Bringing the Community Along the Path of Inspired Leadership Leadership Models Joanne Kossuth March 30, 2015

Leadership Models Competency Based: Based on a set of defined criteria; progress from no competence to fully competent Collective: Distribute power and functions Collaborative: Skills across functional and organizational boundaries Compassionate: Stay present, cultivate inner silence, be on the look out for non-verbal cues, speak briefly, listen deeply ---neural resonance

HEART

First, let’s take a look at some of the more common leadership models First, let’s take a look at some of the more common leadership models. One is called competency based leadership. Competency based models of leadership are models where people are promoted based on what they know. The critique of competency based models is that the models do not take into account the entire person (including soft skills, creativity, motivation, etc.) and that there are many examples which demonstrate that promoting the wrong person (based solely on competency) can lead to the downfall of organizations. Promoting competency models risks devaluing all other aspects of the aggregate roles of people in an organization and thus sends the wrong message about what is important. The Southern New Hampshire example from Inside Higher Ed is one example:

Collective or shared leadership models, in contrast, refers to the ways in which authority, responsibility and accountability are more broadly distributed to create opportunities for participation in leadership of the organization by a greater number of its staff. Collective leadership is often practiced by organizations that believe the structure more aligns with the values of the organization. Collective models also develop leadership throughout the organization, engage more staff with new levels of responsibility, distribute accountability to those doing the work, and increase aggregate creativity. The National Leadership for Public Health model is one example:

Collaborative Leadership Collaborative leadership refers to bringing together the appropriate people in ways that facilitate the sharing of good information in order to create authentic strategies for addressing the shared concerns (David Chrislip and Carl Larson, in Collaborative Leadership). This model is less structured than the collective model and more informal in process. That being said, the actual process is the critical component of this model. For example, the group considers the issue, decides what to do and then the leader paves the path to implementing the decision. The leader leads the process. The diagram from Leadsim.com demonstrates this model.

JISC-EDCAUSE intelligence and decision-making. Recently, the joint JISC-EDUCAUSE Working group on the role of the CIO presented its findings at the EDUCAUSE Annual Conference and authored a report on its findings. The model developed through this collaborative effort is a visual representation of the roles and how they connect and influence each other. You will notice the complimentary nature of this model with that of the CIO-Journey model above. One major difference is that the JISC-EDUCAUSE model focuses on the journey of a human being with the commiserate talents and characteristics while the CIO_Journey model focuses on the competencies and derived value.

CIO Journey Model

Growing Leaders Competencies Character Qualities Chronos (aka how time is spent) need to be away from their real job for a time requires a lot of time on the part of Senior Executives

Challenging Up and Coming Leaders Reflective Practices Job Rotation “Stretch” Assignments Unfamiliar Circumstances and People In Good Times and Bad Mentoring Feedback Cognitive Profiles

Leaderful Education Effective business communication Conflict resolution skills Team building Relating to different personality styles Time management Delegation skills Goal setting Critical coaching skills Other areas specific to your institution/business Coaching, mentoring

What Works Listen, shhhh, no, really listen Get feedback (360 degree reviews), reflect It’s about the people Connect on a variety of levels Learn to “read” people Lead by example Play nice in the sandbox Your team’s success is your success Be willing to try new things Solve problems Communicate Be aware

What Works Persuasion Influence Change Management Performance Management Learn to Love Surprises Uncertainty and Ambiguity are your Friends Don’t forget about your needs for mentor, coaches and confidantes

My Model

My Model

My Model

My Model

My Model

My Model

My Model

My Model Empathy for the people you are leading What do they value? What can you give them? Build ownership of your organization by getting “messy” (David Kelley, IDEO) Transparent decision making Look for positive attitudes and willingness to express ideas when hiring Ask why Trust yourself Building confidence builds leaders Design Thinking

What Does it All Mean? Think about implementing for your organization….. How does it change: your organization you your role your work