Strategic Leadership Model

What does it take to be a good leader?

Growth Maturity

Adapted from A.A. Vicere 1992

Orientation to Change

Innovation

Adaptation

Reaction

Prophet

Crusader/Barbarian

Explorer/Builder

The Strategic Leadership Model

Administrator

Bureaucrat

Aristocrat

Decline Decay

Time/Life Cycle Stage

Emergence

DecayEmergence Growth Maturity

DLS-C 2006

Low

Middle

High

The Strategic Leadership Model/Service Life-Cycle Model

Extension

Revenues


DeclineSaturation

DecayEmergence Growth Maturity

DLS-C 2006


Innovation

Adaptation

Reaction

Prophet

Crusader/Barbarian

Explorer/Builder


Administrator

Bureaucrat

Aristocrat

Extension

Revenues


DeclineSaturation

Emergence Growth Maturity

DLS-C 2006


Innovation

Adaptation

Reaction

Prophet

Crusader/Barbarian

Explorer/Builder


Administrator

Bureaucrat

Aristocrat

Saturation Extension


?

Revenues

Dichotomy of Leadership

I II

Theorists Frederick W. Taylor Elton Mayo

Perspective Objectivist Humanist

Domain Science Art

Dominant Brain Lobe Left Right

Gender-Association Male Feminine

Learning style Linear Intuitive

Geometry Euclidean Fractal

Personalities A B

Theory X Y

Period Modern Post-modern

Example: McGregor, 1960

• People view work as being natural as play and rest

• They will exercise self-direction and control towards achieving goals they are committed too

• They learn to accept and seek responsibility

Theory X Theory Y

• People inherently dislike work

• They must be coerced or controlled to do work to achieve goals

• They prefer to be directed

Some observations

• We live in a post post-modern world.

• Where the world is flat (Thomas Friedman).

• Indeed the only thing that is constant is rapid change.

• A more balanced approach to leadership is required.

• Continuous innovation is key.

According to Gartner, Inc. (May 15, 2006)

Information Technology “is creating an unstoppable whirlwind of change that will bring about a level of transformation in people's personal lives, within the enterprise, and within society that is possibly greater than at any time since the industrial revolution.”

4 Trends (as of May 15, 2006)

1. Commoditization and Consumerization (shift in balance of power between consumer and business)

2. Virtualization and Tera-Architectures (pooling resources)

3. Software Delivery Models and Development Styles (simpler/shorter product life cycles)

4. Community and Collaboration (youth at the forefront of social networks, e.g. friendster)

8 Intelligences of Balanced Leadership

1. Creative/Expressive Intelligence - fostering generative growth, creativity and innovation,

2. Perceptual Intelligence - sensing the emergent needs in your organization,

3. Emotional Intelligence - a resilience and responsiveness, informed by emotions, to meet challenges in a powerful way,

4. Pathfinding Intelligence - bringing individual and organisational action into alignment with a larger sense of purpose (Mike Bell, 2001)

8 Intelligences of Balanced Leadership (cont.)

5. Sustaining Intelligence - supporting, maintaining and balancing organisational health, structures and new initiatives,

6. Predictive Intelligence - discerning patterns and trends of coming cycles,

7. Decisive Intelligence - awakening the simple clarity of right action,

8. Energia Intelligence - perceiving what is needed to arouse vitality and integrity within the organisation.

Innovation is as much a matter of will power as imagination.

- Winston Churchill

Business

Strategic Leadership Model