1. Bringing the Community Along the Path of Inspired Leadership
Leadership Models
Joanne Kossuth
March 30, 2015

2. Leadership Models
Competency Based: Based on a set of defined criteria; progress from no competence to fully competent
Collective: Distribute power and functions
Collaborative: Skills across functional and organizational boundaries
Compassionate: Stay present, cultivate inner silence, be on the look out for non-verbal cues, speak briefly, listen deeply ---neural resonance

3. HEART

4. First, let’s take a look at some of the more common leadership models
First, let’s take a look at some of the more common leadership models. One is called competency based leadership. Competency based models of leadership are models where people are promoted based on what they know. The critique of competency based models is that the models do not take into account the entire person (including soft skills, creativity, motivation, etc.) and that there are many examples which demonstrate that promoting the wrong person (based solely on competency) can lead to the downfall of organizations. Promoting competency models risks devaluing all other aspects of the aggregate roles of people in an organization and thus sends the wrong message about what is important.
The Southern New Hampshire example from Inside Higher Ed is one example:

5. Collective or shared leadership models, in contrast, refers to the ways in which authority, responsibility and accountability are more broadly distributed to create opportunities for participation in leadership of the organization by a greater number of its staff. Collective leadership is often practiced by organizations that believe the structure more aligns with the values of the organization. Collective models also develop leadership throughout the organization, engage more staff with new levels of responsibility, distribute accountability to those doing the work, and increase aggregate creativity.
The National Leadership for Public Health model is one example:

6. Collaborative Leadership
Collaborative leadership refers to bringing together the appropriate people in ways that facilitate the sharing of good information in order to create authentic strategies for addressing the shared concerns (David Chrislip and Carl Larson, in Collaborative Leadership). This model is less structured than the collective model and more informal in process. That being said, the actual process is the critical component of this model. For example, the group considers the issue, decides what to do and then the leader paves the path to implementing the decision. The leader leads the process.
The diagram from Leadsim.com demonstrates this model.

7. JISC-EDCAUSE intelligence and decision-making.
Recently, the joint JISC-EDUCAUSE Working group on the role of the CIO presented its findings at the EDUCAUSE Annual Conference and authored a report on its findings. The model developed through this collaborative effort is a visual representation of the roles and how they connect and influence each other. You will notice the complimentary nature of this model with that of the CIO-Journey model above. One major difference is that the JISC-EDUCAUSE model focuses on the journey of a human being with the commiserate talents and characteristics while the CIO_Journey model focuses on the competencies and derived value.

8. CIO Journey Model

9. Growing Leaders Competencies Character Qualities
Chronos (aka how time is spent)
need to be away from their real job for a time
requires a lot of time on the part of Senior Executives

10. Challenging Up and Coming Leaders
Reflective Practices
Job Rotation
“Stretch” Assignments
Unfamiliar Circumstances and People
In Good Times and Bad
Mentoring Feedback
Cognitive Profiles

11. Leaderful Education
Effective business communication Conflict resolution skills Team building Relating to different personality styles Time management Delegation skills Goal setting Critical coaching skills Other areas specific to your institution/business
Coaching, mentoring

12. What Works Listen, shhhh, no, really listen
Get feedback (360 degree reviews), reflect
It’s about the people
Connect on a variety of levels
Learn to “read” people
Lead by example
Play nice in the sandbox
Your team’s success is your success
Be willing to try new things
Solve problems
Communicate
Be aware

13. What Works Persuasion Influence Change Management
Performance Management
Learn to Love Surprises
Uncertainty and Ambiguity are your Friends
Don’t forget about your needs for mentor, coaches and confidantes

14. My Model

15. My Model

16. My Model

17. My Model

18. My Model

19. My Model

20. My Model

21. My Model Empathy for the people you are leading What do they value?
What can you give them?
Build ownership of your organization by getting “messy” (David Kelley, IDEO)
Transparent decision making
Look for positive attitudes and willingness to express ideas when hiring
Ask why
Trust yourself
Building confidence builds leaders
Design Thinking

22. What Does it All Mean?
Think about implementing for your organization…..
How does it change:
your organization
you
your role
your work