3 Leadership Frameworks are presented (Leadership Styles; Authentic Leadership; and Cynefin) with applications on to 4 different leaders bearing in mind coaching within the 3 domains of leadership (the challenge leaders need to tackle; the context leaders operate in; and what the leaders bring into the equation). Youtube presentation: http://www.youtube.com/watch?v=r-NI5jyzX7U This was my assignment in my Leadership and Organisational Coaching module.

1. GCM252 Presentation: Leadership Frameworks
Review
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2. John Mariotti, executive and author
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3. Management
• set of well-known processes. e.g.
planning, budgeting, structuring
jobs, staffing jobs, measuring
performance and problem-solving
• help an organization to predictably
do what it knows how to do well
• produce products and services
you have promised, of consistent
quality, on budget, day after day,
week after week.
• management is crucial — but it's
not leadership.
Leadership
• not about attributes, it's about behavior
• taking an organization into the future,
finding opportunities that are coming
at it faster and faster and successfully
exploiting those opportunities
• about vision, about people buying in,
about empowerment and, most of all,
about producing useful change
• in an ever-faster-moving world,
leadership is needed from more and
more people, no matter where they
are in a hierarchy
So... what is Leadership?
how about Management?
Notion of a few extraordinary people at the top can provide
all the leadership needed today is ridiculous; a recipe for
failure. Organizations need to be reliable and efficient AND
to jump into the right future at an accelerated pace, no
matter the size of the changes required to make that happen
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HBR Jan 2013: Management Is (Still) Not Leadership (Dr. John P. Kotter is the Konosuke Matsushita Professor
of Leadership, Emeritus at Harvard Business School and the Chief Innovation Officer at Kotter International)
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4. Recognising how critical leadership is, today I
will...
Cynefin
Authentic
Leadership
Leadership
Styles
Coaching
Practice
The WHAT HOW it will looked
like in application
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5. Leadership Styles
When to use A framework for new leaders to learn and use
Purpose Shorten time to autonomy
Strengths Purposeful development for leaders through a personal learning agenda
Focus Build an engaging team climate which in turn will affects performance
Elements 6 styles
• Directive: HOW things should be done
• Pace-Setting: Demonstrate HOW things are to be done – putting things right quickly
• Visionary: WHAT, HOW & WHY
• Affiliative: Creating harmony
• Democratic: Sharing decisions & responsibility
• Coaching: Building long term capabilities
Be Mindful • 2 are demotivating when used as a longer-term styles: Directive & Pace-
Setting
• 4 Engaging styles: Affiliative; Visionary; Democratic & Coaching

6. Authentic Leadership
When to use When tackling rapidly changing demands of a complex environment
Purpose Create “reflective awareness” to enable effective leadership
Strengths Increased self-awareness leads to more conscious choices on most effective
leadership position to adopt in a particular context
Focus Understand possible unconscious dynamics that limit a leader’s ability to
change
Elements 3 styles
• Defiant Leadership: Self-focused, fail to draw best out of others
• Compliant Leadership: Other-focused, lack individuality and creativity
• Authentic Leadership: Character strengths and organisational goals are creatively
aligned
Be Mindful • Authenticity is not a final fixed state
• Continuous cycle of awareness and learning: to be aware when to become
defiant or compliant

7. Cynefin
When to use When common leadership approaches fail even when logic indicates they
should prevail
Purpose Broaden the traditional approach to leadership and decision making
Strengths Suggestions on how to lead and make appropriate decisions at a time of
increasing uncertainty
Focus Allow leaders to see things from new viewpoints, assimilate complex concepts,
and address real-world problems and opportunities
Elements 4 Contexts:
• Simple: Cause and effect obvious, repeatable and predictable; Best practice = Sense-
Categorise-Respond
• Complicated: Cause and effect discoverable and separated over time and space; Good
practice = Sense-Analyse-Respond
• Complex: Cause and effect coherent in retrospect and do not repeat; Emergent practice =
Probe-Sense-Respond
• Chaos: No cause and effect; Novel practice = Act-Sense-Respond
Be Mindful • Complex environment of the current business world, leaders will be called
upon more to act against their instinct (thinking and acting differently from the
past) – this may not be easy but is essential

