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SESSION 2: Rethinking and Relearning Leadership John PisapiaFlorida Atlantic UniversityTony TownsendGriffith UniversityPrincipals as Strategic Leaders

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The Lessons of the Curve

The Science LessonThe Leadership LessonCommand and Control Command and CoordinationCoordination and Collaboration New Times Require Shifting from Old Science to New Science TacticsThe Change Lesson

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Principals as Strategic LeadersThe Premise: Our premise is that principals as strategic leaders must think and act strategically and entrepreneurially to meet the demands of the context they work in. The SLN solution: The Essence of Strategic Leadership Understanding the strategies to deal with strategic change. Building an Ambidextrous Organization -- Exploration/Exploitation Mission/Opportunity Driven Thinking Strategically the minds and thinking skills needed to think differently and find the future.Leading Strategically - The tactics and tools strategic leaders use to influence others to willingly join in pursuit of organizational goals. Trusting the Process The systematic interdependent steps to develop a high performing ambidextrous organization or work unit.

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The Strategic Leader Network4

Lets Start at the Beginning!

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7/31/2016Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP5

Leaders & Managers

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Leaders and ManagersSupervisors, Managers and ExecutivesLowest layer focuses on accomplishment of concrete tasks. Leadership at this level is direct face-to-face direct assignment of tasks and motivation of effort toward task accomplishment. Live within a culture. Time horizons are short. Greater need for technical and interpersonal skills. Middle layer removed from those involved with task accomplishment. Work involves facilitating task accomplishment at the direct level. Focuses on managing interdependencies, resourcing, coordination of efforts over time. Live within a culture. Time horizons are relatively short. Greater need for conceptual and interpersonal skills. Top layer removed from managing interdependencies and focused on providing a sense of understanding and purpose to the activities of organization, building consensus, tapping resources from outside the organization, and reducing uncertainty to enable unity of effort to emerge. Add greatest value by resource allocation. Create culture. Time horizons are longer. Greater need for abstract, integrative thinking skills is essential

At the top level things cannot get done through orders you correct the trajectory slowly using persuasion and consensus building building support for a common missionGreater premium on anticipation drawing on experience and institutive understanding of a situationIf you anticipate correctly you can shape issues rather than issues shaping youMust understand new trends and themes before charting your own objectives and long term goalsReach out to the future and being proactiveDifferent from commanding troops need to synthesizeResoruces may not be at hand get them Plan of action cannot be concretely programmed at presentConsideration from variety of perspectivesPrimary requirement to move upward in organizations is capacity to deal with the conceptual complexity at each successive levelProcess of cognitive development is progressive and sequential growth process that extends into adulthoodConceptual skill development is a key dimension in executive development conceptual graspCreating organizational understanding of enviornmental complexities are at the heart of the executives jobDecision making is different at the levels at lower levels selection from among formulated alternatives based on an d advantages-disadvantages comparisonAt upper levels formulation of a workable solution to problem situations work to develop a workable course ofa action and then manage the outcome over time so it will be successfulManagement process requires solving a substantial number of small problems along the wa6

What got you HERE wont get you THERE!The Skills Sets Needed ExecutiveManagerialSupervisoryTechnical Interpersonal Conceptual

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Leaders and Managers Think and Act Differently!The Strategic Leader Netowork (SLN)8

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Managers LeadersProduce Order and ConsistencyPlan / OrganizeEstablish agendasSet time tablesProvide structureEstablish rules and procedures Allocate resourcesMake job placementsFocus on Procedures

Produce Change and MovementEstablish DirectionCreate a visionClarify big pictureSet strategiesAlign People and StructuresCommunicate goalsSeek commitmentBuild teams and coalitionsFocus on Results

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Bottom Line:Managers

Produce a Degree of Stability, Order, and Short term Results

Leaders Produce Change, New Products, New Approaches, and Long term Competitive Results

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LeadershipManagement The Nature of Management JobsManager-LeaderLeader - ManagerLeaderManager

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DefinitionsLeader A person who influences a group of people towards the achievement of a goal.A person who produces change and movement, establishes direction, aligns people and structures, and focuses on results.

