Seven Transformations of Leadership

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Seven Transformations of Leadership

• By David Rooke and Williams R. Torbert

Presented by Hien Angeline
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Research Action Logic

• Article a result of survey based-research or
  managers professionals.
• Action logic How leaders interpret their
  surroundings how they react when power or
  safety is challenged.

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7 Action Logics

• Opportunist
• Diplomat
• Expert
• Achiever
• Individualist
• Strategist
• Alchemist

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The Opportunist

• Focus on personal wins controlling external
  environment
• People are an opportunity for exploitation
• Legitimize unethical behavior
• Reject feedback
• Externalize blame

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The Diplomat

• Focused on gaining control of own behavior
• Conform to group
• Avoid/Ignore conflict
• Supportive help bring people together

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The Expert

• Perfecting knowledge
• Data and logic
• Focus on continuous improvement, efficiency and
  perfection
• Always think they are always right
• I dont do feelings, Ill leave that to Barry
  Manilow

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The Achiever

• Team orientation
• Open to feedback
• Concerned with meeting goals
• Inhibit thinking outside of the box

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The Individualist

• Abstract thinkers
• Interweave competing personal and company action
  logics
• Resolve gaps between strategy and performance

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The Strategist

• Focus on organization constraints and perceptions
• which they treat as discussable and transformable
• Strategist masters the second-order
  organizational impact of actions agreements
• Adept at creating shared visions across different
  action logics.
• (both personal and organization transformation)
• Deal with conflict more comfortable
• They are better at handling people instinctive
  resistance to change

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The Strategist

• Three distinct levels of social interplay
• Personal relationship
• Organization relationship
• National and international developments
• Example Bavaria a CEO back in 1985 measured as a
  strategist

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The Alchemist

• Ability to renew or even reinvent themselves and
  their organizations in historically significant
  ways
• Has an extraordinary capacity to deal
  simultaneously with many situations at multiple
  levels
• Alchemist can talk with both kings and commoners

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The Alchemist

• Can deal with immediate priorities yet never lost
  sight of long term goals
• Alchemists individuals who live by high moral
  standards
• Mainly focus intensely on the truth
• Example
• Nelson Mandela

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To Strategist and Beyond

• The Strategist and Alchemist action logics is
  qualitatively
• May seek spiritual and ethical guidance from
  mentors
• Mutual mentoring with peers who are already part
  of their networks

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Seven Ways of Leading
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Leadership Teams and Leadership Cultures within
Organizations

• The most effective teams are those with a
  strategist culture
• The group sees business challenges as
  opportunities for growth and learning on the part
  of both individuals and the organization
• Most senior manager teams operate at the Achiever
  action logic
• They prefer unambiguous targets and deadlines,
  and working with clear strategies, tactics, and
  plans, often against tight deadlines

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Leadership Teams and Leadership cultures within
Organizations

• For mature companies where senior management
  teams operate as Experts
• Vice presidents see themselves as chiefs and
  their teams as an information-reporting
  formality
• In creative, Consulting and nonprofit
  organizations are Individualist teams

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The END