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Rethinking Leadership: Strategic Leadership and the New World
John Pisapia, Professor Leadership Studies, Florida Atlantic University
Presented at Hacettepe University, Faculty of Economics and Administrative Sciences
Ankara, Turkey September 9, 2009
www.thestrategicleader.org
04/10/23 Pisapia, J. (2009) The Strategic Leader. 2
THE POWER OF THE CURVETHE POWER OF THE CURVE
The Postmodern Condition
Curve 1
Curve 2
The Postmodern Condition
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Curve 2
The Postmodern Condition
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Curve 2
The Postmodern Condition
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The Postmodern Condition
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The Postmodern Condition
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The Postmodern Condition
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The Post Modern
ConditionCurve 1
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The Strategic Questions
• What Has to Happen Here?
» Simple Vision = 180• What is Precious and What is Expendable?
» Break costly Traditions -
• How can we Make it Happen?» Connect with people!
• How do we Keep Making it Happen?» Measurement pushes you to action
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Pisapia, J. (2009) The Strategic Leader.
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The Lessons of the Curve
The legacy models of leadership [command and control] do not work under conditions of disruptive change and globalization. What Works are
Practicing from analytic and integrative mindsets,
Using a multi-dimensional set of leader actions.
Connecting their organizations to current major environmental themes associated with success,
Connecting with the minds and spirit of followers
04/10/23 Pisapia, J. (2009) The Strategic Leader. 5
The Strategic Leadership Framework
Leadership and Strategic LeadershipLeaders are people who, singularly or
with others, establish direction and then mobilize people, capture resources, and create an adaptive learning culture to move toward it.
Strategic leadership is the ability to make and implement CONSEQUENTIAL DECISIONS about: ENDS, ACTIONS and TACTICS to
keep their organization/team positioned in its environment.
Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 6
We Need Strategic Leaders at every level of the organization who can work in a strategic way; which means creating and executing an actionable strategy.04/10/23
The Strategic Leadership Framework
Basic Assumption
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The Strategic Leadership Framework
The Strategic Leader’s Wheel
The takeaway is that strategic leaders use two protocols to drive learning and performance: strategic thinking and strategic execution.
New habits are grounded in a holistic learning process described as the Leader’s Wheel
TRANSFORMING
E T I CAL
POLITICAL
MANAGING
Agility & Artistry
Anticipating
ArticulatingAligning
Assuring
804/10/23 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
The Strategic Leadership Framework
The Role of the Core Competencies
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Leader.
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The Strategic Thinking Protocol Core Competency
Agility : Basic premises:
Agility of the mind is the core competency that drives the Strategic Thinking protocol.
Mindset is the way you think about things. It “drives every aspect of our lives, from work to sports, from relationships to parenting.” (Dweck, 2006)
SYSTEMS THINKING
AGILITY
REFLECTING
REFRAMING
The Strategic Leadership Framework
The Driver of The Strategic Thinking Protocol
10Pisapia, J. (2009) The Strategic Leader.04/10/23
Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 1104/10/23
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Leader. Charlotte, NC: IAP
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0
10
20
30
40
50
60
70
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REFL REFR SYS T STR T
Benchmark
Less Succ
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Pisapia, Reyes-Guerra & Yasin, 2006Pang & Pisapia, 2006 N=900
Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
Agility of the Mind
Strategic Thinking Questionaire (STQ) Findings
Agility of the MindSTQ Findings Cont’d
• There is a cumulative impact when the skills are used in Tandem.
• The younger you are the less you use these skills. • Skill use improves with age, experience, and
education. • Strategic thinking skills and self directed learning
are related. • The Good News is: These skills can be taught and
learned. 04/10/23 15Pisapia, J. (2009) The Strategic Leader.
SYSTEMS THINKING
AGILITY
ANTICIPATING
ARTICULATIN
G Statement of Intent
REFLECTING
REFRAMING
The Strategic Leadership Framework
The Strategic Thinking Protocol
The Takeaway - A shared statement of intent forms a psychological contract with followers and guides the organization’s actions.
16Pisapia, J. (2009) The Strategic Leader.04/10/23
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Strategic Intent begins the Journey to High performance
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The Strategic Execution Protocol Core Competency
Artistry: Basic Premises:
Artistry is the core competency that drives the Strategic Execution process.
Artistry is the ability to apply an integrated set of leader actions that enable leaders to adapt their actions to different circumstances and conditions.
TRANSFORMING
Eth I c A l
POLITICAL
MANAGING
Strategic Leader Actions
Leadership
Bartering
Bridging
Bonding
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Pisapia, J. (2009) The Strategic Leader.
BondingARTISTRY
GNING
Bridging
Bartering
Transforming
Managing
The Strategic Leadership Framework
The Driver of the Strategic Execution Protocol
04/10/23 20Pisapia, J. (2009) The Strategic Leader.
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Strategic Leadership Questionnaire (SLQ) Findings
School Principals, College Deans, and Hospital Managers who were able to use all five actions were more effective than those who were not able to use all actions, (Reyes-Guerra, 2009; Yasin, 2006,
UĞurluoĞlu & Çelik, 2009) Mandated policies and programs were not
effectively implemented when leaders did not use management authority in tandem with the other 4 actions.Free choice policies and programs were
effectively implemented with Transforming, Bonding, Bartering, and Bridging actions.
