LEADERSHIP AS MISSION-CRITICAL, ORGANISATIONAL CAPABILITY: THE - - PowerPoint PPT Presentation

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LEADERSHIP AS MISSION-CRITICAL, ORGANISATIONAL CAPABILITY: THE - - PowerPoint PPT Presentation

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LEADERSHIP AS MISSION-CRITICAL, ORGANISATIONAL CAPABILITY: THE PRESSING NEED FOR A LARGE-SCALE, SYSTEMIC, INTEGRATED ORGANISATIONAL INTERVENTION PERSPECTIVE Theo H Veldsman Professor and HOD, Department of Industrial Psychology and People

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LEADERSHIP AS MISSION-CRITICAL, ORGANISATIONAL CAPABILITY: THE PRESSING NEED FOR A LARGE-SCALE, SYSTEMIC, INTEGRATED ORGANISATIONAL INTERVENTION PERSPECTIVE

Theo H Veldsman Professor and HOD, Department of Industrial Psychology and People Management, Faculty of Management, University of Johannesburg, South Africa Independent People Effectiveness Consultant theov@uj.ac.za Key note address presented at 36th Annual Assessment Centre Study Group (ACSG) Conference: "Assessing leadership challenges using Assessment and Development Centres“ from 6 to 8 April 2016 at the NH Lord Charles in Somerset West, South Africa

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 Leadership as centre piece in success of organisations has been demonstrated unequivocally. Leadership does make difference. Up to a 40% difference a recent, comprehensive study has shown  Why? Because leadership is about conceiving possible futures and realising chosen, desired future for their constituencies  Through leadership, organisations:

  • engage in radically changing and significantly different world with different criteria for success
  • craft innovative strategic intents, giving sustainable competitive edge in emerging, new world order
  • re-invent organisations’ delivery logic to fit re-conceived strategic intents
  • lead followers who have significantly different/ shifting needs, expectations and aspirations

 Leadership who pro-actively take charge of organisation’s future through pursuing chosen, desired future, will be architects of their future, not victims: mission critical organisational capability

INTRODUCTION

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 If leadership is critical contributor to, and enabler in keeping organisations future-fit, it can be argued that pressing need exists to view leadership as:

  • large-scale, systemic integrated organisational intervention
  • from strategic leadership value chain perspective

in order to ensure that necessary leadership capability is available timeously as mission-critical

  • rganisational capability

 Few organisations adopt this perspective. At present most common is:

  • fragmented, silo-ed, operational approach to the respective building blocks making up value chain
  • dealt with in stand-alone, through throwing-over-the-wall fashion
  • claimed and hoarded by competing organisational fiefdoms

INTRODUCTION

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PURPOSE OF PRESENTATION

  • To elucidate leadership from perspective of large-scale, systemic, integrated organisational intervention
  • More specifically, to map process wise, make-up of strategic leadership value chain as content of
  • rganisational intervention

INTRODUCTION

STORY LINE OF PRESENTATION Using typical action learning approach, strategic leadership value chain will be unpacked as follows:  Thinking about Leadership: Discovering and exploring phenomenon and country of ‘Leadership’  Actioning Leadership: Making it happen in organisation  Reflecting and learning about Leadership: Standing back, thinking what has happened, its impact and

  • utcomes
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Defining Leadership

DEPARTURE POINT

LEADERSHIP AS ORGANISATIONAL INTERVENTION

Past-Present-Future

Demarcating phenomenon/ territory

THINKING ABOUT LEADERSHIP: DISCOVERING AND EXPLORING PHENOMENON AND COUNTRY OF ‘LEADERSHIP’

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Leadership entails:

  • acts of persuasive influence
  • exercised by a collectivity of individuals (=shared leadership),
  • engaging a set of followers (=stakeholders)
  • regarding a joint course of action (=dream),
  • intended to bring about a collective outcome with a desired effect (=legacy)
  • within a specific context, past, present and future referenced (=fit)

THINKING ABOUT LEADERSHIP: DISCOVERING AND EXPLORING PHENOMENON AND COUNTRY OF ‘LEADERSHIP’

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Defining Leadership Conceptual Lens: Leadership Landscape

DEPARTURE POINT

LEADERSHIP AS ORGANISATIONAL INTERVENTION

Past-Present-Future

LENSES

Mapping territory

THINKING ABOUT LEADERSHIP: DISCOVERING AND EXPLORING PHENOMENON AND COUNTRY OF ‘LEADERSHIP’

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Community

Life Cycle Modes Roles Styles

Context Stakeholders: To-be Followers Leadership Identification, Growth and Development Leadership Profile Excellence Stance Process

CONCEPTUAL LENS

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Defining Leadership Conceptual Lens: Leadership Landscape

Action Lens 1 DEPARTURE POINT

LEADERSHIP AS ORGANISATIONAL INTERVENTION

Past-Present-Future

LENSES Action Lens 2 Action Lens 3 Action Lens n

Tool kit

THINKING ABOUT LEADERSHIP: DISCOVERING AND EXPLORING PHENOMENON AND COUNTRY OF ‘LEADERSHIP’

