Distributed Leadership

1
Distributed Leadership
DISTRIBUTED LEADERSHIP
2
Heroic Leadership
Heroic Leadership
3
Everyday Leadership
Everyday Leadership
4
Virtual Leadership
Virtual Leadership
5
LEADERSHIP
6
Wizard of Id
7
Trends and Fads
ebbs, flows and residual impact of business fads
Richard T. Pascale 1998
8
John W. Gardner
John W. Gardner

• affirming values
• envisioning goals
• managing priorities, organisation building,
  systems, decisions, judgment
• achieving unity conflict resolution, trust
• explaining teaching
• motivating
• serving as a symbol
• representing the group
• renewing inspiring

9
The 4Es
the 4Es
operational
10
Genghis Eglantyne
11
Genghis
12
http//www.ravenmimura.com/gallery_item.php?id234
13
Genghis Envision
1165 - 1227
14
Genghis Enable
15
Genghis Empower
16
Genghis Energize
17
(No Transcript)
18
Eglantyne
19
(No Transcript)
20
Eglantyne Envision
1876 - 1928
21
Eglantyne Enable
22
(No Transcript)
23
Eglantyne Empower
24
(No Transcript)
25
Eglantyne Energize
26
(No Transcript)
27
Envision
28
Vision and Strategy
29
Enable
30
Tools and Organization
31
Empower
32
Empowerment and Training
33
Energize
34
Energize the Team
35
Leadership Definition

• Leadership is the energetic process of getting
  people fully and willingly committed to a new and
  sustainable course of action, to meet commonly
  agreed objectives whilst having commonly held
  values

36
Networks
distributed Leadership rules of engagement
NETWORKS
37
Markets
38
Hierarchies
39
Complex Systems
40
Co-Evolution
Networks do not just replace current structures
they co-evolve with them
41
Weak Links
42
Strong Links
strong links - with family, work teams
etc. weak links - critical to finding new
knowledge
43
some thoughts on making Networks work harder
44
Purpose

• Purpose
• effective Networks have a clear business /
  organizational purpose which must be pre-defined
• outputs must be both useful and measurable

45
Toyota
46
(No Transcript)
47
Member Identity
2. Member identity skills, knowledge,
motivations, problems, geographic location, time
linkages, goals and beliefs demands data based
understanding and communication
48
LinkedIn
49
CoP
A Community of Practice is not a club - it has
identity defined by a shared domain of interest
and a shared competence Members engage in joint
activities and share information relationships
emerge to enable learning and creation of new
knowledge Members are practitioners - they
develop a shared repertoire of resources,
experiences, tools, and ways of addressing
problems
after Etienne Wenger
50
Actionability
3. Actionability something new and innovative
actually happens as a result of the Networks
existence a corollary is that links in the
Network must have practical value in real
interactions
51
iPod
52
Searchability
4. Searchability to answer real world
questions informational best Thai
restaurants? intellectual learn from
research? actionable better sales
results? relational team works
better? judgmental decide right
actions? contextual balance risks?
53
Innovation
54
Trust
5. Network trustworthiness depends on - the
nodal identity of an authority - the
actionability of the links
55
Amazon
56
Making Networks Work

• Purpose
• Member identity
• Actionability
• Searchability
• Network trustworthiness

57
Do!
DO