leadershipstylesorgzoo_shelley

© Arthur Shelley 2008 under Creative Commons License. Available for public use provided source is acknowledged. Permission of the author required for

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Leadership Styles in your Organizational

ZooArthur Shelley

CEO, Intelligent AnswersOctober 2008


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Leadership is behaviour, not a position

You only become a leader when others willingly follow you and engage in your quest.

Key motivating factors for followers are their belief in you, how they identify with your values, how they relate to your behavioural style, how they perceive your motivations/intentions.

The Organizational Zoo metaphors provide a great way to understand leadership styles and how people are influenced by them.


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Leadership and Learning

"Leadership and learning are indispensable to each other."John Fitzgerald Kennedy

“I start with the premise that the function of leadership is to produce more leaders, not more followers.” Ralph Nader


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Denning on leadership messages

Don’t try to out-reason deeply skeptical employees, you have to make a personal – and emotional – connection with them first. Indeed, facts may be the last thing people want to hear right now. They will simply be discounted and rejected.

Of course, there is still a need for reasoned arguments, but it is crucial to get the “sequencing” of messages right. Get people’s attention, “stimulate the desire for change”, and then wheel out the rationale.

Leadership communications begin as monologue. If they are successful they turn into dialogue and then conversation. The conversation emerges because of the enduring enthusiasm for change that has been inspired.

Extracts from: The Secret Language of Leadership (2007)


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Is leadership constantly changing?

Plagued by indecision and ever-deepening paradox, our lives have become a tickertape parade of newness and excess. Meanwhile almost everything we supposed constant, from economic growth to rational decision making and even more fundamental concepts such as human rights and national sovereignty, have become tentative.

In the face of such unrelenting novelty and tension, conventional approaches to leading, managing and organising human activities have become ineffectual.

We maintain these obsolete mechanisms only because they are what we know. It is as though we cannot see any acceptable alternatives. But increasingly they do not work.

The Five Literacies of Global Leadership: What Authentic Leaders Know and You Need to Find Out Richard David Hames 2007


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Three kinds of people

Those who make things

happen

Those who watch things

happen

Those who wonder what

happened


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Richard Hames: 5 Leadership Literacies

Networked Intelligence

Catching the future in zero geography

Futuring

Thinking matters, thinking from the future

Strategic Navigation

Planning in real time

Deep Design

Integrating multiple perspectives

Brand Resonance

Markets are conversations

New mental models, methods, tools and practices

Extract from: Hames (2007), The Five Literacies of Global Leadership


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Richard Hames: 5 Leadership Literacies

Appreciative individuals who…

Integrate rational and imaginative ways of thinking, doing and

being

Continuously challenge

themselves and others

Collaborate with others effectively

Can initiate, inspire and lead transformative

change

And can experience learning as a continual

process of personal growth

Habitually use systematic patterning to explore

integral interconnections at all levels

Critically examine assumptions, world views

situations and issues

Understand themselves within their own culture and in relation to people

from diverse cultures

and are reflective practitioners

Hames (2007), The Five Literacies of Global Leadership


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Shared Leadership?

Co-leadership is a practice that has been used to leverage diversity of strengths. Leaders play discrete complementary roles.

Greek King Agamemnon & Achillies against Troy Weinberg & Whitehead at Goldman Sachs Gates (Chair) & Ballmer (CEO) at Microsoft Reinemund (CEO) & Nooyi (CFO) at Pepsico Goizueta (CEO) and Ivester (COO) at Coke Diversity of thought and talents

Vision and practicalities, marketing and operations Leadership in 2 places at once Can smooth succession planning Balance perspectives and egos

The Leadership Team: Complementary Strengths or Conflicting Agendas. S.A. Miles and M.D. Watkins. Harvard Business Review April 2007 p 90


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Leading from Behind

“Humble Leadership”Handing over the kudos to others for the greater goodSometime the case with charismatic leaders (the front guy) Similarities to Yes Minister approach (but different)

Co-Leadership: leaders sharing leader responsibilities and leveraging their combined strengths to be more effective overallSeparate roles or same, eg Finance and CEO.Extended leadership teamsStrategist and tactician


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Simplify the Thinking

Performance = Capability * Motivation * Influence * Role

Skills, Training, Behaviour

Network and Relationship Management

Limitation of Resources * Risk

Attitude, Behaviours, Values,

Incentives, Environment

Clarity, Fit, Role definition,

Matched behaviour

Adapted from David Clancy and Robert Webber (1999)Roses and Rust: Redefining the Essence of Leadership in a New Age


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Leadership is determined by whether you can inspire others to follow you on a journey together.

