ccl points of view on leadership development through the lens of relational leadership

©2014 Center for Creative Leadership. All rights reserved.

CCL Points of View: Leadership Development

Charles J. Palus PhD

Senior Fellow

[email protected]

Theoretical Roots

Applied Practice

Opportunities and Dilemmas



Dialogue

DAC Model

Relational Leadership

Lessons of Experience

ACS Model

Leadership Culture

Vertical Development

Leadership Essentials™

Chat

As you study the image, enter the following in the chat box to All Participants:

• The number of the image.• What does this image say about shared direction,

mutual alignment, and personal commitment – any or all of these?

ReflectHow do you define the word leadership?

Choose an image that says or represents something important about how you define leadership.

1

4

7

2 3

5 6

8 9

Chat

As you study the image, enter the following in the chat box to All Participants:

• The number of the image.• What does this image say about shared direction,

mutual alignment, and personal commitment – any or all of these?

ReflectHow do you define the word leadership?

Choose an image that says or represents something important about how you define leadership.



Dialogue

DAC Model



ACS Model

Leadership Culture


Whether or not you

are a formal

leader, you are

most probably

engaged in the

process of

leadership.

*”Group” refers to any type of collective, e.g., a team, an organization, a work group, or a community.

Leadership is a social process that enables

individuals to work together as a cohesive

group* to produce collective results.

The leadership process is effective when it

generates three crucial outcomes:

Direction

Alignment

Commitment

© 2014 Center for Creative Leadership. All Rights Reserved.© 2015 Center for Creative Leadership. All Rights Reserved.

The Outcomes of Leadership

Direction:Agreement in the group on overall goals




Alignment: Coordinated work within

the group




Commitment: Mutual responsibility for the group

Alignment: Coordinated work within

the group


The Outcomes of LeadershipWhat does it look like when one aspect is missing?

Coordinated, facing same way but lacking energy• Promises without

delivery • People not

helping each other

• Only easy things get done

Dedicated, bought in, but uncoordinated• Duplication of effort• People unintentionally

negating each others work

• Things inadvertently falling through the cracks

Willing cooperation but lacks purpose• Teams going nowhere fast• People uncertain about what they are trying to achieve together• People feel pulled in different directions


PERSPECTIVE OPPORTUNITY DILEMMA

DAC as outcomes of leadership

A cross-context way of assessing whether leadership is happening

If it’s not happening, tell me how to improve DAC production.

DAC impacts collective results (but so do other factors)

Doesn’t make leadership synonymous with results

How can we say we have effective leadership if we aren’t achieving results?

DAC is produced through the interactions of people with shared work

A way of seeing that allleadership is shared leadership

Are you promoting participative or democratic forms of leadership?

A wide variety of social processes can produce DAC

Expands the possibilities when it comes to producing leadership

Aren’t you diluting the distinctiveness of leadership as a concept?

Opportunities and Dilemmas

©2014 Center for Creative Leadership. All rights reserved.©2014 Center for Creative Leadership. All rights reserved.

Application:Putting DAC to Work

• Improving Group Processes: Monitoring and improving leadership (DAC) in teams

• Empowering People to Act: Encouraging all people to see their role in producing DAC

• Crafting New Leadership Practices: Developing leadership beliefs and practices that better enable the production of DAC in the face of complex challenges

Society

Organization

Group

Individual

DIRECTION

Impact increases as DAC is held among many.

“Zooming”“From close-in

to furthest-out”


To what degree has the team generated DAC thus far?

Very Little A great deal

DIRECTION 1 2 3 4 5 6 7 8 9 10

ALIGNMENT 1 2 3 4 5 6 7 8 9 10

COMMITMENT 1 2 3 4 5 6 7 8 9 10

What did the team do collectively to produce direction, alignment, or commitment (DAC)?

What did I do to contribute to the production of DAC?

What can the team do going forward to better produce DAC?

What can I do going forward to better contribute to the production of DAC?

Group Processes: DAC Debrief



Dialogue

DAC Model



ACS Model

Leadership Culture



DAC as OntologyDirection-alignment-commitment leadership ontology

Longer-termCollectiveOutcomes

Direction,Alignment,

Commitment

Individual Leadership Beliefs

Collective Leadership Beliefs

Leadership Practices

Leadership Culture

Context

Drath et al., 2008.

