leadership as a design problem
DESCRIPTION
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.TRANSCRIPT
Leadership as aDesign Problem
Frode L. Odegard
@odegard
May 6, 2014
Lean Kanban North America 2014San Francisco, California
Copyright © 2014, Lean Systems Institute. All rights reserved.
Lean Systems Institute
WHY ARE WE HERE ?
BUILDBEAUTIFUL
ORGANIZATIONS
CLARITYFEARLESS CREATIVITY
SMOOTH COLLABORATION IMPACTFUL INNOVATION
HELP PEOPLE GROWOUTPACE THE COMPETITION
http://www.leansystemsinstitute.com/LSF
LEANSYSTEMS
FRAMEWORK
LEADERSHIP
DEFINITION
Edwin Locke:!!
PROCESS OFINDUCING OTHERS
TO PURSUEA COMMON
GOAL/VISION
Uninspiring vision
Poor storytelling
Employee-vision mismatch
Erosion in leadership capital
Failing to engage people
0
20
40
60
80
India North America AU & NZ South America GCC Europe China
Blessing White Employee Engagement Report 2013
Executive
Manager
Employee
Executive
Manager
Employee
no hair left
gained 20 kg
Executive
Manager
Employee
no hair left
gained 20 kg
Coach
HOW DO WE LEAD?
LEADERSHIP STYLES
Command and Control
Charismatic Leadership
Quiet Leadership
Visionary Leadership
Servant Leadership
Participative Leadership
Transformational Leadership
Lean Leadership
?
MODELS + METHODS = RESULTS
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.
What does your leadership style look like?
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
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
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
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
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
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
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
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
-4
-3
-2
-1
0
1
2
3
4
Knowled
ge rights
Decisio
n rights
Eviden
ce-driv
en
Integ
ration
Organiza
tiona
l cha
nge
Individ
ual g
rowth
Domain
experi
ence
Charis
ma
Adaptab
ility
Normati
ve
Lean
LSF Leadership Style Model. Copyright © 2014, Lean Systems Institute. All rights reserved.
-4
-3
-2
-1
0
1
2
3
4
Knowled
ge rights
Decisio
n rights
Eviden
ce-driv
en
Integ
ration
Organiza
tiona
l cha
nge
Individ
ual g
rowth
Domain
experi
ence
Charis
ma
Adaptab
ility
Normati
ve
Lean Typical
LSF Leadership Style Model. Copyright © 2014, Lean Systems Institute. All rights reserved.
What is your boss like?
What is a typical leadership style in your organization?
What constraints will you face if you want to change your style?
LEADERSHIP EFFECTIVENESS
LEADER
Vision
LeadershipCapital
+/- Character +/- Competence
Activity OutcomesInduces Generating
+/- Willingness to follow
+/- Engagement
LeadershipKaizen
Observe
Reflect
Review Goals
Identify Problems
DevelopSolutions
Action
-4
-3
-2
-1
0
1
2
3
4
Knowled
ge rights
Decisio
n rights
Eviden
ce-driv
en
Integ
ration
Organiza
tiona
l cha
nge
Individ
ual g
rowth
Domain
experi
ence
Charis
ma
Adaptab
ility
Normati
ve
Lean
LSF Leadership Style Model. Copyright © 2014, Lean Systems Institute. All rights reserved.
-4
-3
-2
-1
0
1
2
3
4
Knowled
ge rights
Decisio
n rights
Eviden
ce-driv
en
Integ
ration
Organiza
tiona
l cha
nge
Individ
ual g
rowth
Domain
experi
ence
Charis
ma
Adaptab
ility
Normati
ve
Lean Jim
LSF Leadership Style Model. Copyright © 2014, Lean Systems Institute. All rights reserved.
-4
-3
-2
-1
0
1
2
3
4
Knowled
ge rights
Decisio
n rights
Eviden
ce-driv
en
Integ
ration
Organiza
tiona
l cha
nge
Individ
ual g
rowth
Domain
experi
ence
Charis
ma
Adaptab
ility
Normati
ve
Lean Jim Jim w/coaching
LSF Leadership Style Model. Copyright © 2014, Lean Systems Institute. All rights reserved.
What you can do
360º Insight
Negotiate Destination
Do Kaizen
Track Progress