LeadershipLeadership is a process ofsocial influencewhich maximizes the efforts of others, towards the achievement of a goal.Leadership is the process of persuasion or example by which an individual induces a group to pursue objectives held by the leader and shared by followers.

We all know what leadership is until someone asks us to define it

Authentic LeadershipServant LeadershipTransformational LeadershipBalanced LeadershipDistributed LeadershipStrategic Leadership Ethical LeadershipRelational LeadershipThe Leadership ChallengeLevel 5 LeadershipTransactional LeadershipCharismatic LeadershipSituational Leadership

Autocratic leadership.Bureaucratic leadership.Democratic leadership or participative leadership.Laissez-faire leadership.People-oriented leadership or relations-orientedleadership.Task-oriented leadership.Leadership PracticesParticipative LeadershipNarcissistic leadershipToxic LeadershipCollaborative leadershipCross Cultural LeadershipGlobal LeadershipVisionary LeadershipPurposeful LeadershipInvitational LeadershipMoral LeadershipChurch LeadershipSpiritual LeadershipInstructional LeadershipPolitical LeadershipLeadership for LearningTeam LeadershipOperational LeadershipCreative LeadershipShared LeadershipLevel 3 leadershipPrimal LeadershipSupervisory LeadershipParticipative LeadershipPublic LeadershipCatalytic LeadershipCross Cultural LeadershipAdaptive Leadership

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At its core, leadership revolves around several key activities: establishing direction (e.g. creating a vision, clarifying the big picture; and setting strategies); aligning people and structures by communicating goals, seeking commitment, and building teams and coalitions; and focusing on results (Pisapia, 2009).The Core Tasks of Leaders

Scholars have developed adjectives, principles, and theories to distinguish how different leaders accomplish those tasks. For example, Servant leaders would accomplish them by focusing on their desire to serve others to help them achieve and improve (Greenleaf, 1977). Transformational leaders would accomplish them by focusing on idealized influence, intellectual stimulation, inspirational motivation, and individualized consideration (Bass, 1985). Authentic leaders would accomplish them by focusing on working in concert with ones true self, balanced processing, relational transparency, and self-transcendent values (Avolio, & Gardner, 2005). Entrepreneurial leaders would accomplish them by identifying opportunities, assuming calculated risks, proactively seeking out and recognizing opportunities, and creatively pursuing innovations which create value (Tarabishy et al., 2005, p. 27)Strategic leaders would accomplish them by making consequential decisions about ends, strategy and tactics to develop a competitive advantage.

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Superordinates Bosses, Boards, SuperiorsSubordinatesDirect and Indirect ReportsStaff , Teams, Subunits

The Audiences for Leaders

Tasks seem doable until you but people, interests and context into the equation

Vertical Theories emphasize leader follower and common goals.Command and control and persuasion are levers of change

As supporters, blockers, approvers and customers are added to the vertical components positional leadership is diluted.

New skills are necessary to create direction, alignment, and commitment.

Horizontal leaders execute coordination and collaboration influence actions by focusing on the process more than the content of the work

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Supervisory (Traditional) Leadership(Blake & Mouton, 1964; Fiedler, 1967; Hersey & Blanchard, 1969)Transformational Leadership(Burns, 1978; Bass, 1985)Hierarchical; command and controlHierarchical; heroic leadershipEstablishes visionEstablishes visionDevelops culture of limited empowerment focused on process; all authority in central leadershipDevelops culture of high expectations; focus on self-actualization of individuals higher level needs; authority centered in heroic leaderMany rules, regulations, procedures, guidelinesEmphasis on trust, empowerment, and autonomyFocus on maintaining status quo; internal consistencyFocuses on achieving more than expectedFocuses on internal environment processes and procedures to ensure efficiencyFocus internal emphasis on helping members to realize higher level needs and improve individual performanceLeadership at top of organizationLeadership at top of organizationManaging dominantLeading dominant

The Strategic Leader Network17

The Reality :Traditional Leadership Theories are not as effective in the current environment!

