The Art and Practice of Adaptive Leadership for …...The Art and Practice of Adaptive Leadership...

The Art and Practice of Adaptive

Leadership for Systems Change

Developed and Facilitated by Ellen B. Kagen, Gary Blau, Shannon Crossbear and Jane Walker with Millie

Sweeney and Malisa Pearson

July 24-25, 2018

© Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems Change Center for Child and Human Development, Georgetown University

Reflect on a Leadership Challenge - a change that could shift the status quo that you are in the midst of addressing; a change which may be easier to tackle with improved leadershipskills. The change can be with an individual, within a team, within your organization or cross-agency.

What are you tryingto accomplish?

Views of

Leadership


Seven Views of Leadership

The Genetic View

The Learned View

The Heroic View

The Top-Only View

The Social Script View

The Position View

The Calling View

Source: Adapted from Center for Creative Leadership, Greensboro, NC, 2008



• Identify multiple views of leadership

• Differentiate between management, authority, advocacy and leadership

• Describe leadership as a relationship-based journey

• Understand that leadership is a personal choice

Learning Objectives


Why do I need to learn about leadership?

Increasingly complex communities

Unprecedented change and challenges

New and different tasks

• Require the talents, creativity, and leadership of everyone

• Each of you can lead!

Increasingly complex communities

Unprecedented change and challenges

New and different tasks

Why do I need to learn about leadership?


System Resistance to Change


To lead, you must

Know

what leadership is

Understand

how leadership is different from other work you do

Believe

that you can lead

Develop

your leadership skills, habits, and behaviors


Leadership

doesn’t have to come from above


can come from any chair


Leadership

Leadership and Change

“The changes required will be not only in our organizations but in ourselves as well.

….Only by changing how we think, can we change policies and practices.

…Only by changing how we interact can shared vision, shared understandings and new capacities for coordinated action be established.”

Senge, P. M. (1990) The Fifth Discipline


Personal Resistance to Change



14

Altering YOUR Status Quo

PanicStress Zone

Stretch Zone

Comfort Zone

Comfortable - little opportunity to grow or learn. Your status quo

Stretching – you have an opportunity to learn and grow!

Stressful – you are more likely to shut down than learn or grow



“……one that is responsive, acts quickly and in a coordinated way and can adjust and learn and grow.”

Quinn, R. (1996) Deep Change

Organic Organizations


“….Only organic individuals can create organic organizations.”

Quinn, R. (1996) Deep Change

Organic Individuals

G-18

Foundational Leadership Principles to Foster the STRETCH!

• Self reflection and knowing yourself

• Cultural awareness of your own world view and the world view of others

• Clarity of personal values and creating values alignment with others

• Open to learning, staying curious and shifting self

• Persistent personal vision to shift the status quo and create a new future, in spite of extreme difficulties


DEFINING LEADERSHIP



Leadership

is is nota verb

about actiondefined by what you do

a nounabout position

defined by your role

A Process of

•envisioning and initiating change by...

•mobilizing others to...

•alter the status quo…

•in response to an urgent challenge or exciting opportunity


Leadership is

•envisioning and initiating change by...•mobilizing others to...•alter the status quo…•in response to an urgent challenge or exciting opportunity

A Process of

•embraces relationships and

•has change as its essential goal

A Behaviorthat


Leadership is

•embraces relationships and

•has change as its essential goalA Behavior that

An Awarenessof your choice

to

•envisioning and initiating change by...•mobilizing others to...•alter the status quo…•in response to an urgent challenge or exciting opportunity

A Process of

•strengthen relationships

•bring clarity

•ask a good question

OR

•shut someone down

•show frustration

•blame

•not be engaged


Leadership is

applies to every aspect of your life

is a personal journey

is a 24/7 experience and choice to make


Leadership

•Management

•Authority

•Advocacy

•Strategic Planning

•Facilitation


Leadership is not

Leadership

•Changes the status quo

Management

•Maintains the status quo


Management and leadership create different experiences & feelings

Consistent Uncomfortable

Calm Anxious

Order Chaos

Safe Hard

Stable Unstable

Status Quo Resistance

LeadershipManagement


Leadership is a processthat increases ones social influence and results in mobilizing

others to learn together, create collective vision and achieve a goal they

share.

Differentiating Leadership and Formal Authority

Formal Authority is the power invested in a roleto perform certain acts

by a formally established procedure,

such as a hiring, election

certification/licensure, or organizational

hierarchy.


Informal Leaders

•Have informal authority

•Earn authority through clarity, contributions, and confidence

Formal Leaders

•Have formal authority

•Are appointed, hired, or promoted


Formal Authority (position)

Brings with it the powers of an office

Changes in quantum leaps at discrete moments

(e.g. swearing-in, ordination, hiring, appointment, signing of legislation,

indigenous bestowing of power, issuance of a license)

Granted through a recognized source

AUTHORIZATION

The Process of Granting Formal Authority: A Social Contract


Informal Authority

Influence and credibility are earned and

recognized by the people

The people grant authority because of

one’s experience, knowledge, and

behavior (not title or formal role)

Exists outside the position

(influence and credibility)

May change based on socio-cultural,

political, and economic

environments

AUTHORIZATION

The Process of Granting Informal Authority: A Social Contract


How do you gain informal

authority?



Leadership is

a set of

personal

attributes,

qualities, and

skills either

intuitive and/or

acquired that

rouses and

motivates

others.

(Northouse, 2001).

Leadership

by

Position

Leadership

by

Influence

Slide Source:© 2018 - Georgetown University National Center for Cultural Competence

Slide Source:© 2018 - Georgetown University Leadership Academy

A WORD ABOUT POWER…

real and perceived

POWER OVER

POWER WITHIN

POWER TO

POWER WITH


Slide Source:© 2018 - Georgetown University National Center for Cultural Competence

REFLECTIONS ON…

Basically, to lead without a title is to derive your power within the organisation not from your position but from your competence, effectiveness, relationships, excellence, innovation, and ethics.

Robin S. Sharma

A leader uses and shares power to create a vision and achieve a desired outcome or goal.

Tawara D. Goode & Vivian H. Jackson

POWER WITHIN

POWER WITH



Identify times when you acted with or without formal authority using the various types of power. What were the outcomes?

Has your leadership been assigned? If so, do you currently have formal authority to address your challenge? If not, are there others with whom you could align?

What can you do differently to gain informal authority to support the vision for change?

Table Reflection

Leadership

•Provides focus and attention

•Brings people together

•Mobilizes resources

•Asks and reflects

Advocacy

•Provides focus and attention

•Tells

•Argues

•Persuades


Leadership is a Function

• Leadership can be seen as the process of envisioning and initiating change, that increases ones social influence and results in mobilizing others to alter the status quo, through learning together and achieving a goal they share.

• Leadership is a type of behavior that embraces relationships and has change as its essential goal.

• Whether or not to provide leadership is a matter of individual choice

Source: Ellen B. Kagen , Georgetown University. Adapted from Laufer, N., The Genesis of Leadership, 2008


Leadership Reflection

What actions do you need to take or what change has to happen inside you to overcome the challenge or foster the change you are seeking?


The Art and Practice of Adaptive Leadership for …...The Art and Practice of Adaptive Leadership...

Documents

Transcript of The Art and Practice of Adaptive Leadership for …...The Art and Practice of Adaptive Leadership...