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Published on January 13, 2008

Author: Urban

Source: authorstream.com

Slide1:  Institute for Educational Leadership 7 DECEMBER 2004 STRATEGIC LEADERSHIP COL CHUCK ALLEN Director, Leader Development Slide2:  GUIDING PRINCIPLE by intelligent and adequate preparation to repel aggression... To study and confer on the great problems of national defense, military science, and responsible command” “Not to promote war but to preserve peace Elihu Root, 1903 UNITED STATES ARMY WAR COLLEGE Slide3:  MISSION To prepare selected military, civilian, and international leaders for the responsibilities of strategic leadership; To educate current and future leaders on the development and employment of landpower in a joint, multinational and interagency environment; To research and publish on national security and military strategy; To engage in activities that support the Army’s strategic communication efforts. UNITED STATES ARMY WAR COLLEGE Slide4:  “It became clear to me that at the age of 58 I would have to learn new tricks that were not taught in the military manuals or on the battlefield. In this position I am a political soldier and will have to put my training in rapping-out orders and making snap decisions on the back burner, and have to learn the arts of persuasion and guile. I must become an expert in a whole new set of skills.” GEN George C. Marshall Strategic Leadership? Slide5:  The Army Leadership Framework Strategic Leadership Environment “A Changing Landscape”:  Strategic Leadership Environment “A Changing Landscape” Political Military Volatile Ecological Uncertain Economic Complex Sociological Ambiguous Psychological India a technology superpower STRATEGIC LEADERSHIP:  STRATEGIC LEADERSHIP “Strategic leadership is the process used by a leader to affect the achievement of a desirable and clearly understood vision by influencing the organizational culture, allocating resources, directing through policy and directive, and building consensus within a volatile, uncertain, complex, and ambiguous global environment which is marked by opportunities and threats.” U.S. Army War College Strategic Leadership Primer (2004) S. Shambach (Ed.) Executive Leadership:  Executive Leadership "The set of activities directed toward the development and management of the organization as a whole, including all of its subcomponents, to reflect long-range policies and purposes that have emerged from the executive leader’s interactions within and interpretations of the organization’s external environment.” Stephen Zaccaro Slide9:  Visioning Visioning is the leader-focused, organizational process that gives the organization its sense of purpose, direction, energy, and identity. Visual End-state Rational yet emotional Understandable/communicable Visioning Process:  Conduct an Assessment Define the Purpose Refine the Vision Restate the Mission Identify our Values Update the Strategic Goals & Objectives Formulate a Strategic Plan Resource the Plan Implement the Plan Assess the Outcomes Revise the Plan “Dynamic Process” History Future trends Organization’s role Competing values Visioning Process Slide11:  “An Apple on every desk.” Steve Jobs, 1976 Examples of Visions Organizational Culture:  A culture of a group is “a pattern of shared basic assumptions that an organization learns as it solves its problems...., that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relations to those problems.” Edgar Schein, 1992 Organizational Culture Climate vs. Culture:  Climate vs. Culture Climate “the feeling that is conveyed in a group by the physical layout and the way in which members interact with each other, with customers, and outsiders.” Direct and Organization level More personality dependent Relatively quick to change Culture “A pattern of underlying assumptions” Much less personality dependent Long time to change Strategic level Slide14:  ARTIFACTS UNDERLYING ASSUMPTIONS THE LEVELS OF CULTURE Importance to Leaders:  Importance to Leaders Culture: Gives members identity Facilitates collective commitment Promotes social system stability Shapes behavior by helping members make sense of their surroundings When managed, an indirect means by which senior leaders influence others. The potential conflict….:  The potential conflict…. Espoused Values “Culture eats Strategy for lunch every time” Leaders Lead Change, but…:  Leaders Lead Change, but… “…There is nothing more difficult and dangerous, or more doubtful of success, than an attempt