Wanted: a leader who can take risks but keep expenses under budget; be emotionally supportive to colleagues but maintain professional boundaries; and come up with creative new ideas but stay true to the organizational vision. Sound familiar? Over the past 40 years, organizations’ expectations for leaders have expanded dramatically. While the list of ideal leadership qualities continues to grow, very few organizations pause to examine whether it’s reasonable – or even possible – for one individual to bring such a breadth of skills to the job. To meet the demands of an increasingly complex business environment, HR leaders are left with a near-impossible task: develop super-human leaders who can do it all. The latest research illustrates just how complex leadership has become, and how few leaders possess the skills to single-handedly master both relationships and results. When organizations ask for leaders who can do it all, they all but ensure there will be leadership gaps, and they run the risk of burning out their top talent. The solution? Develop a culture of shared leadership. In this presentation, attendees will: - Explore new research that proves just rarely leaders excel at both relationships and results - Learn how HR leaders play a key role in ending the harmful myth of the heroic, do-it-all leader - Discover how HR can support the establishment of a more collaborative, more effective model of leadership - See how a strategic shift toward a culture of shared leadership can help you retain top talent and yield better outcomes for your organization

1. Better Together:
How a Shared Leadership Model Supports
Relationships and Results
Tricia Naddaff | President, Management Research Group | mrg.com

2. [Footer text to come] Page No 2
Increasing Leadership
Expectations through
the Years

3. What do
we expect
from
leaders?

4. SOURCE: unca.edu
Communicate well
Provide good
feedback
Individualcontributor
responsibilities

5. Communicate well
Provide good
feedback
Individualcontributor
responsibilities
Sensitivity
(nomoreyelling)Develop direct
reports
Domorewithless
Innovate
Manage
change
Deliver more
results

6. Communicate well
Provide good
feedback
Individualcontributor
responsibilities
Sensitivity
(nomoreyelling)Develop direct
reports
Domorewithless
Innovate
Manage
change
Deliver more
results
Handlecomplexity
MOREindividual
contributor
responsibilities
Executive
presence
Coaching
Diversity&inclusion
VUCA

7. Communicate well
Provide good
feedback
Individualcontributor
responsibilities
Sensitivity
(nomoreyelling)Develop direct
reports
Domorewithless
Innovate
Manage
change
Deliver more
results
Handlecomplexity
MOREindividual
contributor
responsibilities
Executive
presence
Coaching
Diversity&inclusion
VUCA
Agile
leadership
Global
leadership
Employee
Engagement
Mindfulness
Resilience
Digital
Leadership

8. Page No 8
How we came to Understand the
Imperative for Shared Leadership
The Power of Research to Awaken the Mind

9. What do we expect
from leaders?
Alot...
anditchanges asleadersadvance.

10. Comparing
High Potentials vs.
Highly Effective Leaders
at the Next Level
MRG’sglobalstudy
of26,246leaders

11. IndividualContributor
FirstLineManager
MiddleManager
SeniorManager
The definition of effectiveness changes based on level.

12. IndividualContributor
FirstLineManager Delegation
Conservative
Authority
Structuring
Consensual
Restraint
Production
Self
Innovative
Increase: Decrease:
Your developmental plans must account for the
changing definition of effectiveness…
and for the increasing degree of change required.

13. Consensual
Communication
Persuasive
Empathy
Delegation
Strategic
Dominant
Self
Structuring
Production
Authority
Increase: Decrease:
FirstLineManager
MiddleManager
Your developmental plans must account for the
changing definition of effectiveness…
and for the increasing degree of change required.

14. MiddleManager
SeniorManager
Empathy
Persuasive
Delegation
Excitement
Consensual
Management
Focus
Outgoing
Feedback
Conservative
Innovative
Structuring
Authority
Tactical
Control
Increase:
Decrease:
Your developmental plans must account for the
changing definition of effectiveness…
and for the increasing degree of change required.

