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Seven Transformations of Leadership

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Seven Transformations of Leadership By David Rooke and Williams R. Torbert Presented by Hien & Angeline Research & Action Logic Article a result of survey based ... – PowerPoint PPT presentation

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Title: Seven Transformations of Leadership


1
Seven Transformations of Leadership
  • By David Rooke and Williams R. Torbert

Presented by Hien Angeline
2
Research Action Logic
  • Article a result of survey based-research or
    managers professionals.
  • Action logic How leaders interpret their
    surroundings how they react when power or
    safety is challenged.

3
7 Action Logics
  • Opportunist
  • Diplomat
  • Expert
  • Achiever
  • Individualist
  • Strategist
  • Alchemist

4
The Opportunist
  • Focus on personal wins controlling external
    environment
  • People are an opportunity for exploitation
  • Legitimize unethical behavior
  • Reject feedback
  • Externalize blame

5
The Diplomat
  • Focused on gaining control of own behavior
  • Conform to group
  • Avoid/Ignore conflict
  • Supportive help bring people together

6
The Expert
  • Perfecting knowledge
  • Data and logic
  • Focus on continuous improvement, efficiency and
    perfection
  • Always think they are always right
  • I dont do feelings, Ill leave that to Barry
    Manilow

7
The Achiever
  • Team orientation
  • Open to feedback
  • Concerned with meeting goals
  • Inhibit thinking outside of the box

8
The Individualist
  • Abstract thinkers
  • Interweave competing personal and company action
    logics
  • Resolve gaps between strategy and performance

9
The Strategist
  • Focus on organization constraints and perceptions
  • which they treat as discussable and transformable
  • Strategist masters the second-order
    organizational impact of actions agreements
  • Adept at creating shared visions across different
    action logics.
  • (both personal and organization transformation)
  • Deal with conflict more comfortable
  • They are better at handling people instinctive
    resistance to change

10
The Strategist
  • Three distinct levels of social interplay
  • Personal relationship
  • Organization relationship
  • National and international developments
  • Example Bavaria a CEO back in 1985 measured as a
    strategist

11
The Alchemist
  • Ability to renew or even reinvent themselves and
    their organizations in historically significant
    ways
  • Has an extraordinary capacity to deal
    simultaneously with many situations at multiple
    levels
  • Alchemist can talk with both kings and commoners

12
The Alchemist
  • Can deal with immediate priorities yet never lost
    sight of long term goals
  • Alchemists individuals who live by high moral
    standards
  • Mainly focus intensely on the truth
  • Example
  • Nelson Mandela

13
To Strategist and Beyond
  • The Strategist and Alchemist action logics is
    qualitatively
  • May seek spiritual and ethical guidance from
    mentors
  • Mutual mentoring with peers who are already part
    of their networks

14
Seven Ways of Leading
15
Leadership Teams and Leadership Cultures within
Organizations
  • The most effective teams are those with a
    strategist culture
  • The group sees business challenges as
    opportunities for growth and learning on the part
    of both individuals and the organization
  • Most senior manager teams operate at the Achiever
    action logic
  • They prefer unambiguous targets and deadlines,
    and working with clear strategies, tactics, and
    plans, often against tight deadlines

16
Leadership Teams and Leadership cultures within
Organizations
  • For mature companies where senior management
    teams operate as Experts
  • Vice presidents see themselves as chiefs and
    their teams as an information-reporting
    formality
  • In creative, Consulting and nonprofit
    organizations are Individualist teams

17
The END
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