to introduce a new order of things in any state. For the innovator has for enemies all those who derived advantages from the old order of things while those who expect to be benefited by the new institutions will be but lukewarm defenders.” Niccolo Machiavelli, 1505 Strategic Leader Competencies:  BE (Disposition - values, attributes): · The Values Champion · Master of the Strategic Art · Quintessential Student of History · Comfortable with Complexity · High Personal Stamina · Skilled Diplomat · Possesses Intellectual Sophistication BE-KNOW-DO Strategic Leader Competencies Loyalty Duty Respect for others Selfless Service Honor Integrity Personal Courage Slide19:  Conceptual Technical Interpersonal BE-KNOW-DO Strategic Leader Competencies KNOW (Disposition - skills): Slide20:  KNOW (Disposition - skills): Conceptual · Envisioning · Frame of Reference Development · Problem Management · Critical Self-Examination · Critical, Reflective Thought · Effective within Environment of Complexity · Skillful Formulation of Ends, Ways, Means BE-KNOW-DO Strategic Leader Competencies Slide21:  KNOW (Disposition - skills): Technical · Systems Understanding · Recognizes and Understands Interdependencies · Information-age Technological Awareness · Skillful Application of Ends, Ways, Means BE-KNOW-DO Strategic Leader Competencies Slide22:  KNOW (Disposition - skills): Interpersonal · Communication · Inspires Others to Act · Organizational Representation · Skillful Coordination of Ends, Ways, Means · Master of Command and Peer Leadership BE-KNOW-DO Strategic Leader Competencies Slide23:  Identity Mental Agility Cross-cultural savvy Interpersonal maturity World-class warrior Professionally astute BE-KNOW-DO Strategic Leader Meta-Competencies Key Strategic Leader Competencies:  Key Strategic Leader Competencies Self awareness Understanding of strategic context Cross cultural competence Adaptability Mental agility in a volatile, complex and ambiguous environment Slide25:  · Provide for the Future · Initiate Policy and Directives · Shape the Culture · Teach and Mentor the Strategic Art · Manage Joint/Combined and Interagency Relationships · Manage National-Level Relationships Strategic Leader Competencies BE-KNOW-DO DO (Action - influencing, operating, and improving): Slide26:  · Represent the Organization · Leverage Technology · Lead and Manage Change · Build Teams and Consensus · Practice the Strategic Art Strategic Leader Competencies BE-KNOW-DO DO (Action - influencing, operating, and improving): Slide27:  “It became clear to me that at the age of 58 I would have to learn new tricks that were not taught in the military manuals or on the battlefield. In this position I am a political soldier and will have to put my training in rapping-out orders and making snap decisions on the back burner, and have to learn the arts of persuasion and guile. I must become an expert in a whole new set of skills.” GEN George C. Marshall Strategic Leadership? Who exemplifies strategic leadership in the field of education? Slide28:  Questions? Emotional Intelligence:  The ability to perceive accurately, appraise, and express emotion; the ability to access and/or generate feelings when they facilitate growth; the ability to understand emotion and emotional knowledge; and the ability to regulate emotions to promote emotional and intellectual growth. Mayer, J. D. & Salovey, P. (1997). What is emotional intelligence? In P. Salovey & D. J. Sluyter (Eds.), Emotional Development and Emotional Intelligence, (pp. 3-31). New York: Basic Books. According to Goleman’s model* EI is exhibited through two competencies: Personal competence + Social competence = EI Goleman, Daniel, Boyatzis, Richard, & McKee, Annie (2002). Primal leadership: Realizing the power of emotional intelligence. Boston, MA: Harvard Business School Press. Emotional Intelligence Slide30:  Personal competence: these capabilities determine how we manage ourselves. Self-awareness Emotional self-awareness Accurate self-assessment Self-confidence Self-management Emotional self-control Transparency Adaptability Achievement Initiative Optimism Emotional Intelligence Slide31:  Social competence: these capabilities determine how we manage relationships. Social awareness Empathy Organizational awareness Service Relationship management Inspirational relationship Influence Developing others Change catalyst Conflict management Building bonds Teamwork and collaboration Emotional Intelligence

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