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

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. • 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. 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. 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. Thought forum contributors agree:
Networks are how collective leadership happens.
http://insights.ccl.org/wp-content/uploads/2015/04/networksHowCollective.pdf

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. Will Developing Network Leadership …
…require new
approaches to
how we
develop
leadership?

8. We Need A New Kind of Leadership
Source: June Holley

9. The Learning Sweet Spot
Leadership
Development
Network
Development
Network
Leadership

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. Network Design and Delivery Principles
Relational
Peer
Driven
Learning
By Doing
Openness
Sharing
Power

12. A Network Approach to Leadership Programming
Strategic Recruitment
Program Delivery Strategies
Program Content/Curriculum
Network Engagement
Network Supports & Structures

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. Linking leadership
and networks
The R. F. Wagner Graduate School of Public
Service
14

15. 15
 Complexity
 Uncertainty
 Interdependence
 Diversity
 Participation
and purpose
 Paradox

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. http://wagner.nyu.edu/news/newsStory/bridging-individual-
and-collective-dimensions-leadership

18. Leadership and networks, networks
and leadership…
Leadership as a network of
interconnected relationships
Networks as types of organizations
that require collective leadership

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
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. ©2015 Center for Creative Leadership. All rights reserved.
Center for Creative Leadership
Using Networks to Understand Leadership and
Enhance Leadership Development

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. ©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. ©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. ©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. ©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. ©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. ©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. Questions?
Please submit your questions into the “Questions” section in the
GoToMeeting Menu.

30. Thank You
We will keep you all informed on our next session