Transforming, Bartering and Bonding actions were associated with more cohesive culture in schools. (Urdegar, 2007; Reyes-Guerra, 2009)
As the leader felt the complexity of the context increasing they used more Political and Transforming actions (UĞurluoĞlu & Çelİk, 2009)
SLQ appears free of gender bias; but influenced by education level, disciplines studied and tenure in position. (Reyes-Guerra, 2009) -
Strategic Leadership Questionnaire (SLQ) Findings Cont’d
04/10/23 22Pisapia, J. (2009) The Strategic Leader.
BondingARTISTRY
ALIGNING
ASSURING
HIGH PERFORMANCEBridging
Bartering
Transforming
Managing
The Strategic Leadership Framework
The Strategic Execution Protocol
04/10/23 23Pisapia, J. (2009) The Strategic Leader.
The Takeaway - Leaders use the habits of Artistry, Aligning, and Assuring to build a high performing organization. 23
04/10/23 Pisapia, J. (2009) The Strategic Leader. 24
The Strategic Leadership Framework Leader Structural Tactics
The Strategic Leadership Framework
The Strategic Leader Skill SetLeader Thinking Skills
Systems ThinkingReflectingReframing
Leader Design TacticsMinimum SpecificationsOrganizational FitnessGenerative ConversationsChunking Change
Leader ActionsManaging/Transforming
Bonding, Bridging, Bartering
Leader Structural TacticsClear Concrete TargetTrack Performance
Teach Organization’s
Point of View Make Learning a Priority
EmpowerRecruit and Select for
Organization and Culture FitTie Rewards to Results,
Individual Growth, Contribution
04/10/23 25Pisapia, J. (2009) The Strategic Leader.
Selected Books and Articles• Strategic Leadership
Pisapia, J. (2009). The strategic leader. Charlotte: Information Age Publishers.
Pisapia, J. (2006). A new direction for leadership. (Education Policy Studies Series No. 61). Hong Kong: The Faculty of Education and the Hong Kong Institute of Educational Research. (Monograph) – cited in Scopus
Pisapia, J. (2006). Mastering change in a globalized world. In P. Singh, J. Bhatnagar, & A. Bhandarker (Eds). Future of work: Mastering change. Chapter 19, pp. 303-327. New Delhi: Excel Books. IBSN: 81-7446-302-2.
Strategic ThinkingPisapia, J., Pang, N.S.K., Hee, T. H. Lin, Ying, & Morris, J.D. (2009). A comparison of the use of strategic thinking skills of aspiring school leaders in Hong Kong, Malaysia, Shanghai, and the United States: An exploratory study. International Journal of Educational Studies. 2(2), 48-58. http://ccsenet.org/journal/index.php/ies/article/viewFile/1682/1627
Zsiga, P. (2008). Leader effectiveness from self-directed learning and strategic thinking International Journal of Human Resources Development and Management 2008 - Vol. 8, No.4 pp. 306 - 317
Pang, S. K. & Pisapia, J. (2007). The Strategic thinking capabilities of school leaders in Hong Kong. Presented at the Annual Conference of the American Education Research Association, Chicago, Il.
Pisapia, J., Reyes-Guerra, D. & Yasin, M. (2006) Strategic Thinking and Leader Success Presented at the Annual Meeting of the International Conference on Advances in Management, Lisbon Portugal, July 19-22, 2006.
Pisapia, J., Reyes-Guerra, D., & Coukos-Semmel, E. (2005). Developing a Strategic Mindset: Constructing the Measures. Leadership Review, Spring 2005, Vol. 5, pp. 41-68 - cited in Scopus http://www.leadershipreview.org/2005spring/article2_spring_2005.asp
Pisapia, J., Coukos-Semmel, E., and Reyes-Guerra, D. (2004). Assessing the cognitive processes of leaders: Do effective leaders think differently than less effective leaders? In A. Lazaridou (Ed.), Contemporary issues on educational administration and policy (Chapter 9, pp 147-170). Athens, Greece: Athens Institute for Education and Research. ISBN: 960-88331-2-4.
Strategic Execution Ugurluglu, U., (2009). The use of strategic leader actions by hospital managers in Turkey. Unpublished dissertation. Hacettepe University,
• Ugurluglu, U., Celik, Y. , & Pisapia, J. (under review). Assessment of strategic leader actions of hospital managers in Turkey. Journal of Health Management. Reyes-Guerra, D. (2009). The relationship of strategic leader actions and normative structures. Unpublished dissertation. Florida Atlantic University.Yasin, M. (2006). The use of strategic leadership actions by Deans in Malaysian and American public universities. Unpublished dissertation. Florida Atlantic University.
04/10/23 26Pisapia, J. (2009) The Strategic Leader.
04/10/23 Pisapia, J. (2009) The Strategic Leader. 27
Need More Information?
http://www.TheStrategicLeader.org
Pisapia, J. (2009). The strategic leader. Charlotte: Information Age Publications. http://www.infoagepub.com/products/The-Strategic-Leader