Resonance over dissonance

Inspire trust by listening, being consistent, making objective decisions

Lead by doing, demonstrate commitment by being involved & truthful

Join me in action, rather than do what I tell you (but don’t actually do)

Demonstrate emotional intelligence, engage!

Clarity of roles and behavioural expectations

Acknowledge individuals and team for contributions

Demonstrate passion for the goals and for the team development

How do we lead others?


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How balanced are behaviours in your boat?

Leadership Styles


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Lion

Aggressive Control

Territorial

Charismatic or ego-driven

Leadership Styles


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Eagle

Inspirational

Above the mire

Great long range vision

Rapid action on opportunities

Great instinct

Strategic

Leadership Styles


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Yucca Moth

Trusted Advisor

Often external, can be internal

Adds far more value than take

Leadership Behaviour Styles


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Quercus robur

Inspiration chairperson

Outside energy

Knowledge and strategy

Great insights

Endangered species


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Hyena

Decision making

Action orientation

Delivery under pressure

Innovative sourcing and application of resouces


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Unicorn

“Perfect”

Grip on reality?

Reliability?


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Bee

Collaborative

Assumes specific role

Everything for the hive


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Owl

Eternal mentor

Highly capable

Chooses non-aggression

Builds capability

Quiet achiever

Humble


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Leadership Styles

Gibbon

Social leadership

Morale and enthusiasm

Relationships and culture

Defuse tension


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Leadership Behavioural Styles

Whale

Highly intellectual

Logical

Technical brilliant

Can be accident prone

Limited communications outside the pod


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Followership

DogSmart

Loyal

Enthusiastic

Highly successful leaders create “followers” amongst all types of animals through well directed influence & inspiration. They also inspire them to take leadership roles where possible.


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Matched your team to the game?


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Adaptable Leader

It is not the strongest of the species that survives, not the most

intelligent, but the one most responsive to change. Charles Darwin

It is now impossible for any individual to be an expert in all management fields

It is becoming increasingly difficult for a leader to have the capabilities to lead alone

Leaders of the future need to mobilise the total capabilities of their entire network and influence them to align behind their vision and goals


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Leadership in ACTION

Inspire by being professional (Lead!)

Humility, Loyalty, selfless service, personal responsibility, Strategic Navigation

Provide direction Visioning, Futuring, goal setting, problem solving, decision making, planning, simplicity.

Demonstrate positive character traits

Honesty, competence, candor, commitment, integrity, courage, imagination.

Know yourself & others Strengths and weakness, knowledge and skills

Understand human nature and relationships

Needs, emotions, balanced interactions, behaviours, how people respond to stress.

Enjoy your job and role Be proficient and be able to train others in their tasks. Collaborate on priorities. Create fun!

Engage your organization & network

Networked Intelligence, Seek help, climate and culture, know who the unofficial leaders are.

Prioritise & Implement Deliver outcomes rather than outputs, coach, mentor, communicate and handover ownership.

Ask, Decide & Motivate Open mind, inclusiveness, develop moral and spirit in the organization, train, coach, counsel


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Understand your Ecosystem


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Leadership CharacteristicsVisioningFuturin

g

ObservingMentoring

CoachingDecision making

Listening

Risk takingCommunicating

Networked Intelligence

Strategic Navigation

Inspiring

Collaborating

Brand Resonance

Deep Design

Trusting

Trustworthy

AggressionThinking

Knowledge Sharing

Passion

PersistenceSelf Awareness

Social Awareness

Reciprocity

Enthusiasm

Humility Challenging

Innovative

Risk Awareness

Curiosity

Change Integration

Advocacy

Saying NO!Saying YES!

Self Development

Partnering


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Match the behaviour to the roleBehavioural adaptability is

YOUR responsibility

The behaviour you display must be appropriate to the role you are conducting. You may be required to fulfil several roles!


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Contact

Arthur [email protected]

[email protected]+61 413 047 408