rethinking leadership ankara3

Rethinking Leadership: Strategic Leadership and the New World

John Pisapia, Professor Leadership Studies, Florida Atlantic University

Presented at Hacettepe University, Faculty of Economics and Administrative Sciences

Ankara, Turkey September 9, 2009

www.thestrategicleader.org

http://www.thestrategicleader.org/

04/10/23 Pisapia, J. (2009) The Strategic Leader. 2

THE POWER OF THE CURVETHE POWER OF THE CURVE

The Postmodern Condition

Curve 1

Curve 2


Curve 1

Curve 2


Curve 1

Curve 2


Curve 1

Curve 2


Curve 1

Curve 2


Curve 1

Curve 2


Curve 1

Curve 2

The Post Modern

ConditionCurve 1

Curve 2

The Strategic Questions

• What Has to Happen Here?

» Simple Vision = 180• What is Precious and What is Expendable?

» Break costly Traditions -

• How can we Make it Happen?» Connect with people!

• How do we Keep Making it Happen?» Measurement pushes you to action

04/10/233

Pisapia, J. (2009) The Strategic Leader.


The Lessons of the Curve

The legacy models of leadership [command and control] do not work under conditions of disruptive change and globalization. What Works are

Practicing from analytic and integrative mindsets,

Using a multi-dimensional set of leader actions.

Connecting their organizations to current major environmental themes associated with success,

Connecting with the minds and spirit of followers


The Strategic Leadership Framework

Leadership and Strategic LeadershipLeaders are people who, singularly or

with others, establish direction and then mobilize people, capture resources, and create an adaptive learning culture to move toward it.

Strategic leadership is the ability to make and implement CONSEQUENTIAL DECISIONS about: ENDS, ACTIONS and TACTICS to

keep their organization/team positioned in its environment.

Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 6

We Need Strategic Leaders at every level of the organization who can work in a strategic way; which means creating and executing an actionable strategy.04/10/23


Basic Assumption



The Strategic Leader’s Wheel

The takeaway is that strategic leaders use two protocols to drive learning and performance: strategic thinking and strategic execution.

New habits are grounded in a holistic learning process described as the Leader’s Wheel

TRANSFORMING

E T I CAL

POLITICAL

MANAGING

Agility & Artistry

Anticipating

ArticulatingAligning

Assuring

804/10/23 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP


The Role of the Core Competencies

8

04/10/23Pisapia, J. (2009) The Strategic

Leader.

9

The Strategic Thinking Protocol Core Competency

Agility : Basic premises:

Agility of the mind is the core competency that drives the Strategic Thinking protocol.

Mindset is the way you think about things. It “drives every aspect of our lives, from work to sports, from relationships to parenting.” (Dweck, 2006)

SYSTEMS THINKING

AGILITY

REFLECTING

REFRAMING


The Driver of The Strategic Thinking Protocol

10Pisapia, J. (2009) The Strategic Leader.04/10/23

Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 1104/10/23

12Pisapia, J. (2009). The Strategic

Leader. Charlotte, NC: IAP

04/10/23

1304/10/23 13

0

10

20

30

40

50

60

70

80

REFL REFR SYS T STR T

Benchmark

Less Succ

14

Pisapia, Reyes-Guerra & Yasin, 2006Pang & Pisapia, 2006 N=900

Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP

Agility of the Mind

Strategic Thinking Questionaire (STQ) Findings

Agility of the MindSTQ Findings Cont’d

• There is a cumulative impact when the skills are used in Tandem.

• The younger you are the less you use these skills. • Skill use improves with age, experience, and

education. • Strategic thinking skills and self directed learning

are related. • The Good News is: These skills can be taught and

learned. 04/10/23 15Pisapia, J. (2009) The Strategic Leader.

SYSTEMS THINKING

AGILITY

ANTICIPATING

ARTICULATIN

G Statement of Intent

REFLECTING

REFRAMING


The Strategic Thinking Protocol

The Takeaway - A shared statement of intent forms a psychological contract with followers and guides the organization’s actions.

16Pisapia, J. (2009) The Strategic Leader.04/10/23

04/10/23 Pisapia, J. (2009) The Strategic Leader.

17

Strategic Intent begins the Journey to High performance

04/10/23 Pisapia, J. (2009) The Strategic Leader.

18

The Strategic Execution Protocol Core Competency

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.