Relational leadership ontology (“sociology”)

Leadership is an emergent property of relations (Denis, Langley & Sergi, 2012).

Leadership is a relational process of shared sense-making and meaning-making (Bill Drath, The Deep Blue Sea, 2001).

Individual leadership ontology (“psychology”)

In its simplest form leadership is a tripod—aleader or leaders, followers, and a common goal they want to achieve. (Warren Bennis, 2007).

Leadership: the production of direction, alignment, and commitment among

people with shared work.

Leaders: the individuals actively creating or guiding the production of

direction, alignment, and commitment.

Leadership practices: the actions and routines intentionally deployed in the

organization (or in certain subgroups) to create the leadership outcomes of

shared direction, alignment, and commitment.

Leadership beliefs: the taken-for-granted assumptions, beliefs, and values

widely shared in the organization (or in certain subgroups) that determine

and justify the leadership practices.

Leadership culture: the mutually reinforcing web of these leadership beliefs

and practices, as they are held, tested, and evolved over time in an

organization or other community.

Followers: participants in the leadership culture, though with different roles

that vary dramatically depending on the type of culture.

“Changing Our Minds About Leadership”

http://cop.ccl.org/connected/



Dialogue

DAC Model



ACS Model

Leadership Culture


2010 Center for Creative Leadership. All rights reserved.

Research

1988


Research



The LOE research program is guided by one question:

What are the processes by which executives learn, grow, and change over the course of their careers?

The assumption underlying this question is that leadership is learned.

LessonsShifts in ….

Experiences

Memorable events that influence a person’s approach to leading & managing

Knowledge

Skill LevelAttitudes

BehaviorValues



70-20-10

Coursework and Training

DevelopmentalRelationships

ChallengingAssignments

20 1070

What we’ve learned about learning…


70-20-10

Assessment for Development


Horizontal move

TurnaroundBosses & superiors

New Initiative

Increased job scope

The Basic Five


The Plus Two’s

Personal Experiences

Stakeholder Engagements

Ethical Dilemmas

Mistakes Crossing Cultures

Crises

“Success and Derailment” research was also part of this major

project. Derailment refers to the phenomenon of managers getting

off track in their expected career progression through demotion or

hitting a plateau. Through this research, we were able to

understand what contributes to derailment and to help managers

learn to avoid it. A study of the reasons for derailment in Europe

was conducted later.

Derailment

• We can help leaders grow by creating experiences for them to stretch, fail, and learn.

• We can grow leaders quicker by helping them learn faster.

www.leadingeffectively.com/leadership-explorer/about-experience-explorer



Dialogue

DAC Model



ACS Model

Leadership Culture


Leadership: the production of direction, alignment, and commitment among

people with shared work.

Leaders: the individuals actively creating or guiding the production of

direction, alignment, and commitment.

Leadership practices: the actions and routines intentionally deployed in the

organization (or in certain subgroups) to create the leadership outcomes of

shared direction, alignment, and commitment.

Leadership beliefs: the taken-for-granted assumptions, beliefs, and values

widely shared in the organization (or in certain subgroups) that determine

and justify the leadership practices.

Leadership culture: the mutually reinforcing web of these leadership beliefs

and practices, as they are held, tested, and evolved over time in an

organization or other community.

Followers: participants in the leadership culture, though with different roles

that vary dramatically depending on the type of culture.

“Changing Our Minds About Leadership”

The Evolution of Leadership Cultures

Leadership is a

collective activity

Leadership emerges out of

individual expertise and heroic action

People in authorityare responsible for leadership

Palus, C.J. McGuire, J.B., & Ernst, C. (2012). Developing interdependent leadership. In The Handbook for Teaching Leadership: Knowing, Doing, and Being. Snook, S., Nohria, N. & Khurana, R. (Eds.). Sage Publications with the Harvard Business School. Chapter 28, 467-492.

Contact:David Magellan HorthChuck PalusLyndon Rego

Leadership Metaphor Explorer™ at www.leadingeffectively.com/leadership-explorer/category/metaphor/

© 2009 Center for Creative Leadership. All Rights Reserved.

