analyzing
present
circumstances
and
capabilities
2. What is the best
way for the
enterprise to survive
and thrive into the
future?
Envisioning
and planning a
viable future
3. What elements of
the enterprise can
leverage changes
in the desired
direction?
Identifying
formal,
enterprise
processes that
produce
change
4. What stakeholder
characteristics must
be considered to
positively effect
change?
Pinpointing
stakeholders’
role in
effecting
change
5. What activities are
effective for bringing
about desired
changes?
Focusing on
activities that
support the
anticipated
future
PURPOSEFUL LEADERSHIP
DEVELOPMENT FOCUSES ON FIVE
AREAS
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9. As the Scope of Leadership Widens,
Leadership Development must also Broaden
its Focus…
THE WIDER SCOPE LEADERSHIP
IMPLIES LARGER PURPOSES AND
GREATER SKILL REQUIREMENTS
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10. Individual Leadership
Team Leadership
Organization Leadership
Network Leadership
Communal Leadership
WIDENING SCOPE AND IMPACT
OF LEADERSHIP
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11. Communal Leadership: Government, or
the Larger Society
Network Leadership: Partner,
Alliance or Boundary-Crossing
Entities
Organization Leadership: Business,
Enterprise or Multi-Group Systems
Team Leadership:
Departments, Functions or
Groups
Individual Leadership:
Proactive Self or Personal
Management
AS LEADERS’ ROLES EXPAND,
REQUIRED SKILLS SETS ALSO GROW
P U R P O S E F U L L E A D E R S H I P W O R K S H O P - F R A N K P A P O T T O - E M P O W E R I N G E F F E C T I V E N E S S

12. Leadership Challenges Evolve Because
Leaders’ Activities and Shifting Conditions
Cause Changes in the Context
PURPOSEFUL LEADERSHIP
ADDRESSES CHANGE
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13. Revised
Context
(New) Desired
Future
Organizational
Levers
Stakeholder
Levers
Leadership
Activities
PURPOSEFUL LEADERSHIP IS A
DYNAMIC PROCESS
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Shifting
Conditions

14. A Structured Approach to Leadership
Makes the Requirements for Leaders
and Leadership Clear and Manageable.
A SEQUENCED PROCESS ENABLES
PURPOSEFUL ACTION
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15. Measuring Leadership Development
Should be a Priority for the Entire
Enterprise Because of the Impact
Leadership Can and Should Have . . .
MEASURE LEADERSHIP
DEVELOPMENT FROM RELEVANT
STANDPOINTS
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16. Business
Managers
Program
Managers
Process and
Outcome
Metrics
Program
Participants
DEFINE ACCOUNTABILITY
METRICS BASED ON ROLES
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17. Those With a Stake in Leadership
Development Each Have Specific Needs
and Goals for Leadership Development,
So Metrics Can be Developed for or by
them . . . .
CAPTURE PROCESS AND OUTCOMES
OF LEADERSHIP DEVELOPMENT
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18. Process Measures Outcome Measures
Enterprise
Managers
Necessary
Competence
Trained?
Useable /
Accessible?
Accepted /
Often Used ?
Individual
Performance
Improved?
Organization
Performance
Improved?
Program
Managers
Needs
Identified
Correctly?
Design
Addresses
Needs?
Program
Reflects
Design?
Program
Effectively
Delivered?
Program
Objectives
Met?
Program
Participants
Personally
Relevant?
Suited
Learning
Style?
Material /
Content
Quality?
Activities
Engaging?
Useful /
Helpful?
SAMPLE ACCOUNTABILITY
METRICS
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19. To be Effective Leadership Development
Methods Must be Varied and Customized:
Content, Methods, Settings, and Leaders
(Audience) Matter . . .
MULTIPLE TACTICS ARE NEEDED
FOR EFFECTIVE DEVELOPMENT
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20. 70% Experience
Self-Directed,
Informal
Job-
Assignment
Focused
20% Exposure
Practice
Based,
Examples
Feedback,
Support of
Others
10% Education
Technology, Classroom-
Based
Formal, Structured, ILD
FOLLOW THE 70-20-10 RULE TO GET
THE RIGHT MIX OF METHODS
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21. Self or
Other
Directed
Experience
or
Education
Structured
or Open-
Ended
Personal or
Technical
Focus
CONSIDER IMPORTANT WAYS
DEVELOPMENT METHODS VARY
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22. At a Minimum Leadership Development
Must Fully Engage Participants . . .
CHOOSE METHODS TO MAXIMIZE
BENEFITS TO ALL
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23. Job
Assignments
Peer
Networks
Coaching
Team /Sims/
Action
Learning
Mentoring
Conceptual
/ Formal
Training
Reflection /
Planning
Assessment
/Feedback
Capstone
Experiences
Blended
Delivery
SELECT SOUND, VARIED,
TAILORED METHODS
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24. In Addition to Engaging Participants,
Leadership Development Should Meet
Other Important Requirements . . .
CONSIDER OTHER INTERESTED
PARTIES IN LEADERSHIP
DEVELOPMENT
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25. Engaging, Meaningful & Relevant
Balanced & Complete
Organizationally Applicable
Cost Effective
High Quality & Refined
PURPOSEFUL DESIGN
REQUIREMENTS
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26. These Requirements Make it Clear That
Leadership Development is About
More Than Leaders, It’s About the
Entire Enterprise . . .
PLACE THE PURPOSE OF
LEADERSHIP IN PERSPECTIVE
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27. • Motivating for ParticipantsEngaging, Meaningful &
Relevant
• Captures Scope and FocusBalanced & Complete
• Supports Enterprise ObjectivesOrganizationally
Applicable
• Benefits Outweigh CostsCost Effective
• Best and Latest LearningHigh Quality & Refined
PURPOSEFUL DESIGN
REQUIREMENTS
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28. Purposeful Leadership Development
Incorporates a Deep Understanding of
Leadership, Thorough Knowledge of
Individual and Organization Needs, and
Appropriate Application of Training and
Learning Principles . . .
BENEFIT FROM PURPOSEFUL
LEADERSHIP DEVELOPMENT
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29. Leadership Scope
• Individual Leadership
• Team Leadership
• Organization Leadership
• Network Leadership
• Communal Leadership
Define Accountability
• Enterprise Managers
• Program Managers
• Participating Managers
General Requirements
• Balanced /Complete
• Relevant / Engaging
• Applicable
• Cost Effective
• High Quality / Refined
Process Focus
• Context and Constraints
• Desired Future
• Organizational Levers
• Stakeholder Influence
• Leadership Activities
Development Methods
• Experience or Education
• Self or Other-Directed
• Structured or Open-Ended
• Personal or Technical
THE PURPOSEFUL LEADERSHIP
DESIGN MODEL
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30. Learn More About Developing Purposeful Leadership
 Explore How the Scope and Focus of Leadership Effects Purpose
 Move Beyond the Generic to an Approach Tailored to Your Needs
Find Out How Purposeful Leadership Supports Organizational Effectiveness
 Facilitate Organizational Adaptation— Build Greater Agility
 Go Beyond Employee Engagement: Stakeholder Engagement
 Uncover Opportunities to Build Alignment Across the Enterprise
 Focus Efforts and Processes: Generate Great Execution
Frank Papotto’s Consulting Practice is
Empowering Effectiveness
Contact Frank at 404-932-3638
And See How You Can Be Empowered
WANT MORE?
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