artistry:the mega habit
DESCRIPTION
Strategic Execution ActionsTRANSCRIPT
Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 104/10/23
04/10/23 Pisapia, J. (2009) The Strategic Leader. 2
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.
04/10/23 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 3
What we want to be!
What is Right!
What we are!
What is possible!
The Tensions Leaders Face!
TRANSFORMING
Eth I c A l
POLITICAL
MANAGING
Artistry The Mega Habit
Artistry
Bartering
Bridging
Bonding
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Frame Breaking Change
The Relationship of Leader Actions and Strategic ChangeThe Relationship of Leader Actions and Strategic Change
Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
5
Frame Sustaining Change
Bonding
Bridging
Managing
Transforming
Bartering
Artistry: The Mega HabitArtistry: The Mega HabitStrategic Leaders are flexible and able to adapt to different
circumstances and conditions. At times, the leader exerts this influence by using task and relationship behaviors. At other times, they use power, authority, persuasion, bargaining and incentives to influence followers. At still other times, they seek to articulate common values, direction and goal attainment.
Result
Leaders can apply an integrated set of leader actions to maintain stability and challenge the status quo simultaneously.
Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 604/10/23
Managerial Actions are: Taken to maintain consistency in order that current
organizational goals are accomplished efficiently and effectively .
Managers use these actions to:Set standards to create and maintain organizational stability, Set expectations so followers know how their performance is measured and for what they are being held accountable.Coordinate members towards accomplishing one or more short term goals, Support established change processes.
Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 704/10/23
Examples - Managerial Actions1. Plan, organize, direct, control, and motivate staff to accomplish the
organization’s goals. 2. Specify the goals that employees need to accomplish.3. Clearly describe the values, behavior, and standards necessary to
be successful.4. Establish and emphasize formal and informal policies, routines, or
priorities of execution.5. Clarify the specific meaning of our mission in terms of its practical
implications for our work.6. Provide the resources necessary so new initiatives can be properly
implemented.7. Determine how things are to be done.8. Emphasize a clear chain of command. 9. Holds people accountable for results. 10.Take quick corrective action when mistakes are made.04/10/23
Transforming Actions are: Taken to influence direction, actions, and opinions in
order to change organizational conditions and culture so that learning and change occur as a normal routine of the organization.
Leaders use these actions to:Constantly discover the environment and refine the organization’s response to it. Establish a shared long-term vision for the organization.Encourage ways of thinking that lead to innovation, change, personal and professional growth, and group cohesion.Mentor followers to become more connected with the direction of the organization, and feel they are making positive contributions.Empower followers to share the responsibility for the organization’s success
Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 904/10/23
Examples - Transforming Actions
1. Challenge mental models of all members of the organization.
2. Create a “readiness” for change among the staff.3. Generatively Construct statement of intent that provides
direction 4. Communicate persuasive stories which significantly
affects the emotions of followers5. Present an optimistic and reachable view of the future6. Interpret events and shape meaning7. Create a sense of joint ownership of values, vision, and
priorities 8. Encourage self management based on an agreed upon
the statement of intentPisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 1004/10/23
Bonding Actions are Taken to ensure that trust is an attribute of the system
and not just something developed among individuals in order that followers' exhibit emotional commitment to the organization's aspirations and values.
Managers and Leaders use these actions to:
Develop trust, integrity and coherence in organizational and member actions and activities
Ensure that the organization’s core values and principles are followed in decision making and in day-to-day operations.
Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 1104/10/23
Examples - Bonding ActionsBonding Actions1. Use knowledge about best practice as the basis for decision-making
and action
2. Prudently listen, observe, and consider carefully before acting.
3. Being honest.
4. Demonstrate the will to put decisions into action.
5. Hold the line in a tough moral dilemma.
6. Ensure organizational actions are based on agreed upon core values
7. Act temperately – balances the emotional with the intellectual.
8. Display high regard for the common good.
9. Value the rights of individuals.
10.Insert agreed upon values and knowledge into discussions and deliberations.
Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 1204/10/23
Bridging Actions are: Taken to develop alliances with people of power and
influence from outside and inside the organization in order to gain insights, support, and resources.
MANAGERS AND LEADERS USE THESE ACTIONS TO:
BUILD ALLIANCES AND SUPPORTIVE NETWORKS,
INGRATIATE THEMSELVES WITH SOURCES OF INFLUENCE EXTERNAL TO THE ORGANIZATION,
Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 1304/10/23
Examples - Bridging Actions1.Maximize the balance of power in all
relationships.
2.Develop external and internal alliances to build a strong base of support
3.Generate support from people with influence and power.
4.Allocates resources to influence his/her purposes
5. Identify sources of power of individuals in a situation
6.Attract followers through charm, consideration and personality.
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Bartering Actions are: Taken to give something in exchange in order to strengthen
the effectiveness of relationships and alliance building efforts.
MANAGERS AND LEADERS USE THESE ACTIONS TO:
COERCE, CAJOLE AND MOTIVATE FOLLOWERS TO REACH AN OBJECTIVE,
BUILD ALLIANCES AND SUPPORTIVE NETWORKS,
INGRATIATE THEMSELVES WITH SOURCES OF INFLUENCE EXTERNAL TO THE ORGANIZATION,
CONTROL AND RESOLVE CONFLICTS IN THE ORGANIZATION.
Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
1504/10/23
Examples - Bartering Actions1.Maximize the balance of power in all
relationships.
2.Decide which issues are truly important and which can be compromised.
3.Come up with reasonable compromises for everybody’s interest.
4.Barter and exchange valued things to develop support for ideas, plans, and projects.
5.Make friends by doing personal favors
6.Provide favored followers with inside information.
1604/10/23Pisapia, J. (2009). The Strategic Leader. Charlotte, NC:
IAP
The real distinction is between those who adapt their purposes to reality, and those who seek to mold reality in the light of their purposes.
-- Henry Kissinger
Or do both! --John Pisapia
What role does Artistry play in implementing FB or FS Change?What role does Artistry play in implementing FB or FS Change?
Leading Change
Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 1704/10/23
BondingARTISTRY
GNING
Bridging
Bartering
Transforming
Managing
The Strategic Leadership Framework
The Driver of the Strategic Execution Protocol
04/10/23 18Pisapia, J. (2009) The Strategic Leader.
04/10/23Pisapia, J. (2009). The Strategic
Leader. Charlotte, NC: IAP19
Artistry SLQ: Study Findings
A multifaceted use of strategic leadership actions is strongly associated with self
reported effectiveness as well as effectiveness reported by followers. (Yasin , 2006, UĞurluoĞlu & Çelik, 2009)
University Deans who were able to use a wide array of leader actions were more successful than those who couldn't. (Yasin, 2006)
Transforming, Bartering and Bonding actions were associated with more cohesive culture in schools. (Urdegar, 2007; Reyes-Guerra, 2009)
School principals who were able to use all five leader actions were more successful in differing contexts than those who had a limited repertoire of actions. (Reyes-Guerra, 2009)
Hospital Manager’s Leader actions were influenced by complexity of context (UĞurluoĞlu & Çelik, 2009) – Dean’s actions not influenced by context. (Yasin, 2006)
SLQ appears free of gender bias; but influenced by education level, disciplines studied and tenure in position. (Reyes-Guerra, 2009) -
04/10/23 Pisapia, J. (2009) The Strategic Leader. 20
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
BondingARTISTRY
ALIGNING
ASSURING
HIGH PERFORMANCEBridging
Bartering
Transforming
Managing
The Strategic Leadership Framework
The Strategic Execution Protocol
04/10/23 22Pisapia, J. (2009) The Strategic Leader.
The Takeaway - Leaders use the habits of Artistry, Aligning, and Assuring to build a high performing organization.