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7 Transformations of Leaders

CEP 815 Assignment

Melissa Benoit

on 17 April 2013

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Transcript of 7 Transformations of Leaders

by David Rooke and William R.Torbert 7 Transformations of Leadership The Opportunist The Achiever The Strategist The Individualist The Expert The Alchemist The Diplomat 5% of Leaders 30% of Leaders 4% of Leaders 38% of Leaders 10% of Leaders 1% of Leaders 12% of Leaders Goal is to be in control; treat others as objects
Very egocentric and manipulative
Focuses on personal wins and exploit other people
Tends to reject feedback, externalize blame, retaliate harshly Work Cited: Rooke, David, and William R. Torbert. "Seven Transformations of Leadership." Harvard Business Review. N.p., Apr. 2005. Web. 12 Apr. 2013. Images Cited: 7 Transformations of Leadership Pyramid: http://www.rqgenesis.com/wp-content/uploads/2013/02/integral-leadership.png

Opportunist Photo: http://the-opportunists.com/

Diplomat Photo: http://blog.brazencareerist.com/2009/01/30/building-a-relationship-with-your-boss/

Expert Photo: http://senexx.com/blog/ways-to-discover-an-expert/

Individualist Photo: http://marcelgomessweden.wordpress.com/page/38/

Achiever Photo: http://www.successreboot.com/what-kind-of-leader-are-you/

Strategist Photo: http://www.ipeg.eu/326/

Alchemist Photo: http://kwcommercialsa.com/blog/?p=4459 What type of leader are you? Goal is go gain control of own behavior
Makes sense of world around them
Seeks to please higher-level colleagues
Cooperates with group norms daily roles
Tends to ignore conflict and be overly polite Goal is to exercise control by perfecting knowledge
Completely sure they are right
Views collaboration as a waste of time
Treats lesser experts with contempt
Pursues improvement, efficiency, and perfection
Views emotional intelligence as unacceptable Goal is create a positive team atmosphere by challenging and supporting
Complex and integrated understanding of the world
Open to feedback, sensitive to relationships
Realizes conflict is due to differences Ability to renew and reinvent themselves and organizations
Deals with immediate priorities and long-term goals
Engages in multiple things and able to deal with each.
Charismatic, aware, and high moral standards Focuses on organizational constraints and perceptions
Adept at creating shared visions
Deals with conflict well and handles people's resistance to change
Works to create ethical principals and practices Believes leaders are constructions of oneself and the world
Puts personalities and ways of relating into dealing with other leaders
Aware of conflicts between personal values and company values
Tends to ignore rules they regard as irrelevant
Full transcript