Seven Transformations Seven Transformations of Leadershipof Leadership

By David Rooke and Williams R. By David Rooke and Williams R. TorbertTorbert

Presented by Hien & Angeline

Research & Action LogicResearch & Action Logic

Article a result of survey based-Article a result of survey based-research or managers & research or managers & professionals.professionals.

Action logic: How leaders Action logic: How leaders interpret their surroundings & interpret their surroundings & how they react when power or how they react when power or safety is challenged.safety is challenged.

7 Action Logics7 Action Logics

OpportunistOpportunist DiplomatDiplomat ExpertExpert AchieverAchiever IndividualistIndividualist StrategistStrategist AlchemistAlchemist

The OpportunistThe Opportunist

Focus on personal wins & Focus on personal wins & controlling external environmentcontrolling external environment

People are an opportunity for People are an opportunity for exploitationexploitation

Legitimize unethical behaviorLegitimize unethical behavior Reject feedbackReject feedback Externalize blameExternalize blame

The DiplomatThe Diplomat

Focused on gaining control of Focused on gaining control of own behaviorown behavior

Conform to groupConform to group Avoid/Ignore conflictAvoid/Ignore conflict Supportive + help bring people Supportive + help bring people

togethertogether

The ExpertThe Expert

Perfecting knowledgePerfecting knowledge Data and logicData and logic Focus on continuous Focus on continuous

improvement, efficiency and improvement, efficiency and perfectionperfection

Always think they are always Always think they are always rightright

““I don’t do feelings, I’ll leave that I don’t do feelings, I’ll leave that to Barry Manilow”to Barry Manilow”

The AchieverThe Achiever

Team orientationTeam orientation Open to feedbackOpen to feedback Concerned with meeting goalsConcerned with meeting goals Inhibit thinking outside of the Inhibit thinking outside of the

boxbox

The IndividualistThe Individualist

Abstract thinkersAbstract thinkers Interweave competing personal Interweave competing personal

and company action logicsand company action logics Resolve gaps between strategy Resolve gaps between strategy

and performanceand performance

The StrategistThe Strategist

Focus on organization constraints and Focus on organization constraints and perceptionsperceptions which they treat as discussable and which they treat as discussable and

transformabletransformable Strategist masters the second-order Strategist masters the second-order

organizational impact of actions & organizational impact of actions & agreementsagreements

Adept at creating shared visions across Adept at creating shared visions across different action logics. different action logics. (both personal and organization transformation)(both personal and organization transformation)

Deal with conflict more comfortableDeal with conflict more comfortable They are better at handling people They are better at handling people

instinctive resistance to changeinstinctive resistance to change

The StrategistThe Strategist

Three distinct levels of social Three distinct levels of social interplayinterplay Personal relationship Personal relationship Organization relationshipOrganization relationship National and international National and international

developmentsdevelopments

Example Bavaria a CEO back in Example Bavaria a CEO back in 1985 measured as a strategist1985 measured as a strategist

The AlchemistThe Alchemist

Ability to renew or even reinvent Ability to renew or even reinvent themselves and their themselves and their organizations in historically organizations in historically significant wayssignificant ways

Has an extraordinary capacity to Has an extraordinary capacity to deal simultaneously with many deal simultaneously with many situations at multiple levelssituations at multiple levels

Alchemist can talk with both Alchemist can talk with both kings and commoners kings and commoners

The AlchemistThe Alchemist

Can deal with immediate Can deal with immediate priorities yet never lost sight of priorities yet never lost sight of long term goalslong term goals

Alchemists individuals who live Alchemists individuals who live by high moral standardsby high moral standards

Mainly focus intensely on the Mainly focus intensely on the truthtruth Example:Example:

Nelson MandelaNelson Mandela

To Strategist and BeyondTo Strategist and Beyond

The Strategist and Alchemist The Strategist and Alchemist action logics is qualitativelyaction logics is qualitatively

May seek spiritual and ethical May seek spiritual and ethical guidance from mentorsguidance from mentors Mutual mentoring with peers who Mutual mentoring with peers who

are already part of their networksare already part of their networks

Seven Ways of LeadingSeven Ways of Leading

Leadership Teams and Leadership Leadership Teams and Leadership Cultures within OrganizationsCultures within Organizations

The most effective teams are those The most effective teams are those with a strategist culturewith a strategist culture The group sees business challenges as The group sees business challenges as

opportunities for growth and learning on opportunities for growth and learning on the part of both individuals and the the part of both individuals and the organizationorganization

Most senior manager teams operate Most senior manager teams operate at the Achiever action logicat the Achiever action logic They prefer unambiguous targets and They prefer unambiguous targets and

deadlines, and working with clear deadlines, and working with clear strategies, tactics, and plans, often strategies, tactics, and plans, often against tight deadlinesagainst tight deadlines

Leadership Teams and Leadership Leadership Teams and Leadership cultures within Organizationscultures within Organizations

For mature companies where For mature companies where senior management teams senior management teams operate as Expertsoperate as Experts Vice presidents see themselves Vice presidents see themselves

as chiefs and their “teams” as an as chiefs and their “teams” as an information-reporting formalityinformation-reporting formality

In creative, Consulting and In creative, Consulting and nonprofit organizations are nonprofit organizations are Individualist teamsIndividualist teams

The END The END