leadership system design for sustainable excellence: ceo perspecves · 2013-12-11 · leadership...
Post on 05-Jun-2020
0 Views
Preview:
TRANSCRIPT
Leadership System Design for Sustainable Excellence:
CEO Perspec>ves
Business as an Agent of World Benefit: Manage by Designing in an Era of Massive Innova>on
Case Western Reserve University, June 2 – 5, 2009 The Global Compact and Academy of Management
John R. Latham, PhD, CQE Director, Monfort Ins>tute and Monfort Execu>ve Professor of Management University of Northern Colorado John.latham@unco.edu 970.351.1230
Baldrige Award
Level of Performance
Time
Compe>>ve in a Global Environment
with
Sustainable Profits,
Environment, and
Society
“Original” journey to performance excellence
1. Increasing pressures from a wide variety
of stakeholders
How do you sustain the gains and take the organiza>on to the next level?
John Latham © 2006, 2009
Management Dilemma
2. Constantly changing external
environment
3. Leadership and workforce
turnover
2 For more on the 2006 Summit see: Latham (2008).
Organiza>on Performance
Level of Leadership Effec>veness
Level of Leadership Knowledge, Skills,
and Abili>es
Leadership Turnover
drain
Leadership System Design?
Organiza>onal and Personal Learning?
Leader Characteris>cs,
Styles, Behaviors?
Leadership Development
Leadership Selec>on
John Latham © 2009
Conceptual Framework
Pressure from Mul>ple
Stakeholders
Dynamic External
Environment
3
How much do we know about leadership systems?
Level of Empirical Knowledge
Theory Building
Induc>ve
Quasi‐Deduc>ve
Mixed
Quan>ta>ve Qualita>ve
Flexible Fixed
Vague No>on
Ques>ons Emerge
Models are Developed
Models are Quan>fied and
Refined Models are Analyzed and Weighted
Models are Tested
Deduc>ve
Theory Tes>ng
4 John Latham © 2005
Data Collec>on and Analysis
• Sampling frame = 42 most recent MBNQA recipients from 1998 to 2007.
• Sample = CEOs from 14 Baldrige recipient organiza>ons: – 3 large manufacturing, 3 large service, and 2 small business; – 3 educa>on (K‐12 and higher ed); and
– 3 healthcare.
• 14 in‐depth interviews = approx. 2 hours each.
• Recordings transcribed into verba>m text documents.
• Coded and analyzed using NVivo8 Qualita>ve Data Analysis Somware (Richards, 2005) and Visual Displays (Miles and Huberman, 1994).
• Themes and findings compared to literature (Eisenhardt, K. M., 1989) – In progress.
• Leadership System Model developed (Mintzberg, 2005).
• Model reviewed by par>cipants.
5 John Latham © 2009
John Latham © 2007, 2009
Leadership and Management System Design Framework
1. Purpose and Requirements Understand the purpose(s) and requirements for the system. Frame the need ‐ Why do you need this system? What key capabili>es are needed?
a. Iden>fy the purpose(s). b. Iden>fy the key requirements. c. Iden>fy the “nature” of the system.
2. Theories and Concepts Understand the key theories and concepts that inform this system design. Iden>fy what we already know about this type of system. a. Iden>fy the leading theories. b. Iden>fy the empirical evidence –
what works and what doesn’t work. c. Iden>fy the leading thinkers and
understand the leading edge ideas.
3. Examples Understand how others have done it. Review example designs to clarify the concepts, applica>ons and inspire the crea>ve thinking. a. Review conceptual designs during
the first round for clarity and inspira>on.
b. Use detailed designs when working on the new detailed design ‐ Step 9.
4. Context Understand the organiza>on’s unique context. Iden>fy key factors that impact the design of the par>cular system. a. Know your organiza>on. b. Know your stakeholders and what
they want. c. Know your environment –
compe>tors and strategic advantages and challenges.
5. Design Principles Iden>fy the role model characteris>cs that you want embedded into the design. a. Choose from established
performance excellence principles. b. Iden>fy new principles unique to
your organiza>on, strategy, etc.
6. System PerspecFve Understand the organiza>on (enterprise) system. How does this system fit within the larger organiza>on management system? a. Iden>fy key inputs. b. Iden>fy key outputs. c. Iden>fy key interconnec>ons and
rela>onships with other processes and parts of the overall system.
7. Current System Design Understand the current system and components. Describe the key characteris>cs of the exis>ng system. a. Develop a diagram of the “as is”
system. b. Develop a table of the details
behind each component – Who, What, Where, When, Why and How + Inputs and Outputs.
8. Current System Diagnosis Understand the quality (effec>veness, maturity, etc.) and convenience of the current process. a. Iden>fy strengths and opportuni>es
for improvement. b. Iden>fy the maturity level. c. Iden>fy system par>cipants’
percep>ons. What is it like to experience or execute the system?
9. Design, Develop, and Transform
Imagine Ideal!
Doable Concept
Detailed Design
Proto‐type
Develop Deploy
Reflect & Improve
6 For more on the Design Framework see: Latham and Vinyard (2010).
The term “leadership system” refers to how leadership is exercised, formally and informally, throughout the organiza>on ‐ the basis for and the way key decisions
are made, communicated, and carried out.
It includes structures and mechanisms for decision making; two‐way communica>on; selec>on and development of leaders and managers; and reinforcement of values, , ethical behavior, direc>ons, and performance
expecta>ons.