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ACTION LENSES

LEADERSHIP LANDSCAPE THINKING ABOUT LEADERSHIP: DISCOVERING AND EXPLORING PHENOMENON AND COUNTRY OF ‘LEADERSHIP’

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Defining Leadership Conceptual Lens: Leadership Landscape

Action Lens 1 DEPARTURE POINT

LEADERSHIP AS ORGANISATIONAL INTERVENTION

Past-Present-Future

LENSES Action Lens 2 Action Lens 3 Action Lens n ORGANISATIONAL ACTION PROCESS

SLF

ACTIONING LEADERSHIP: MAKING IT HAPPEN IN ORGANISATION

Strategic Leadership Framework

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Community

Life Cycle Modes Roles Styles

Context Stakeholders: To-be Followers Leadership Identification, Growth and Development Leadership Profile Excellence Stance Process

ORGANISATIONAL LEADERSHIP POSITIONING

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Defining Leadership Conceptual Lens: Leadership Landscape

Action Lens 1 DEPARTURE POINT

LEADERSHIP AS ORGANISATIONAL INTERVENTION

Past-Present-Future

LENSES Action Lens 2 Action Lens 3 Action Lens n

Context Well Being Excellence & Brand Profile Dynamics Identification, Growth, Development Outcome & Impact

ORGANISATIONAL ACTION PROCESS

Leadership Action Process SLF

ACTIONING LEADERSHIP: MAKING IT HAPPEN IN ORGANISATION

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Defining Leadership Conceptual Lens: Leadership Landscape

Action Lens 1 DEPARTURE POINT

LEADERSHIP AS ORGANISATIONAL INTERVENTION

Past-Present-Future

LENSES Action Lens 2 Action Lens 3 Action Lens n

Context Well Being Excellence & Brand Profile Dynamics Identification, Growth, Development Outcome & Impact

ORGANISATIONAL ACTION PROCESS

Leadership Action Process SLF

ACTIONING LEADERSHIP: MAKING IT HAPPEN IN ORGANISATION

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Operating Arena with its contextual complexity

Above the water: Regions/ Country Features & Dynamics Below the water: Global Cultural Orientation Below the water: Regional Desired Leadership Attributes Macro Internal Context: Our Organisation Micro External Context: Our Sector (Industry) Macro External Context: World at large Micro Internal Context: My Organisational Role

Leadership Context Fit

ACTIONING LEADERSHIP: MAKING IT HAPPEN IN ORGANISATION

Leadership Demands and Requirements

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Defining Leadership Conceptual Lens: Leadership Landscape

Action Lens 1 DEPARTURE POINT

LEADERSHIP AS ORGANISATIONAL INTERVENTION

Past-Present-Future

LENSES Action Lens 2 Action Lens 3 Action Lens n

Context Well Being Excellence & Brand Profile Dynamics Identification, Growth, Development Outcome & Impact

ORGANISATIONAL ACTION PROCESS

Leadership Action Process SLF

ACTIONING LEADERSHIP: MAKING IT HAPPEN IN ORGANISATION

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Strategic Leadership Framework

Dimension 2: Thriving, responsible

  • rganisation

Dimension 3: Effective leadership execution Dimension 4: Leadership growth –

  • wn & others

Dimension 5: Stakeholder legitimacy/ credibility

Leadership Excellence Balanced Scorecard

Dimension 1: Lasting, worthy legacy

ACTIONING LEADERSHIP: MAKING IT HAPPEN IN ORGANISATION

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Leadership Brand

Who are you/ we? (Identity) Where do you/ we spend your energy? (Focus) How do you/ we get things done? (Style) What do you/we stand for? (Core values) Do your/

  • ur walking

and talking agree? (Integrity) Fit Strength Reach Coherence

Operating Arena

Leadership Tagline

ACTIONING LEADERSHIP: MAKING IT HAPPEN IN ORGANISATION

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Defining Leadership Conceptual Lens: Leadership Landscape

Action Lens 1 DEPARTURE POINT

LEADERSHIP AS ORGANISATIONAL INTERVENTION

Past-Present-Future

LENSES Action Lens 2 Action Lens 3 Action Lens n

Context Well Being Excellence & Brand Profile Dynamics Identification, Growth, Development Outcome & Impact

ORGANISATIONAL ACTION PROCESS

Leadership Action Process SLF

ACTIONING LEADERSHIP: MAKING IT HAPPEN IN ORGANISATION

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Achieving with people Navigating the

  • rganisational

landscape successfully

Operating Arena Strategic Leadership Framework

Integrated, multi-domain/ level comprehensive, leadership meta-competence model

LEADERSHIP PROFILE FIVE Cs OF LEADERSHIP EXCELLENT:

  • Character
  • Caring/ Compassion
  • Competence: Results
  • Commitment: Will to

leadership

  • Connected: Self,

Others, World

Personal Mastery and Well-being

Behaving Ethically

Personal Mastery and Well-being

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Defining Leadership Conceptual Lens: Leadership Landscape