TRANSFORMING

Eth I c A l

POLITICAL

MANAGING

Strategic Leader Actions

Leadership

Bartering

Bridging

Bonding

04/10/23 19

Pisapia, J. (2009) The Strategic Leader.

BondingARTISTRY

GNING

Bridging

Bartering

Transforming

Managing


The Driver of the Strategic Execution Protocol

04/10/23 20Pisapia, J. (2009) The Strategic Leader.


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 Execution Protocol


The Takeaway - Leaders use the habits of Artistry, Aligning, and Assuring to build a high performing organization. 23


The Strategic Leadership Framework Leader Structural Tactics


The Strategic Leader Skill SetLeader Thinking Skills

Systems ThinkingReflectingReframing

Leader Design TacticsMinimum SpecificationsOrganizational FitnessGenerative ConversationsChunking Change

Leader ActionsManaging/Transforming

Bonding, Bridging, Bartering

Leader Structural TacticsClear Concrete TargetTrack Performance

Teach Organization’s

Point of View Make Learning a Priority

EmpowerRecruit and Select for

Organization and Culture FitTie Rewards to Results,

Individual Growth, Contribution


Selected Books and Articles• Strategic Leadership

Pisapia, J. (2009). The strategic leader. Charlotte: Information Age Publishers.

Pisapia, J. (2006). A new direction for leadership. (Education Policy Studies Series No. 61). Hong Kong: The Faculty of Education and the Hong Kong Institute of Educational Research. (Monograph) – cited in Scopus

Pisapia, J. (2006). Mastering change in a globalized world. In P. Singh, J. Bhatnagar, & A. Bhandarker (Eds). Future of work: Mastering change. Chapter 19, pp. 303-327. New Delhi: Excel Books. IBSN: 81-7446-302-2.

Strategic ThinkingPisapia, J., Pang, N.S.K., Hee, T. H. Lin, Ying, & Morris, J.D. (2009). A comparison of the use of strategic thinking skills of aspiring school leaders in Hong Kong, Malaysia, Shanghai, and the United States: An exploratory study. International Journal of Educational Studies. 2(2), 48-58. http://ccsenet.org/journal/index.php/ies/article/viewFile/1682/1627

Zsiga, P. (2008). Leader effectiveness from self-directed learning and strategic thinking International Journal of Human Resources Development and Management 2008 - Vol. 8, No.4 pp. 306 - 317

Pang, S. K. & Pisapia, J. (2007). The Strategic thinking capabilities of school leaders in Hong Kong. Presented at the Annual Conference of the American Education Research Association, Chicago, Il.

Pisapia, J., Reyes-Guerra, D. & Yasin, M. (2006) Strategic Thinking and Leader Success Presented at the Annual Meeting of the International Conference on Advances in Management, Lisbon Portugal, July 19-22, 2006.

Pisapia, J., Reyes-Guerra, D., & Coukos-Semmel, E. (2005). Developing a Strategic Mindset: Constructing the Measures. Leadership Review, Spring 2005, Vol. 5, pp. 41-68 - cited in Scopus http://www.leadershipreview.org/2005spring/article2_spring_2005.asp

Pisapia, J., Coukos-Semmel, E., and Reyes-Guerra, D. (2004). Assessing the cognitive processes of leaders: Do effective leaders think differently than less effective leaders? In A. Lazaridou (Ed.), Contemporary issues on educational administration and policy (Chapter 9, pp 147-170). Athens, Greece: Athens Institute for Education and Research. ISBN: 960-88331-2-4.

Strategic Execution Ugurluglu, U., (2009). The use of strategic leader actions by hospital managers in Turkey. Unpublished dissertation. Hacettepe University,

• Ugurluglu, U., Celik, Y. , & Pisapia, J. (under review). Assessment of strategic leader actions of hospital managers in Turkey. Journal of Health Management. Reyes-Guerra, D. (2009). The relationship of strategic leader actions and normative structures. Unpublished dissertation. Florida Atlantic University.Yasin, M. (2006). The use of strategic leadership actions by Deans in Malaysian and American public universities. Unpublished dissertation. Florida Atlantic University.



Need More Information?

[email protected]

http://www.TheStrategicLeader.org

Pisapia, J. (2009). The strategic leader. Charlotte: Information Age Publications. http://www.infoagepub.com/products/The-Strategic-Leader

rethinking leadership ankara3

Documents

strategic intent

strategic leader actions

strategic leadersat

strategic questions

strategic thinking skills

strategic execution

strategic execution

ina strategic way