Leadership Models Baldrige Collins Rooke

1. Leadership ModelsBaldrigeCollinsRooke

2. The Baldrige ModelCategory 1-Leadership • Senior Leadership • Vision and Values • Communication and Organizational Performance • Governance and Social Responsibility • Organizational Governance • Legal and Ethical Behavior • Support of Key Communities

3. Vision and Values • How do senior leaders set organizational values and deploy them through the leadership system? • How do their personal actions reflect a commitment to values? • How do they promote an environment that fosters and requires legal and ethical behavior?

4. Vision and Values • How do senior leaders create sustainable organizations? • Create an environment for performance improvement, accomplishment of strategic objectives, innovation, organizational agility, organizational and employee learning? • How do they personally participate in succession planning and leadership development for the future?

5. Communication and Organizational Performance • How do senior leaders communicate with, empower and motivate employees? • Encourage frank 2-way conversation? • Take an active role in employee rewards and recognition to reinforce vision and values? • How do they create a focus on action to accomplish organizational objectives, improve performance, and achieve vision?

6. Organizational Governance • How do senior leaders address the following: • Accountability for management actions? • Fiscal accountability? • Transparencies in operations and disclosure policies? • Independence in external evaluation/audit? • Protection of stakeholder interests?

7. Organizational Governance • How does your organization evaluate the performance of senior leaders? • How do senior leaders use their performance evaluations to improve their personal leadership effectiveness?

8. Legal and Ethical Behavior • How does your organization address the impact of your programs on society? • How does your organization ensure ethical behavior in all its interactions? • What are its key processes to monitor its ethical performance?

9. Good to Great! www.jimcollins.com Collins, Jim. (2001).Good to Great: Why Some Companies Make the Leap. . .and Others Don’t. New York: HaperBusiness.

10. The Model • Level 5 Leadership • First Who, Then What: get the right people on the bus • Confront the brutal facts • Be a hedgehog

11. Level 5 Leadership • Level 1: Highly Capable Individual • Level 2: Contributing Team member • Level 3: Competent Manager • Level 4: Effective Leader • Level 5: Level 5 Leader

12. Highly Capable Individual Makes productive contributions through talent, knowledge, skills and good work habits.

13. Contributing Team Member Contributes individual capabilities to the achievement of group objectives

14. Competent Manager Organizes people and resources effectively to achieve the stated objectives of the organization.

15. Effective Leader Catalyzes the commitment of individuals in the organization to achieve a clear and “compelling” vision.

16. Level 5 Leader “Builds enduring greatness through a paradoxical blend of personal humility and professional will.”

17. Seven Ways of Leading Rooke, D. & Torbert, W. R. Seven Transformations of Leadership.Harvard Business Review. April 2005. Pp. 66-78. www.hbr.org

18. Action Logic “ how leaders interpret their own surroundings and react when their power or safety is challenged” (p. 67)

19. Seven Ways of Leading • Opportunist • Diplomat • Expert • Achiever • Individualist • Strategist • Alchemist

20. The Opportunist • Winning is the only thing • Self-oriented • Manipulative • Good in emergencies and in sales opportunities • 5% of leaders are of this type

21. The Diplomat • Avoids conflict • Wants to belong • Obeys group norms and does not rock boat • Good as supportive glue within an organization to bring it together • 12% of leaders are of this type

22. The Expert • Uses logic and expertise • Seeks rationale efficiency • Good as an individual contributor • 38% of leaders are of this type

23. The Achiever • Meets strategic goals • Uses teams effectively • Balances managerial duties and market demands effectively • Action and goal-oriented • Good as a manager • 30% of leaders are of this type

24. The Individualist • “Interweaves competing personal and company action logics” • Creates unique structure to solve problems, regardless of norms • Effective in new ventures and as consultants • 10% of leaders are of this type

25. The Strategist • “Generates organizational and personal transformations” • “Exercises the power of mutual inquiry, vigilance, and vulnerability for both the short and long term” • Effective in transformations • 4% of leaders are of this type

26. The Alchemist • Creates organizational transformations • Integrates material resources and vision and values • Good at leading large scale transformations, including those with social impact • 1% of leaders are of this type

27. How do we lead in the 21st century? • From the Baldrige model: focus and measure what needs to get fixed • From Collins: focus, face hard problems, and stay humble • From Rooke and Torbert: leadership is a voyage of development; we can evolve