How is DAC created in different cultures?

How do we achieve agreement on direction?

How do we coordinate our work so that all fits together?

How do we maintain commitment to the collective?



Dialogue

DAC Model



ACS Model

Leadership Culture


Vertical Development:

The evolution of minds and cultures in an interdependent world

Charles J. (Chuck) Palus PhDCCL Senior Fellow

06 December 2016

The challenges we face …

… require human transformation.

Layers of Development


• Children develop in dramatic steps or “stages” (Jean Piaget)

• Adults continue to develop in stages (Lawrence Kohlberg, Bob Kegan, Bill Torbert)

• Adults can become increasingly more mature as they “grow up” and develop “bigger minds.”

• Our adult stage of development affects how we think and act at work and at home – our “action logics.”

• There are at least seven such transformations possible in adulthood.

Adult Development


Development = Horizontal + Vertical

Vertical Development: Growingabilities to think and act in complex, systemic, and interdependent ways.

Earned through life experience.

It’s about how you think.

Horizontal Development: Adding knowledge, skills, and competencies.

Transmitted from experts.

It’s about what you think.

The first step in helping leaders develop for a complex world is to acknowledge that there are really two types of leadership development: horizontal and vertical.

Petrie, N. (2014). Vertical leadership development, Part 1: Developing leaders for a complex world. Center for Creative Leadership. White Paper.

Developmental movement from one stage to the next is often driven by limitations in the current stage.

• People are frustrated by situations, dilemmas, or challenges in their lives.

• It causes them to experience the limits of their current way of thinking.

• It is in an area of their life that they care about deeply.

• There is sufficient support that enables them to persist in the face of the anxiety and conflict.

Drivers of Vertical Development

© 2016 Center for Creative Leadership. All rights reserved.

Toward Interdependent Leadership

Independent

Division competent

My Technical mastery

Solve Problems

Analytic, debate

Advocacy selling

Being Right

Agile Achievers

Compromise, cooperate

Reliable Performer

Interdependent

Enterprise competent

Our Adaptive learning

Face Dilemmas, Polarities

Both-And, dialogue

Inquiry learning

Multiple right answers

Inter-systemic Strategists

Creative collaborator

Integrating Transformer

*Achieving independent competence AND collective capabilities


─ Coaching / mentoring

─ Dialogue / difficult conversations / deep listening

─ Action-reflection learning

─ Stretch assignments / mistakes / failures

─ Polarity thinking

─ Systems perspective

─ Network awareness

─ Mindfulness

─ Whole life integration

─ Societal-level engagement

─ Culture change / strategic evolution *** START HERE

Methods of Vertical Development

Reflect:When in your life did you first see yourself as an adult. Or, when did others first see you as an adult.

Choose:Three cards --One card that captures something about how you thought and acted when you first became an adult. One for how you think and act now.One about possibilities for your future self.

Reflect:What is happening in your life right now that might influence your further development?

Choose:One card --that captures something about this reflection.

Transformations™

is

a tool for discerning key patterns in your life, individually and together in groups, organizations, and communities.

Transformations™

is

Two sets of cards and a User’s Guide:1. Life Logics (84 cards)2. Catalysts (50 cards)

An interactive tool for exploring life journeys:

From? Here! to There?!

Contact:David Magellan HorthChuck PalusLyndon Rego

Transformations™ at www.ccl.org/Transformations

http://www.ccl.org/Transformations

Seven Transformations (Action Logics) of Adulthood: Growing “Up”

Rooke, D., & Torbert, W. R. (2005, April). Seven transformations of leadership. Harvard Business Review, 66–77.

Alchemical – Integrates material, spiritual, and societal transformations

Transforming – Generates organizational and personal transformations

Redefining – Reframes complex problems in unique ways

Achiever – Driven by personal and team achievement

Expert – Focuses on logic and expertise

Diplomat – Wants to belong and fit in

Opportunist – Wins for self in any way possible

“Leaps in evolution usually occur in a manner of “transcending and including,” not by wiping out what came before.

For instance, the evolution to the developmental level of a single-cell organism did not wipe out molecules, but included them into a greater order of complexity.

Rational thought did not eliminate emotion, but included it into a greater developmental level of consciousness.