8. Coaching implications
3 Domains of Leadership
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9. HOW will it looked like in application
Mu was recently promoted into her first leadership role. As an
individual contributor, her strengths were working collaboratively
within and across teams, timely delivery, quality work, confident in
her work space and is seen as an expert
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Most appropriate leadership framework to coach Mu: Leadership
styles
 Awareness on appropriate leadership styles
 Building her leadership capabilities: learning and un-learning
 Creating her learning agenda and journey of discoveries: Who
she wants to be; Who is she right now; What does she want to
learn? How can she experiment and practice; and Who can
she trust to help her
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10. HOW will it looked like in application
Epsilon has been a leader for a few years. She requested
coaching as she was finding it difficult to manage and solve a
deteriorating work relationship. She felt ‘abandoned’ by her
supervisor who she claimed is not supporting her in solving her
work dilemma. She cannot relate to the improvement feedback
she received – “this is not me”.
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Most appropriate leadership framework to coach Epsilon:
Authentic Leadership
 Enhance self-awareness: understand self and those around
her, and the impact of her leadership approach
 Explore where she is on the defiant-authenticity-compliant
continuum through Narrative competence: how she tells her
story and the story itself
 Utilise the ACE tool (Action-Cognition-Emotion) and the Spiral
Development of Leadership: Healthy defiant (Differentiation),
Healthy compliant (Assimilation) and Integration (Authenticity)
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11. HOW will it looked like in application
Alpha (from Western Europe) worked for 30+ years in the oil and
gas industry and this is his first time in a joint venture company –
new corporate environment
The company is subjected to intense scrutiny by the joint venture
partners – challenging corporate environment
The company is located in an ex-Soviet Union countries – new
culture
External business climate is fluid and driven by various ministries,
sometimes with conflicting priorities e.g. the need to bring in more
foreign workers to delivery the project (of interest the National Oil
Company) yet approval for additional work visas may not be
forthcoming (role of immigration department to challenge
companies to do more development for national staff before
granting visas) – bureaucratic and political business environment
Alpha works long hours trying to deliver his daily work and finds it
hard to prioritise with the constant change requests and
requirements – most are outside of his control
He feels overwhelmed and ineffective by the whole experience.
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12. HOW will it looked like in application
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Most appropriate leadership framework to coach Alpha: Cynefin
 The framework will provide an insight to what Alpha can do:
addressing his sense of ineffectiveness
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13. HOW will it looked like in application
Kappa worked for 20+ years in the oil and gas industry and in the
last 10+ years in commercial venture governance roles. He has a
collaborative working style and has had numerous leadership
roles. His leadership challenges are:
1. Bilateral working relations with the Technical committee, where
he is seen as the ‘commercial’ guy: he is finding it hard to work
collaboratively, and to put his point across
2. Coach to his team members: he has never had a situation
where his team is very in-experience. He recognise the
development agenda is key for successful delivery of
departmental targets
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14. HOW will it looked like in application
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Most appropriate leadership framework to coach Kappa: a hybrid
of Authentic Leadership and Leadership styles
1. Authentic Leadership: healthy defiance (differentiation),
healthy compliance (assimilation), integration (authenticity)
and the ACE tool can facilitate Kappa in planning alternative
strategies based on a more authentic way of relating to the
technical experts.
2. Leadership Styles: enable Kappa to access the developmental
situation in his team and adopt the appropriate approach and
be mindful of long-term demotivating styles. Additionally using
GROW complimented by the Solution-Focused approach can
further enhance the developmental conversation.
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15. Coaching implications
3 Domains of Leadership
Awareness of
Derailers
Learning
Journey
Coachee’s vs.
Organisation’s
expectations
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Solution-
Focused
Coaching
Conscious
Choices
..... .....
One Size Does
Not Fit All