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©2014 Center for Creative Leadership. All rights reserved.
CCL Points of View: Leadership Development
Charles J. Palus PhD
Senior Fellow
palusc@ccl.org
Theoretical Roots
Applied Practice
Opportunities and Dilemmas
©2014 Center for Creative Leadership. All rights reserved.
CCL Points of View: Leadership Development
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.
11
44
77
22 33
55 66
88 99
11
22
33
44
55
66
77
88
99
11
44
77
22 33
55 66
88 99
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.
©2014 Center for Creative Leadership. All rights reserved.
CCL Points of View: Leadership Development
Dialogue
DAC Model
Relational Leadership
Lessons of Experience
ACS Model
Leadership Culture
Vertical Development
©2014 Center for Creative Leadership. All rights reserved.
CCL Points of View: Leadership Development
Dialogue
DAC Model
Relational Leadership
Lessons of Experience
ACS Model
Leadership Culture
Vertical Development
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
© 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
© 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
Commitment: Mutual responsibility for the group
Alignment: Coordinated work within
the group
© 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
Commitment: Mutual responsibility for the group
Alignment: Coordinated work within
the group
© 2014 Center for Creative Leadership. All Rights Reserved.© 2015 Center for Creative Leadership. All Rights Reserved.
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
©2014 Center for Creative Leadership. All rights reserved.
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”
©2014 Center for Creative Leadership. All rights reserved.
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
©2014 Center for Creative Leadership. All rights reserved.
CCL Points of View: Leadership Development
Dialogue
DAC Model
Relational Leadership
Lessons of Experience
ACS Model
Leadership Culture
Vertical Development
©2014 Center for Creative Leadership. All rights reserved.
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/
©2014 Center for Creative Leadership. All rights reserved.
CCL Points of View: Leadership Development
Dialogue
DAC Model
Relational Leadership
Lessons of Experience
ACS Model
Leadership Culture
Vertical Development
2010 Center for Creative Leadership. All rights reserved.
Research
1988
2010 Center for Creative Leadership. All rights reserved.
Research
2012 Center for Creative Leadership. All rights reserved.
Lessons of Experience
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
Lessons of Experience
2012 Center for Creative Leadership. All rights reserved.
70-20-10
Coursework and Training
DevelopmentalRelationships
ChallengingAssignments
20 1070
What we’ve learned about learning…
2012 Center for Creative Leadership. All rights reserved.
70-20-10
Assessment for Development
2012 Center for Creative Leadership. All rights reserved.
Horizontal move
TurnaroundBosses & superiors
New Initiative
Increased job scope
The Basic Five
2012 Center for Creative Leadership. All rights reserved.
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
©2014 Center for Creative Leadership. All rights reserved.
CCL Points of View: Leadership Development
Dialogue
DAC Model
Relational Leadership
Lessons of Experience
ACS Model
Leadership Culture
Vertical Development
©2014 Center for Creative Leadership. All rights reserved.
CCL Points of View: Leadership Development
Dialogue
DAC Model
Relational Leadership
Lessons of Experience
ACS Model
Leadership Culture
Vertical Development
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?
©2014 Center for Creative Leadership. All rights reserved.
CCL Points of View: Leadership Development
Dialogue
DAC Model
Relational Leadership
Lessons of Experience
ACS Model
Leadership Culture
Vertical Development
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
©2014 Center for Creative Leadership. All rights reserved.
• 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
©2014 Center for Creative Leadership. All rights reserved.
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.
©2014 Center for Creative Leadership. All rights reserved.
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
©2014 Center for Creative Leadership. All rights reserved.
─ 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
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
From Transformations in Leadership © Dr. Edward J. Kelly 2014
“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
©2014 Center for Creative Leadership. All rights reserved.
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.
Open certifications next year.
March in HelsinkiJune or Sept in BostonOctober in London
CONTACT: Bill Torbert at Torbert@bc.eduElaine Barker at Elaine@elainebarker.co.ukRichard Izard at richard@gla.global
©2014 Center for Creative Leadership. All rights reserved.
CCL Points of View: Leadership Development
Dialogue
DAC Model
Relational Leadership
Lessons of Experience
ACS Model
Leadership Culture
Vertical Development