Industrial societies did not wipe out agriculture, but transcended agriculture into greater levels of efficiency and prosperity.

If we’re going to truly evolve, we do so by including and integrating what came before into something greater, not by wiping it out.”

--Mark Manson, markmanson.net/ken-wilber

Transcend & Include


Vertical Development is Both Individual and Cultural

Leadership culture is the set of shared beliefs and values for setting shared direction, alignment, and commitment.

What does good leadership look like around here?

Who are exemplary leaders?

How do we talk to each other?

What are our norms around power, and inter-personal safety?

How do we make decisions, engage conflict, give and receive feedback?

© 2009 Center for Creative Leadership. All Rights Reserved.

How is DAC created in different cultures?

How do we achieve agreement on direction?

How do we coordinate our work so that all fits together?

How do we maintain commitment to the collective?

Leadership is acollective activity

Leadership emerges out ofindividual expertise and heroic action

People in authorityare responsible for leadership

Alchemical

Transforming

Redefining

Achiever

Expert

Diplomat

Opportunist

Cultural Beliefs

Individual Action Logics+

From: William R. Torbert. Listening into the Dark: An Essay Testing the Validity and Efficacy of

Collaborative Developmental Action Inquiry for Describing and Encouraging Transformations of Self,

Society, and Scientific Inquiry.

INTEGRAL REVIEW, June 2013, Vol. 9, No. 2. 264-299.

“Collaborative Developmental Action Inquiry (CDAI) (Torbert, 1976, 1991;

Torbert & Associates, 2004; Torbert & Livne-Tarandach, 2009) is a meta

paradigm of scientific inquiry that integrates first-person, adult spiritual inquiry

and consciousness development in the emerging present with second-person,

transformational, mutuality-seeking political action inquiry over a lifetime, and

third-person, inter-generational, objectivity-seeking social scientific inquiry and

its effects. In other words … “ William R. Torbert

Listening into the Dark: An Essay Testing the Validity and

Efficacy of Collaborative Developmental Action Inquiry for

Describing and Encouraging Transformations of Self, Society,

and Scientific Inquiry.

INTEGRAL REVIEW, June 2013, Vol. 9, No. 2. 264-299.

Reading List: Vertical Development / Transformation

http://cop.ccl.org/connected/connect/foundational-bibliography-on-relational-leadership-at-ccl/

Cook-Greuter, Susanne (2013). Nine Levels Of Increasing Embrace In Ego

Development: A Full-Spectrum Theory Of Vertical Growth And Meaning Making.

Kegan, Robert. (1994). In over our heads: The demands of modern life. Cambridge,

MA: Harvard University Press.

McCauley, C. D., Drath, W. H., Palus, C. J., O’Connor, P. M., & Baker, B. A.

(2006). The use of constructive-developmental theory to advance the understanding

of leadership. The Leadership Quarterly, 17(6), 634-653.

McGuire, J., Palus, C. J., & Torbert, W. R. (2007). Toward interdependent organizing

and researching. Handbook of collaborative management research, 123-142.

Palus, C. J., & Drath, W. H. (1995). Evolving Leaders. A Model for Promoting

Leadership Development in Programs. Center for Creative Leadership.

Palus, C. J., Harrison, S., & Prasad, J. (2015). Developing relational leadership in

Africa. In K. G. Schuyler (Ed.), Creative Social Change:Leadership for a Healthy

World. International Leadership Association.

http://www.cook-greuter.com/Cook-Greuter 9 levels paper new 1.1'14 97p[1].pdf

http://www.hup.harvard.edu/catalog.php?isbn=9780674445888

http://search.ebscohost.com/login.aspx?direct=true&db=plh&AN=23351494&site=ehost-live

http://dlib.bc.edu/islandora/object/bc-ir:100600/datastream/PDF/download/citation.pdf

http://www.leadingeffectively.com/interdependent-leadership/wp-content/uploads/2012/10/Evolving-Leaders.pdf

http://www.emeraldgrouppublishing.com/products/books/notable/page.htm?id=9781786351463



Dialogue

DAC Model



ACS Model

Leadership Culture


ccl points of view on leadership development through the lens of relational leadership

Leadership & Management