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 36 th 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
INTRODUCTION 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 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 organisational 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 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 organisational intervention 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 outcomes
THINKING ABOUT LEADERSHIP: DISCOVERING AND EXPLORING PHENOMENON AND COUNTRY OF ‘LEADERSHIP’ LEADERSHIP AS ORGANISATIONAL INTERVENTION Past-Present-Future Demarcating phenomenon/ territory Defining Leadership DEPARTURE POINT
THINKING ABOUT LEADERSHIP: DISCOVERING AND EXPLORING PHENOMENON AND COUNTRY OF ‘LEADERSHIP’ 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’ LEADERSHIP AS ORGANISATIONAL INTERVENTION Mapping Past-Present-Future territory Conceptual Lens: Defining Leadership Leadership Landscape DEPARTURE LENSES POINT
Stakeholders: To-be Followers Community Leadership Profile Life CONCEPTUAL LENS Cycle Process Excellence Roles Styles Stance Modes Leadership Identification, Growth and Development Context
THINKING ABOUT LEADERSHIP: DISCOVERING AND EXPLORING PHENOMENON AND COUNTRY OF ‘LEADERSHIP’ LEADERSHIP AS ORGANISATIONAL INTERVENTION Tool kit Past-Present-Future Action Lens 1 Action Conceptual Lens 2 Lens: Defining Leadership Action Leadership Landscape Lens 3 Action Lens n DEPARTURE LENSES POINT
THINKING ABOUT LEADERSHIP: DISCOVERING AND EXPLORING PHENOMENON AND COUNTRY OF ‘LEADERSHIP’ LEADERSHIP LANDSCAPE ACTION LENSES
ACTIONING LEADERSHIP: MAKING IT HAPPEN IN ORGANISATION Strategic LEADERSHIP AS ORGANISATIONAL INTERVENTION Leadership Past-Present-Future Framework Action Lens 1 Action Conceptual Lens 2 Lens: SLF Defining Leadership Action Leadership Landscape Lens 3 Action Lens n DEPARTURE ORGANISATIONAL LENSES POINT ACTION PROCESS
Stakeholders: To-be Followers ORGANISATIONAL LEADERSHIP POSITIONING Community Leadership Profile Life Cycle Process Excellence Roles Styles Stance Modes Leadership Identification, Growth and Development Context
ACTIONING LEADERSHIP: MAKING IT HAPPEN IN ORGANISATION Leadership LEADERSHIP AS ORGANISATIONAL INTERVENTION Action Process Past-Present-Future Context Action Excellence Lens 1 Well Being & Brand Action Outcome & Conceptual Lens 2 Impact Lens: SLF Defining Leadership Action Dynamics Leadership Profile Landscape Lens 3 Identification, Growth, Action Development Lens n DEPARTURE ORGANISATIONAL LENSES POINT ACTION PROCESS
ACTIONING LEADERSHIP: MAKING IT HAPPEN IN ORGANISATION Leadership LEADERSHIP AS ORGANISATIONAL INTERVENTION Action Process Past-Present-Future Context Action Excellence Lens 1 Well Being & Brand Action Outcome & Conceptual Lens 2 Impact Lens: SLF Defining Leadership Action Dynamics Leadership Profile Landscape Lens 3 Identification, Growth, Action Development Lens n DEPARTURE ORGANISATIONAL LENSES POINT ACTION PROCESS
ACTIONING LEADERSHIP: MAKING IT HAPPEN IN ORGANISATION Operating Arena with its contextual complexity Micro External Macro External Context: Context: Our Sector (Industry) World at large Above the water: Regions/ Country Features & Dynamics Leadership Demands and Leadership Context Fit Requirements Below the water: Global Cultural Below the water: Regional Orientation Desired Leadership Attributes Macro Internal Micro Internal Context: Context: Our Organisation My Organisational Role
ACTIONING LEADERSHIP: MAKING IT HAPPEN IN ORGANISATION Leadership LEADERSHIP AS ORGANISATIONAL INTERVENTION Action Process Past-Present-Future Context Action Excellence Lens 1 Well Being & Brand Action Outcome & Conceptual Lens 2 Impact Lens: SLF Defining Leadership Action Dynamics Leadership Profile Landscape Lens 3 Identification, Growth, Action Development Lens n DEPARTURE ORGANISATIONAL LENSES POINT ACTION PROCESS
ACTIONING LEADERSHIP: MAKING IT HAPPEN IN ORGANISATION Leadership Excellence Balanced Scorecard Strategic Leadership Framework Dimension 2: Thriving, responsible organisation Dimension 3: Dimension 4: Dimension 1: Leadership growth – Effective leadership Lasting, worthy legacy execution own & others Dimension 5: Stakeholder legitimacy/ credibility
ACTIONING LEADERSHIP: MAKING IT HAPPEN IN ORGANISATION Leadership Brand Leadership Tagline Operating Arena Who are you/ we? (Identity) Reach Strength Do your/ What do you/we Where do you/ we our walking stand for? spend your energy? and talking agree? (Focus) (Integrity ) (Core values) Coherence Fit How do you/ we get things done? (Style)
ACTIONING LEADERSHIP: MAKING IT HAPPEN IN ORGANISATION Leadership LEADERSHIP AS ORGANISATIONAL INTERVENTION Action Process Past-Present-Future Context Action Excellence Lens 1 Well Being & Brand Action Outcome & Conceptual Lens 2 Impact Lens: SLF Defining Leadership Action Dynamics Leadership Profile Landscape Lens 3 Identification, Growth, Action Development Lens n DEPARTURE ORGANISATIONAL LENSES POINT ACTION PROCESS
LEADERSHIP PROFILE Integrated, multi-domain/ level comprehensive, leadership meta-competence model FIVE Cs OF LEADERSHIP Strategic Leadership Framework EXCELLENT: Achieving Operating Arena • Character with people Behaving Ethically • Caring/ Compassion Personal Personal Mastery Mastery and • Competence: Results and Well-being Well-being Navigating • Commitment: Will to the organisational leadership landscape successfully • Connected: Self, Others, World
ACTIONING LEADERSHIP: MAKING IT HAPPEN IN ORGANISATION Leadership LEADERSHIP AS ORGANISATIONAL INTERVENTION Action Process Past-Present-Future Context Action Excellence Lens 1 Well Being & Brand Action Outcome & Conceptual Lens 2 Impact Lens: SLF Defining Leadership Action Dynamics Leadership Profile Landscape Lens 3 Identification, Growth, Action Development Lens n DEPARTURE ORGANISATIONAL LENSES POINT ACTION PROCESS
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