An effec>ve leadership system respects the capabili>es and requirements of workforce members and other stakeholders, and it sets high expecta>ons for
performance and performance improvement.
It builds loyal>es and teamwork based on the organiza>on’s vision and values and the pursuit of shared goals.
It encourages and supports ini>a>ve and appropriate risk taking, subordinates organiza>onal structure to purpose and func>on, and avoids chains of command
that require long decision paths.
An effec>ve leadership system includes mechanisms for the leaders to conduct self‐examina>on, receive feedback, and improve
Source: 2009‐2010 MBNQA Criteria for Performance Excellence (CPE) p. 59
Leadership System Defini>on
7
Leadership System
Strategic Management
System
Human Resource System
Customer and Stakeholder Knowledge System
Governance System
Informa>on and Analysis System
Opera>ons System
Scorecard
Set Direc>on & Plan
Iden>fy Metrics & Analyze
Stakeholder Requirements
Execute
Set Direc>on & Analyze
Results Levels, Trends
And Comparisons
Enable, Empower, and Engage
Performance Review System
Collabora>ve Progress and Performance
Review
Leadership and Management System Linkages
John Latham © 2009 8 For more on key CPE linkages see: Evans (1997).
Understand Stakeholder
Needs
Set Direc>on
Recognize and Reward
Measure
Enable and Empower Workforce
Execute
Organize and Plan
Learn and Improve
Review and Analyze
Culture Values, Prac>ces, Symbols, Heroes
Cross‐cuLng Leadership Behaviors:
Role Model, Communica>on, Collabora>on, Accountability, and Leadership
as a “Contact Sport” LACS
Cross‐cuLng Design Principles:
Visionary Leadership,
Valuing Employees and Partners,
Organiza>onal and Personal Learning, Customer Driven
Excellence, Agility,
Focus on the Future,
Managing for Innova>on,
Management by Fact,
Societal Responsibility, Focus on Results and Crea>ng Value, and Systems
Perspec>ve
Technology Measurement, Analysis, Display, Communica>on, Knowledge Management
Leadership System Model
John Latham © 2009 9
Next Steps: Using the LS Model to Create Value for Addi>onal Stakeholders
OperaFons
Employees
Customers Suppliers and
Partners
Investors
Inputs Products
10 For more on the Triple Botom Line see: Elkington, J., Emerson, J., & Beloe, S. (2006). John Latham © 2009
References 1. Ackoff, R. L. (1999). Transforma>onal Leadership. Strategy & Leadership, 27(1), 6. 2. Bass, B. M. (2007). Execu>ve and Strategic Leadership. Interna9onal Journal of Business, 12(1), 33‐52. 3. Eisenhardt, K. M. (1989). Building Theories from Case Study Research. Academy of Management Review, 14(4), 19. 4. Elkington, J., Emerson, J., & Beloe, S. (2006). The Value Palete: A Tool for Full Spectrum Strategy. California Management
Review, 48(2), 6‐28. 5. Evans, J. R. (1997). Cri>cal Linkages in the Baldrige Award Criteria: Research Models and Educa>onal Challenges. Quality
Management Journal, 5(1), p. 18 (13‐30). 6. Forrester, J. W. (1975). Collected Papers of Jay W. Forrester. Portland: Produc>vity Press. 7. Hambrick, D. C., Finkelstein, S., & Mooney, A. C. (2005). Execu>ve Job Demands: New Insights for Explaining Strategic Decisions
and Leader Behaviors. Academyy of Management Review, 30(3), 472‐491. 8. Kelley, T., & Litman, J. (2001). The Art of Innova9on: Lessons in Crea9vity from IDEO, America's Leading Design Firm. New York:
Currency Doubleday. 9. Kelley, T., & Litman, J. (2005). The Ten Faces of Innova9on: IDEO's Strategies for Bea9ng the Devil's Advocate & Driving
Crea9vity Throughout Your Organiza9on. New York: Currency Doubleday Press. 10. Koter, J. P. (1995). Leading Change: Why Transforma>on Efforts Fail. Harvard Business Review, 73(2), 9. 11. Latham, J. R. (2008). Building Bridges Between Researchers and Prac>>oners: A Collabora>ve Approach to Research in
Performance Excellence. Quality Management Journal, 15(1), 19. 12. Latham, J. R., & Vinyard, J. (2010). Baldrige User's Guide: Organiza9on Diagnosis, Design, and Transforma9on (4th ed.).
Hoboken, NJ: John Wiley and Sons. 13. Miles, M. B., & Huberman, A. M. (1994). Qualita9ve Data Analysis: An Expanded Sourcebook (2nd ed.). Thousand Oaks: Sage. 14. Mintzberg, H. (2005). Developing Theory About the Development of Theory. In K. G. Smith & M. Hit, A (Eds.), Great Minds in
Management: The Process of Theory Development (pp. 355‐372). Oxford: Oxford University Press. 15. Moggridge, B. (2007). Designing Interac9ons. Cambridge, MA: The MIT Press. 16. NIST (2009). Malcolm Baldrige Na9onal Quality Award: Criteria for Performance Excellence. Gaithersburg, Maryland: NIST ‐
Na>onal Ins>tute of Standards and Technology. 17. Richards, L. (2005). Handling Qualita9ve Data: A Prac9cal Guide. London: Sage. 18. Senge, P. M. (2006). The Fi^h Discipline: The Art and Prac9ce of The Learning Organiza9on. New York: Currency Doubleday.
11
top related