Leadership as a Design Problem
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Leadership is the ongoing process of defining a shared goal or purpose and inducing others to pursue it. There are many approaches to achieving this, and in this short talk we will review and compare a number of leadership styles, including Lean Leadership. We will also discuss how leaders gain, keep and lose credibility with their followers – Leadership Capital. Given your specific circumstances, this talk will help you understand some of the real-world trade-offs involved in customizing your leadership style. The content of this talk is based on the Lean Systems Framework and LSI’s decade-long experience with adapting Lean to knowledge work.
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Leadership as a Design Problem
- 1. Leadership as a Design Problem Frode L. Odegard @odegard May 6, 2014 Lean Kanban North America 2014 San Francisco, California Copyright © 2014, Lean Systems Institute. All rights reserved. Lean Systems Institute
- 4. WHY ARE WE HERE ?
- 12. CLARITY FEARLESS CREATIVITY SMOOTH COLLABORATION IMPACTFUL INNOVATION HELP PEOPLE GROW OUTPACE THE COMPETITION
- 15. LEADERSHIP
- 16. DEFINITION
- 17. Edwin Locke:! ! PROCESS OF INDUCING OTHERS TO PURSUE A COMMON GOAL/VISION
- 19. Uninspiring vision Poor storytelling Employee-vision mismatch Erosion in leadership capital Failing to engage people
- 20. 0 20 40 60 80 India North America AU & NZ South America GCC Europe China Blessing White Employee Engagement Report 2013
- 23. Executive Manager Employee no hair left gained 20 kg Coach
- 24. HOW DO WE LEAD?
- 27. Command and Control Charismatic Leadership Quiet Leadership Visionary Leadership Servant Leadership Participative Leadership Transformational Leadership Lean Leadership
- 28. ?
- 29. MODELS + METHODS = RESULTS
- 30. None Very low Low Modestly Negative Neutral Modestly Positive High Very high Total Knowledge rights Decision rights Evidence-driven Integration Organizational change Individual growth Domain experience Charisma Adaptability Normative LSF Leadership Style Model. Copyright © 2014, Lean Systems Institute. All rights reserved.
- 31. What does your leadership style look like?
- 32. None Very low Low Modestly Negative Neutral Modestly Positive High Very high Total Knowledge rights Decision rights Evidence-driven Integration Organizational change Individual growth Domain experience Charisma Adaptability Normative LSF Leadership Style Model. Copyright © 2014, Lean Systems Institute. All rights reserved. Command and Control Leadership
- 33. None Very low Low Modestly Negative Neutral Modestly Positive High Very high Total Knowledge rights Decision rights Evidence-driven Integration Organizational change Individual growth Domain experience Charisma Adaptability Normative LSF Leadership Style Model. Copyright © 2014, Lean Systems Institute. All rights reserved. Charismatic Leadership
- 34. None Very low Low Modestly Negative Neutral Modestly Positive High Very high Total Knowledge rights Decision rights Evidence-driven Integration Organizational change Individual growth Domain experience Charisma Adaptability Normative LSF Leadership Style Model. Copyright © 2014, Lean Systems Institute. All rights reserved. Quiet Leadership
- 35. None Very low Low Modestly Negative Neutral Modestly Positive High Very high Total Knowledge rights Decision rights Evidence-driven Integration Organizational change Individual growth Domain experience Charisma Adaptability Normative LSF Leadership Style Model. Copyright © 2014, Lean Systems Institute. All rights reserved. Visionary Leadership
- 36. None Very low Low Modestly Negative Neutral Modestly Positive High Very high Total Knowledge rights Decision rights Evidence-driven Integration Organizational change Individual growth Domain experience Charisma Adaptability Normative LSF Leadership Style Model. Copyright © 2014, Lean Systems Institute. All rights reserved. Servant Leadership
- 37. None Very low Low Modestly Negative Neutral Modestly Positive High Very high Total Knowledge rights Decision rights Evidence-driven Integration Organizational change Individual growth Domain experience Charisma Adaptability Normative LSF Leadership Style Model. Copyright © 2014, Lean Systems Institute. All rights reserved. Participative Leadership
- 38. None Very low Low Modestly Negative Neutral Modestly Positive High Very high Total Knowledge rights Decision rights Evidence-driven Integration Organizational change Individual growth Domain experience Charisma Adaptability Normative LSF Leadership Style Model. Copyright © 2014, Lean Systems Institute. All rights reserved. Transformational Leadership
- 39. None Very low Low Modestly Negative Neutral Modestly Positive High Very high Total Knowledge rights Decision rights Evidence-driven Integration Organizational change Individual growth Domain experience Charisma Adaptability Normative LSF Leadership Style Model. Copyright © 2014, Lean Systems Institute. All rights reserved. Lean Leadership
- 40. -4 -3 -2 -1 0 1 2 3 4 Know ledge rightsD ecision rightsEvidence-drivenIntegration O rganizationalchange Individualgrow th D om ain experienceC harism a Adaptability N orm ative Lean LSF Leadership Style Model. Copyright © 2014, Lean Systems Institute. All rights reserved.
- 41. -4 -3 -2 -1 0 1 2 3 4 Know ledge rightsD ecision rightsEvidence-drivenIntegration O rganizationalchange Individualgrow th D om ain experienceC harism a Adaptability N orm ative Lean Typical LSF Leadership Style Model. Copyright © 2014, Lean Systems Institute. All rights reserved.
- 42. What is your boss like?
- 43. What is a typical leadership style in your organization?
- 44. What constraints will you face if you want to change your style?
- 46. LEADER Vision Leadership Capital +/- Character +/- Com petence Activity Outcomes Induces Generating +/- Willingness to follow +/- Engagement
- 49. -4 -3 -2 -1 0 1 2 3 4 Know ledge rightsD ecision rightsEvidence-drivenIntegration O rganizationalchange Individualgrow th D om ain experienceC harism a Adaptability N orm ative Lean LSF Leadership Style Model. Copyright © 2014, Lean Systems Institute. All rights reserved.
- 50. -4 -3 -2 -1 0 1 2 3 4 Know ledge rightsD ecision rightsEvidence-drivenIntegration O rganizationalchange Individualgrow th D om ain experienceC harism a Adaptability N orm ative Lean Jim LSF Leadership Style Model. Copyright © 2014, Lean Systems Institute. All rights reserved.
- 51. -4 -3 -2 -1 0 1 2 3 4 Know ledge rightsD ecision rightsEvidence-drivenIntegration O rganizationalchange Individualgrow th D om ain experienceC harism a Adaptability N orm ative Lean Jim Jim w/coaching LSF Leadership Style Model. Copyright © 2014, Lean Systems Institute. All rights reserved.
- 52. What you can do
- 53. 360º Insight Negotiate Destination Do Kaizen Track Progress