1. PowerPoint Presentation by Charlie Cook Copyright © 2005 South-Western. All rights reserved. Module 14 Leadership

2. Copyright © 2005 South-Western. All rights reserved.14–2 Leadership in Organizations Core assumptions of leadership framework:  Leadership is distributed  Leadership is personal and developmental  Leadership is a process to create change  Leadership develops over time Class Note: Leadership in an Age of Uncertainty

3. Copyright © 2005 South-Western. All rights reserved.14–3 The Four Capabilities Framework Four key leadership capabilities are:  Sensemaking  Relating  Visioning  Inventing Class Note: Leadership in an Age of Uncertainty

4. Copyright © 2005 South-Western. All rights reserved.14–4 Figure 14.1 Leadership Framework Transparency 14.1 Class Note: Leadership in an Age of Uncertainty

5. Copyright © 2005 South-Western. All rights reserved.14–5 The Four Capabilities Framework (cont’d) Sensemaking defined  Making sense of the world around us  Coming to understand the context in which you are operating  Creating a map that represents the current situation of the group or organization Class Note: Leadership in an Age of Uncertainty

6. Copyright © 2005 South-Western. All rights reserved.14–6 The Four Capabilities Framework (cont’d) Tips for effective sensemaking:  Seek many types and sources of data  Involve others in your sensemaking  Avoid existing frameworks; let the appropriate map emerge  Move beyond stereotypes; push for what’s behind the labels  Learn from small experiments  Use images, metaphors, or stories to illustrate critical elements of your map Class Note: Leadership in an Age of Uncertainty

7. Copyright © 2005 South-Western. All rights reserved.14–7 The Four Capabilities Framework (cont’d) Relating defined  Centers on the leader’s ability to engage in inquiry, advocacy, and connecting  Inquiry—ability to listen and understand what others are thinking and feeling  Advocacy—being clear about your own point of view and trying to influence others of its merits  Connecting—cultivating a set of people who help each other to accomplish their goals Class Note: Leadership in an Age of Uncertainty

8. Copyright © 2005 South-Western. All rights reserved.14–8 The Four Capabilities Framework (cont’d) Tips for effective relating:  Understand the perspective of others and withhold judgment while listening to others  Encourage others to voice their opinions  Be clear about what your stand is and how you got there  Think about how others might react to your idea and how you can best explain it to them  Think about your connections—do you feel good about the nature of your relationships? Class Note: Leadership in an Age of Uncertainty

9. Copyright © 2005 South-Western. All rights reserved.14–9 The Four Capabilities Framework (cont’d) Visioning defined  Creating a compelling vision around something that the leader and others care about, linking it to key values in the culture, and communicating it in a way that motivates others  Visions provide people with a sense of meaning about their work  Visions are most compelling when they come from a sincere belief in the cause Class Note: Leadership in an Age of Uncertainty

10. Copyright © 2005 South-Western. All rights reserved.14–10 The Four Capabilities Framework (cont’d) Tips for effective visioning:  Develop a vision about something that excites you or that you think is important  Frame the vision with an ideological goal  Use stories, metaphors, and analogies to paint a vivid picture of what the vision will accomplish  Practice creating a vision in many arenas  Enable others by pointing out that their skills and capabilities are needed to realize the vision  Embody the key values and ideas of the vision Class Note: Leadership in an Age of Uncertainty

11. Copyright © 2005 South-Western. All rights reserved.14–11 The Four Capabilities Framework (cont’d) Inventing defined  Changing the way that people work together to improve what is going on, to realize the vision, or to overcome obstacles  Can also be seen as a whole new way of approaching a task  Goes hand-in-hand with sensemaking Class Note: Leadership in an Age of Uncertainty

12. Copyright © 2005 South-Western. All rights reserved.14–12 The Four Capabilities Framework (cont’d) Tips for effective inventing:  Focus on improving the ways that people work together in your team and organization  When a new task or change effort emerges, think through how it will get done  Play with new and different ways of organizing work  Blend sensemaking and inventing Class Note: Leadership in an Age of Uncertainty

13. Copyright © 2005 South-Western. All rights reserved.14–13 The Change Signature The unique leadership behavior of individuals that is based on experience and acquired skills and which serves to guide choices about:  Allocating time  Establishing priorities and goals  Commitment to fight for something The change signature is made up of a credo and the characteristic way in which the leader creates change Class Note: Leadership in an Age of Uncertainty

14. Copyright © 2005 South-Western. All rights reserved.14–14 Figure 14.2 Four Parts of the Self Exercise: Your Change Signature

15. Copyright © 2005 South-Western. All rights reserved.14–15 Four Parts of the Self (cont’d) Step 1: Past Self  What values did your family stress? Did you adopt those values or fight against them?  Who were your heroes? What values did you take from them?  How did you gain recognition and self esteem?  What skills did you begin to develop in your formative years?  What values, skills, and patterns of leading are part of your past self? Exercise: Your Change Signature

16. Copyright © 2005 South-Western. All rights reserved.14–16 Four Parts of the Self (cont’d) Step 2: Developed Self  What best describes the values and skills that you have honed?  What have conflicts shown you about what is really important to you?  Are you best known as an analytic person, a problem solver, a visionary, or a people person?  What leadership challenges have you taken on?  What have you learned about yourself as a leader?  How would others describe your change signature? Exercise: Your Change Signature

17. Copyright © 2005 South-Western. All rights reserved.14–17 Four Parts of the Self (cont’d) Step 3: Underdeveloped Self  Are there any areas of yourself that you feel you want to begin to develop?  What kind of plan can you put together to move aspects of yourself from the underdeveloped to the developed side of the diamond? Exercise: Your Change Signature

18. Copyright © 2005 South-Western. All rights reserved.14–18 Four Parts of the Self (cont’d) Step 4: Future Self  What aspects of others’ leadership would you like to incorporate into your own?  If you think about the end of your career, what would you want people to say about you?  If a head hunter called a colleague to ask about what kind of leader you are, what do you wish they would say?  If you think about the things you would like to do and the kind of person you would like to be, what would you need to do to be able to get there? Exercise: Your Change Signature

19. Copyright © 2005 South-Western. All rights reserved.14–19 Our Leadership Development Model Elaborated Figure 4.1 The Press: Excerpts from Geeks and Geezers