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Superordinates Bosses, Boards, SuperiorsCustomers/ClientsInternal and External UsersSubordinatesDirect and Indirect ReportsStaff , Teams, SubunitsSupporters/BlockersApprovers, Politicians, Competitors, Partners

The Audiences for Leaders

Tasks seem doable until you but people, interests and context into the equation

Vertical Theories emphasize leader follower and common goals.Command and control and persuasion are levers of change

As supporters, blockers, approvers and customers are added to the vertical components positional leadership is diluted.

New skills are necessary to create direction, alignment, and commitment.

Horizontal leaders execute coordination and collaboration influence actions by focusing on the process more than the content of the work

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Strategic Leadership(Pisapia, 2009)Horizontal leadership structure; coordination and collaborationEstablishes vision and direction; aligns members and structures toward established directionDevelops supportive culture focusing on outcomes; tolerance for ambiguity; decision-making strategic; authority dispersedMinimum specifications; autonomy and flexibilityFocus on outcomes; frame-sustaining and frame-breaking changeAnticipates internal and external environmental changes; focuses on organizational and external relationshipsLeadership exists in all levels of organizationManaging and leading co-dominant

Entrepreneurial Leadership(Covin & Slevin, 1986, 1988; Miller, 1983)Flattened leadership; empowerment and autonomyEstablishes vision and inspires others to join causeDevelops culture of risk-tolerance and experimentation in pursuit of innovation; tolerance for ambiguity; always looking for competitive advantage; authority dispersedEmphasis on autonomy and flexibilityFocus on creating value; innovative changeAnticipates environmental demands and proactively seeks to create opportunity; looks to be first to marketLeadership exists in all levels of organizationLeading dominant

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The Strategic Leader Solution

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7/31/2016Pisapia, J. (2009) The Strategic Leader.21Strategic LeadershipDefinedStrategic leadership isthe capability to singularly, or with others, anticipate change, and create direction, alignment, commitment, and results and write it down in an actionable plan.

Transition from leading in organizations to leading organizationsTo do so, leaders, singularly or with others,think and work in a strategic way todiscover the future AND make it happen!!! If direction exists you work on strategic execution if direction is not given you work on strategic thinking first then execution

At its core, strategic leadership marries management with leadership, and strategic intent with tactics and actions. (Pisapia, 2009, p. 7)It requires that leaders think, act, and work in a strategic way. Thinking in a strategic way , strategic leadership is about making consequential decisions about ends, strategy, and tactics. means that leaders can use synthesis as well as analysis, linear as well as nonlinear thinking, critical as well as creative thinking skills. These skills systems thinking, reframing, reflection ensure leaders are mentally agile so they can answer why, what, how and when questions in rapid iterations and see old issues with new eyes.

Acting in a strategic way, means that leaders are able to use a wide array of influence actions transforming managing bonding bridging bartering in an artistic balanced manner to assure that the organizations purpose is accomplished

Working in a strategic way means that leaders Trust the Process. They are able to use the habits that comprise the strategic leadership method Anticipating and Assuring which form the strategic thinking protocol and Aligning and Assuring which form the strategic execution protocol to enable the organization to find its future and make it happen.

Strategic Thinking CapabilityStrategic Leader Capability

The Philosophy

The Big SL IdeasThe SL Methodology

Cultivate yourself; then your organizationApply New Science TacticsBuy in to Join InProblem solvers to Solution Seekers

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Are We Ready to Rock and Roll?

Fred Astaire and Eleanor Powell23

See You after the Break!Topic:What do you bring to the Table

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