Strategic Leadership: Introduction
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EDA 7931 – Seminar in Executive LeadershipAn Introduction
Learning to Lead Organizations and Teams
04/10/23Pisapia, J. (2009). The Strategic
Leader. Charlotte, NC: IAP2
The Context of the Course
The Context of the Course
Supervisors, Managers and Executives• Lowest layer focuses on accomplishment of concrete tasks. Leadership at
this level is “direct” face-to-face – direct assignment of tasks and motivation of effort toward task accomplishment. Live within a culture. Time horizons are short. Greater need for technical and interpersonal skills.
• Middle layer removed from those involved with task accomplishment. Work involves facilitating task accomplishment at the direct level. Focuses on managing interdependencies, resourcing, coordination of efforts over time. Live within a culture. Time horizons are relatively short. Greater need for conceptual and interpersonal skills.
• Top layer removed from managing interdependencies and focused on providing a sense of understanding and purpose to the activities of organization, building consensus, tapping resources from outside the organization, and reducing uncertainty to enable unity of effort to emerge. Add greatest value by resource allocation. Create culture. Time horizons are longer. Greater need for abstract, integrative thinking skills is essential
The Evolution of Leader ActionsThe Evolution of Leader Actions
Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 404/10/23
THE LEADERSHIP PROCESS
Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 5
Leader Actions
Leaders Followers
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04/10/23Pisapia, J. (2009). The Strategic
Leader. Charlotte, NC: IAP6
Leadership
Management
Two Factor Leadership Actions
Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 7
ErrorLeaders have a limited set of actions to use!
04/10/23
Task
Relationships
Transformational
Transactional
1959-1978 1978 - 1995
Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
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Managers Leaders Produce Order and
Consistency Plan / Organize
o Establish agendaso Set time tableso Provide structureo Establish rules and
procedures Allocate resources
o Make job placements Focus on Procedures
Produce Change and Movement Establish Direction
o Create a visiono Clarify big pictureo Set strategies
Align People and Structureso Communicate goalso Seek commitmento Build teams and coalitions
Focus on Results
Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
904/10/23
Bottom Line:
Managers
Produce a Degree of Stability, Order, and Short term Results
Leaders Produce Change, New
Products, New Approaches, and Long
term Competitive Results
Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
1004/10/23
Why do we need to Lead Differently?
The Lesson of the CurveThe Lesson of the Curve
Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 11
The Postmodern Condition
Curve 1
Curve 2
The Postmodern Condition
Curve 1
Curve 2
The Postmodern Condition
Curve 1
Curve 2
The Postmodern Condition
Curve 1
Curve 2
The Postmodern Condition
Curve 1
Curve 2
The Postmodern Condition
Curve 1
Curve 2
The Postmodern Condition
Curve 1
Curve 2
The Post Modern
ConditionCurve 1
Curve 2
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Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
1907
1917
1927
WHAT KIND OF CHANGE IS THIS?
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Frame Breaking Change
The Pyramids of Strategic ChangeThe Pyramids of Strategic Change
Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
13
Frame Sustaining Change
Why do Leaders Fail?
The Lessons of the CurveThe old maps do not work! Disruptive change and globalization are
challenging the legitimacy of legacy command and control models of leadership. These conditions reward leaders who:
Practice from analytic and integrative mindsets,
Use a multi-dimensional set of leader actions.
Connect their organizations to current major environmental themes associated with success,
Connect with the minds and spirit of followers,
The takeaway is that new leadership maps are forming.
04/10/23Pisapia, J. (2009). The Strategic Leader.
Charlotte, NC: IAP14
Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP15
You need a new Map that Enables you to do this!You need a new Map that Enables you to do this!
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The Strategic Leadership Framework
The New Maps are Forming on New Assumptions
Leaders 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.
The Leader mantra is common ends and values, and adaptable ways and means.
Finding the right leader is crucial, but less to provide answers than to build the conditions under which followers can flourish and give their best.
04/10/23Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 16
Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 17
We Need Strategic Leaders at every level of the organization who can work in a strategic way; which means creating and executing an actionable Plan.
04/10/23
The Strategic Leadership Framework
Basic Assumption
Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 18
We need the ability (as well as wisdom) to make and implement:
CONSEQUENTIAL DECISIONS about : ENDS, ACTIONS, and TACTICS
which keeps our organization positioned in its environment.
04/10/23
The Strategic Leadership Framework
The New Maps are Forming on a new Skill Set
04/10/23 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 19
Leader 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
The Strategic Leadership Framework
The New Maps Aare Forming Around New Habits
04/10/23 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 20
The takeaway is that strategic leaders use two core competencies to drive learning and performance: Agility and Artistry.
New habits are grounded in a holistic learning process described as the Leader’s Wheel
The Core CompetenciesThe Core Competencies
Inside The Strategic Leader’s WheelInside The Strategic Leader’s Wheel
Artistry - Agility
Anticipating
ArticulatingAligning
Assuring
2104/10/23 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
The takeaway is that strategic leaders combine these habits into two protocols to drive learning and performance: strategic thinking and strategic execution.
AGILITY
ANTICIPATING
ARTICULATIN
GStatement of Intent
The Strategic Leadership Framework
The Strategic Thinking Protocol
The Takeaway - Leaders use the habits of Agility, Anticipating, and Articulating to develop a shared statement of intent which forms a psychological contract with followers and guides the organization’s actions.
22Pisapia, J. (2009) The Strategic Leader.
ARTISTRY
ALIGNING
ASSURING
HIGH PERFORMANCE
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.
Course Objectives: Course Objectives:
Learn to Lead Organizations and Teams
Strengthening your ability to:
o think strategically by enhancing your mental Agility through systems thinking, reframing and reflection skills.
o Learn new Leadership habits of anticipating, articulating, aligning, assuring, and artistry to lead organizations for Frame-sustaining or Frame-breaking radical change.
Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 2404/10/23
Course ThemesCourse ThemesTheme 1: Leading Organizations in a Changing WorldExecutive Leadership/Strategic Leadership
Power of the CurveThe Leadership Wheel
Theme 2: The Difference Makers Agility of the Mind:
Systems thinking, Reframing, Reflection Artistry of Actions:
Managing, Transforming, Bonding, Bridging, and BarteringTheme 3: The Learning Habits:
Anticipating, Articulating, Aligning, Assuring
Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 2504/10/23
Course OutcomesCourse OutcomesDeemphasize Old Habits Emphasize New Habits
Think linearly Strengthen growth mindsets
Fail to identify vital societal and institutional forces
Gather environmental and social intelligence
Overuse measurement and seek to rationally plan
Light the Way, and Run for Daylight
Fail to connect to the minds and spirit of followers
Create Owners by Relating - bonding, story telling, and active listening.
Fail to see their organization as dependent on others
Reach for power by bridging and alliance building
Monitoring Create habits of inquiry, learning, cohesion and opportunities for self direction.
Use a limited set of leadership actions.
Employ Multifaceted Leadership Actions .
Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP