strategic leadership: introduction

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EDA 7931 – Seminar in Executive LeadershipAn Introduction

Learning to Lead Organizations and Teams

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

Leader. Charlotte, NC: IAP2

The Context of the Course

The Context of the Course

Supervisors, Managers and Executives• Lowest 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

The Evolution of Leader ActionsThe Evolution of Leader Actions

Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 404/10/23

THE LEADERSHIP PROCESS

Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 5

Leader Actions

Leaders Followers

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

Leader. Charlotte, NC: IAP6

Leadership

Management

Two Factor Leadership Actions


ErrorLeaders have a limited set of actions to use!

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Task

Relationships

Transformational

Transactional

1959-1978 1978 - 1995

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

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Managers Leaders Produce Order and

Consistency Plan / Organize

o Establish agendaso Set time tableso Provide structureo Establish rules and

procedures Allocate resources

o Make job placements Focus on Procedures

Produce Change and Movement Establish Direction

o Create a visiono Clarify big pictureo Set strategies

Align People and Structureso Communicate goalso Seek commitmento Build teams and coalitions

Focus 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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Why do we need to Lead Differently?

The Lesson of the CurveThe Lesson 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

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1907

1917

1927

WHAT KIND OF CHANGE IS THIS?

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Frame Breaking Change

The Pyramids of Strategic ChangeThe Pyramids of Strategic Change


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Frame Sustaining Change

Why do Leaders Fail?

The Lessons of the CurveThe old maps do not work! Disruptive change and globalization are

challenging the legitimacy of legacy command and control models of leadership. These conditions reward leaders who:

Practice from analytic and integrative mindsets,

Use a multi-dimensional set of leader actions.

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

Connect with the minds and spirit of followers,

The takeaway is that new leadership maps are forming.

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

Charlotte, NC: IAP14

Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP15

You need a new Map that Enables you to do this!You need a new Map that Enables you to do this!

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The Strategic Leadership Framework

The New Maps are Forming on New Assumptions

Leaders 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.

The Leader mantra is common ends and values, and adaptable ways and means.

Finding the right leader is crucial, but less to provide answers than to build the conditions under which followers can flourish and give their best.

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

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Basic Assumption


We need the ability (as well as wisdom) to make and implement:

CONSEQUENTIAL DECISIONS about : ENDS, ACTIONS, and TACTICS

which keeps our organization positioned in its environment.

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The New Maps are Forming on a new Skill Set

04/10/23 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 19

Leader 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


The New Maps Aare Forming Around New Habits

04/10/23 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 20

The takeaway is that strategic leaders use two core competencies to drive learning and performance: Agility and Artistry.

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

The Core CompetenciesThe Core Competencies

Inside The Strategic Leader’s WheelInside The Strategic Leader’s Wheel

Artistry - Agility

Anticipating

ArticulatingAligning

Assuring

2104/10/23 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP

The takeaway is that strategic leaders combine these habits into two protocols to drive learning and performance: strategic thinking and strategic execution.

AGILITY

ANTICIPATING

ARTICULATIN

GStatement of Intent


The Strategic Thinking Protocol

The Takeaway - Leaders use the habits of Agility, Anticipating, and Articulating to develop a shared statement of intent which forms a psychological contract with followers and guides the organization’s actions.

22Pisapia, J. (2009) The Strategic Leader.

ARTISTRY

ALIGNING

ASSURING

HIGH PERFORMANCE


The Strategic Execution Protocol

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

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

Course Objectives: Course Objectives:

Learn to Lead Organizations and Teams

Strengthening your ability to:

o think strategically by enhancing your mental Agility through systems thinking, reframing and reflection skills.

o Learn new Leadership habits of anticipating, articulating, aligning, assuring, and artistry to lead organizations for Frame-sustaining or Frame-breaking radical change.


Course ThemesCourse ThemesTheme 1: Leading Organizations in a Changing WorldExecutive Leadership/Strategic Leadership

Power of the CurveThe Leadership Wheel

Theme 2: The Difference Makers Agility of the Mind:

Systems thinking, Reframing, Reflection Artistry of Actions:

Managing, Transforming, Bonding, Bridging, and BarteringTheme 3: The Learning Habits:

Anticipating, Articulating, Aligning, Assuring


Course OutcomesCourse OutcomesDeemphasize Old Habits Emphasize New Habits

Think linearly Strengthen growth mindsets

Fail to identify vital societal and institutional forces

Gather environmental and social intelligence

Overuse measurement and seek to rationally plan

Light the Way, and Run for Daylight

Fail to connect to the minds and spirit of followers

Create Owners by Relating - bonding, story telling, and active listening.

Fail to see their organization as dependent on others

Reach for power by bridging and alliance building

Monitoring Create habits of inquiry, learning, cohesion and opportunities for self direction.

Use a limited set of leadership actions.

Employ Multifaceted Leadership Actions .


strategic leadership: introduction

Documents

curve pisapia

postmodern condition

strategic leadersat

right leader

iap frame

leadership process pisapia

iap error leaders

ina strategic way