Organizational Developmental Diagnostic Model - One Aspect of Good Leadership

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  • A little background – I began our last assignment with the research question “Do I have what it takes to be a good leader.” so the next question was, what does it take to be a good leader? I began to research leadership – thinking I’d find the normal qualities like decisiveness, assertiveness, etc. Instead, I found something I hadn’t expected. So, I decided to do my diagnostic model based on my findings – incorporating the “be creative” and “have a hook” instructions from Dr. O’Neil.  So, here we go!
  • A little background – I began our last assignment with the research question “Do I have what it takes to be a good leader.” so the next question was, what does it take to be a good leader? I began to research leadership – thinking I’d find the normal qualities like decisiveness, assertiveness, etc. Instead, I found something I hadn’t expected. So, I decided to do my diagnostic model based on my findings – incorporating the “be creative” and “have a hook” instructions from Dr. O’Neil.  So, here we go!
  • My model is dubbed the “King of the Forest.” The lion wanted to be the “King of the Forest” but was too scared. It wasn’t until he was given a Badge of Courage that he felt he could behave courageous enough to achieve that goal. My model is designed to diagnose courage in leadership in an organization. But, before we can understand the model, we have to define courage.
  • Webster refers to courage as a “mental or moral strength”. Churchill and Aristotle refer to courage as a human quality or virtue. But what does that mean when talking about leadership? How does a leader exhibit courage?
  • Here’s how Dickerson perceives courage. It is a behavior based on a perceived risk. So, let’s apply it to our King of the Forest example and see the cowardly lion in action.
  • Is the lion really cowardly when knowing he’s taking an extreme risk entering the castle? Or his he just being prudent or smart? In the movie, he does actually enter the castle – so is he behaving courageously?
  • The study in the Journal of Positive Psychology couldn’t come up with one definition, but did suggest that courage is a behavior at one given time – not a long-term trait (or quality or virtue) that is stable across all situations.
  • For the KOF model, courage is defined as a behavior despite a perceived risk. Behaviors used to define good leadership are also used to define courageous leadership. I have taken those commonalities and grouped them into four categories – which I have used as elements in the KOF model.
  • Perform/behave this way even if there is a perceived risk. If you think about it, the four major elements are exhibited in the Wizard of Oz. They definitely developed a sense of community. The Lion, Tinman and Scarecrow were self-aware – each acknowledging their faults. Dorothy definitely was understanding and connected with her followers. And they all, of course, had a mission – to get to Emerald City. Within each major element are sub-elements. And finally there are sub-elements that overlap the major elements. You will notice that community seems to have the most in common with the other major elements.
  • Are behaviors defined in the KOF elements exhibited despite perceived risk?
  • Organizational Developmental Diagnostic Model - One Aspect of Good Leadership

    1. 1. ORGD604 Diagnostic ModelSherri Orwick OgdenApril 22, 2009<br />
    2. 2. Diagnostic Model<br />“King of the Forest”<br />
    3. 3. “King of the Forest” (KOF) Courage in Leadership Model<br /><ul><li>Purpose – to determine level of courageous leadership behavior
    4. 4. Open System – behavior of leaders is affected by external factors
    5. 5. Worldview – behavior of leaders is affected by their past experiences and perspectives</li></li></ul><li>Definition of Courage<br /><ul><li>“mental or moral strength to venture, persevere, and withstand danger, fear, or difficulty” (Merriam-Webster Online, 2009)
    6. 6. courage is the “first of the human qualities” (Winston Churchill) and Aristotle referred to courage as the first virtue. (Treasurer, 2009)</li></li></ul><li>Definition of Courage<br /> “Courage is what it takes to overcome fear. Fear is an emotion appropriate to perceived risk. Thus to exhibit courage one must both perceive a risk and proceed in spite of it. Suppose a child has fallen through the ice on a lake and could be saved if reached. A person who walks out on the ice believing it to be very thick requires no courage because he perceives no risk, even though others may think him courageous. A person who correctly perceives that the ice is thin and stays off it likewise exhibits no courage; rather we call his action prudent or cowardly, depending on whether or not the ice is, in fact, too thin for safety. Courage is required only of a person who proceeds to rescue the child in full knowledge that the ice is thin.” (Dickerson – CTO of Infoworld Media Group, 2004)<br />
    7. 7. KOF Courage in Leadership<br />
    8. 8. Courage – Difficult to Define<br />Implicit Theories of Courage<br />(Christopher, Clarke, Lindsay, & Sternberg, 2007)<br /><ul><li>study how courage is perceived through various lenses
    9. 9. 29 descriptions or definitions
    10. 10. no consensus on one definition.
    11. 11. Behavior as opposed to personality trait</li></ul>“Courage may be better understood as an exceptional response to specific external conditions or circumstances than as an attribute, disposition, or character trait (generally acknowledged as long-term and stable across situations) which appears to be the intent of many definitions and descriptions of courage. Perhaps researchers are on firmer ground when they label someone as ‘‘courageous’’ based on their actions in a given situation.”<br />
    12. 12. KOF Model<br /><ul><li>Courage is a behavior despite a perceived risk
    13. 13. Important - commonality of behaviors in leadership and courageous leadership
    14. 14. Four major courageous behaviors (elements)</li></li></ul><li>Focus/Mission<br />Self-Awareness<br />Connect with Followers<br />Confidence<br />Expectations<br />Accountability<br />Diversity<br />Seek Support<br />Trust<br />Not about you<br />Sense of Humor<br />Integrity<br />Passion<br />Growth<br />Development<br />Lead by Example<br />Know fear<br />Acknowledgement<br />Encouragement<br />Care<br />Community<br />KOF Model<br />
    15. 15. Application of KOF Model<br /><ul><li>Survey leaders to determine beliefs/leadership styles and level of KOF elements (perceived risk/behavior)
    16. 16. Survey followers to determine beliefs/leadership styles and level of KOF behavior
    17. 17. Analyze results and identify discrepancies
    18. 18. Interview individuals not in leadership roles
    19. 19. Who are really perceived as being leaders in the organization? Why?
    20. 20. What KOF elements are/are not being implemented despite the risk involved?
    21. 21. Interview leaders
    22. 22. What are the barriers to KOF elements?
    23. 23. External factors? Internal factors?
    24. 24. Worldviews/perceptions?
    25. 25. Observe</li></li></ul><li>Conclusion<br /><ul><li>Courage is a behaviordespiteaperceived risk at a given moment
    26. 26. Survey and then talk and observe – who are the leaders?
    27. 27. Look for behaviors in the four key elements
    28. 28. Are leaders playing it safe or being courageous? </li></ul>Safe keeps you where you are, but it may not get you where you want to go. <br />And remember….<br />Kings may have “courage,” but good leaders behave courageously<br />

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