15. What do we find in
leaders?
Great diversity...
Leadershipdiffersbased
onContextanddemographics

16. Gender Patterns in Leadership Behavior
An MRG study of:
6,550 women 6,550 men
from 15+ countries
matched on
 Country
 Industry
 Management Level
 Job Function
 Age

17. Traditional
Innovative
Technical
Self
Strategic
Persuasive
O
utgoing
Excitem
ent
R
estraint
StructuringTactical
C
om
m
unication
D
elegationC
ontrol
Feedback
M
anagem
entFocus
D
om
inant
Production
C
ooperation
C
onsensual
AuthorityEm
pathy
30
40
50
60
70
T I T S S P O E R S T C D C F M D P C C A E
30
40
50
60
70
Creating
a Vision
Developing
Followership
Implementing
the Vision
Following
Through
Achieving
Results
Team
Playing
Male Female

18. Generational Patterns in Leadership Behavior
An MRG study of
41,352 U.S. leaders
controlling for
 Gender
 Management Level

19. Creating
aVision
Developing
Followership
Implementing
theVision
Following
Through
Achieving
Results
Team
Playing
20
30
40
50
60
70
80
Norm:UnitedStates2017
BabyBoomers(n=2,429) GenX(n=6,884) GenY(n=1,169)

20. What do we expect
from leaders?
Alot...andwhywe’re notlikely
tofinditinasingleleader.

21. The Balancing Act:
Relationships
vs. Results
MRG’sstudyof60,763
leadersintheU.S.,Canada,
Australia&theU.K.

22. What percentage of leaders rank in the
TOP 1/3 for BOTH Relationships & Results?
0.77%

23. What percentage of leaders rank in the
TOP 1/2 for BOTH Relationships & Results?
5.6%

24. Why is it difficult for leaders to be both?
Neural See-Saw Social by Matthew Lieberman
• Self-Awareness
• Collaboration
• Communication
• Authenticity
• Trust
• ComplexThinkingAbilities
• LearningAgilityandSpeed
• BroadKnowledge

25. Communicate well
Provide good
feedback
Individualcontributor
responsibilities
Sensitivity
(nomoreyelling)Develop direct
reports
Domorewithless
Innovate
Manage
change
Deliver more
results
Handlecomplexity
MOREindividual
contributor
responsibilities
Executive
presence
Coaching
Diversity&inclusion
VUCA
Agile
leadership
Global
leadership
Employee
Engagement
Mindfulness
Resilience
Digital
Leadership

26. The hero leader who can do
it all is a myth.

27. Leadership demands
have become too
complex for any
individual to master.

28. It’s time to move to models
and methods of
.

29. [Footer text to come] Page No 29
Creating a Shared
Leadership Model
What HR can do to help shared leadership
take hold and thrive in any organization.

30. 5things HR can do to banish
the myth of the hero leader:

31. 5things HR can do to banish
the myth of the hero leader:
1.
Distinguish leader
from leadership.

32. 5things HR can do to banish
the myth of the hero leader:
2.
Help leaders
prioritize.

33. 5things HR can do to banish
the myth of the hero leader:
3.
Teach shared
leadership
methodologies.

34. 5things HR can do to banish
the myth of the hero leader:
4.
Educate the
organization.

35. 5things HR can do to banish
the myth of the hero leader:
5.
Understand the
impact of
organizational
dynamics.

36. 6 Shared Leadership Methodologies

37. 6 Shared Leadership Methodologies:
1.
Co-Leadership

38. 6 Shared Leadership Methodologies:
2.
Thinking Partnerships

39. 6 Shared Leadership Methodologies:
3.
Running units like
micro-organizations

40. 6 Shared Leadership Methodologies:
4.
Peer mentors or
peer coaches

41. 6 Shared Leadership Methodologies:
5.
Peer advisory groups

42. 6 Shared Leadership Methodologies:
6.
A less hierarchical
definition of
leadership

43. The world of work will continue to
become increasingly complex.
The demands on leadership will
continue to grow.
We will continue to commit to diversity
and inclusion.
Necessitating a shift to a new paradigm
of shared leadership.

44. Page No 44
Thank you! Stay in touch.
Access MRG’s free leadership development library:
MRG.com/research
Follow-up questions:
research@mrg.com

45. Questions
& Comments