Action Lens 1 DEPARTURE POINT

LEADERSHIP AS ORGANISATIONAL INTERVENTION

Past-Present-Future

LENSES Action Lens 2 Action Lens 3 Action Lens n

Context Well Being Excellence & Brand Profile Dynamics Identification, Growth, Development Outcome & Impact

ORGANISATIONAL ACTION PROCESS

Leadership Action Process SLF

ACTIONING LEADERSHIP: MAKING IT HAPPEN IN ORGANISATION

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Business Strategy Strategic Talent Plan

OA…n OA 2 OA* 1

Strategic Leadership Framework Competency Models: Generic, Functional Pre-Assessment

  • Potential ▪ Competency
  • Performance ▪ Development

Levels of Work

Executive: Strategy Formulation ____________________________________________ Senior Management : Strategy Translation/ Implementation _______________________________________________ Middle Management : Business Process Ownership _______________________________________________ First line : Delivery _____________________________________________ Operational delivery

Learning & Development

  • “Survival Kit” training
  • Developmental Programme
  • Experiential / Action Learning
  • Coaching / Mentoring
  • Self directed learning (e.g., e-

learning) Post - Assessment Continuous Development

Organisational integration, change & transformation

*OA: Organisational Area

ACTIONING LEADERSHIP: MAKING IT HAPPEN IN ORGANISATION

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Defining Leadership Conceptual Lens: Leadership Landscape

Action Lens 1 DEPARTURE POINT

LEADERSHIP AS ORGANISATIONAL INTERVENTION

Past-Present-Future

LENSES Action Lens 2 Action Lens 3 Action Lens n

Context Well Being Excellence & Brand Profile Dynamics Identification, Growth, Development Outcome & Impact

ORGANISATIONAL ACTION PROCESS

Leadership Action Process SLF

ACTIONING LEADERSHIP: MAKING IT HAPPEN IN ORGANISATION

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(c) Veldsman

Context with Boundaries Trust Development Stages Structure Mandate with Authority Dynamics Leadership with Power Identity & Ideology Outcomes

ACTIONING LEADERSHIP: MAKING IT HAPPEN IN ORGANISATION

Leadership Culture & Climate

Leadership Community

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Defining Leadership Conceptual Lens: Leadership Landscape

Action Lens 1 DEPARTURE POINT

LEADERSHIP AS ORGANISATIONAL INTERVENTION

Past-Present-Future

LENSES Action Lens 2 Action Lens 3 Action Lens n

Context Well Being Excellence & Band Profile Dynamics Identification, Growth, Development Outcome & Impact

ORGANISATIONAL ACTION PROCESS

Leadership Action Process SLF

ACTIONING LEADERSHIP: MAKING IT HAPPEN IN ORGANISATION

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Stress Derailment Burnout Leader Resilience Team Role/ Job Organisa- tion Context

Causes Indicators Prevention: Pro-active/ Re- active interventions

Toxicity

ACTIONING LEADERSHIP: MAKING IT HAPPEN IN ORGANISATION

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Defining Leadership Leaders’ Stories Conceptual Lens: Leadership Landscape

Action Lens 1 DEPARTURE POINT

LEADERSHIP AS ORGANISATIONAL INTERVENTION

Past-Present-Future

LENSES Action Lens 2 Action Lens 3 Action Lens n

Context Well Being Excellence & Brand Profile Dynamics Identification, Growth, Development Outcome & Impact

ORGANISATIONAL ACTION PROCESS INDIVIDUAL SENSE-MAKING & MEANING

SLF REFLECTING AND LEARNING ABOUT LEADERSHIP: STANDING BACK, THINKING ABOUT WHAT HAS HAPPENED, ITS IMPACT AND OUTCOMES Telling it as it is

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Defining Leadership Leaders’ Stories Conceptual Lens: Leadership Landscape

Action Lens 1 DEPARTURE POINT

LEADERSHIP AS ORGANISATIONAL INTERVENTION

Past-Present-Future

LENSES Action Lens 2 Action Lens 3 Action Lens n

Context Well Being Excellence & Brand Profile Dynamics Identification, Growth, Development Outcome & Impact

ORGANISATIONAL ACTION PROCESS INDIVIDUAL SENSE-MAKING & MEANING

SLF

OWNERSHIP & GOVERNANCE ?????

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Strategic Framework Strategic Leadership Talent Pipeline

PROPOSED SOLUTION

Professional Services Talent Pipeline Operations Talent Pipeline

Redesign People Management around critical talent pipelines, each representing strategic talent value chain

Profiling Attraction

People Strategic Intent Organisational Strategic Intent

Performance & Development Dynamics & Wellbeing Intelligence Administrative Support & Technology Centers of Excellence

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CONCLUSION

  • Leadership is mission critical organisational capability: centre piece in present and future success of
  • rganisations because leadership is about securing future through future imaging and realisation
  • Set out to map and elucidate process wise, make-up of strategic leadership value chain as large-scale,

systemic, integrated organisational intervention

  • Multi-disciplinary leadership solution = strategic organisational solution
  • Re-invention of People Management as visualisation, crafting and roll out of portfolio of talent

management pipelines, headed up by Strategic Talent Executives, enabled by specialist professional people experts