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7 Transformations of Leadership (Rooke and Torbert)

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Linnea Czerney

on 2 December 2013

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Transcript of 7 Transformations of Leadership (Rooke and Torbert)

- Does whatever it takes to be successful
- mistrust, egocentrism, manipulativeness
- They view the world and people as opportunities to be exploited
- Often defined by their perception of control; both of people and situations
- Unreceptive to any feedback or criticism
- Able to justify their actions by writing their own rules and taking risks
- Mentality of survival of the fittest
Leaders are made, not born and how
they develop is critical for organizational change
7 Transformations of Leadership
By David Rooke and William R. Torbert
All leaders are different. What makes them different is not what most would think, it is their "action logic." "Action logic" is the way in which "they interpret their surroundings and react when their power or safety is challenged. This "action logic" may be changed depending on their growth within an organization. One major factor in a leader's "action logic" is their ability to work with others and how they handle conflict.
- They provide social glue
- Strives to please higher-status colleagues, but avoid conflict at all costs
- Don't initiate change nor give constructive feedback
- Afraid to disappoint or upset anyone; not good at firing or evaluating
- Not good as a top leader because of their lack of confrontation
- Tends to sweep things under the rug or ignore issues to maintain the status quo
- Generally in junior management positions or customer service representatives
- This is generally the largest category of leaders
- Experts strive to be a master of their material
- They are experts in their field, giving them the confidence to present their findings/data and make informed decisions
- Seeking continuous improvement, efficiency, and perfection
- They are always very confident that they are correct, which is not good for managerial positions
- Collaboration is a waste of time, as they don't usually value others' opinions
- Great at leading a team to implement new strategies
- Challenges and supports employees to create a positive team and interdepartmental atmosphere
- Open to feedback and realizes that there are conflicts and differences between people
- Tend to have lower staff turnover and good delegation; may choose to keep an employee who is not fully performing rather than letting them go
- Clashes with experts
- Abstract understanding of themselves and the world
- Bring practical value to their organization
- They are able to communicate well with those with different action logic than themselves; sees that others bring good prospective as well
- Aware of possible conflict, but knows that it can create tension, creativity, and a desire for development
- Tend to ignore rules that they see as irrelevant
- Sometimes have a unique unconventional way of getting things done
- They are selective in how thorough things are completed; often overlooking critical details which may require someone else to step in and clean up
- In the study, 80% of them are at senior level management positions; they are often looked to for promotion
- Able to deal with conflict more comfortably than others, they handle people's instinctive resistance to change
- They are highly effective change agents; most effective with transformational change
- They understand the importance of personal relationships, organizational relations, and national and international developments
- Are able to see opportunities; socially conscious business ideas that are executed through collaboration
- Have the ability to renew or reinvent themselves and their organization
- Acts very well as a go between to be able to communicate with both those above and below them
- Deals with immediate priorities
- Charismatic and aware, practices with high moral standards; puts a strong emphasis on truth
- Able to create symbols and metaphors that have a lasting impression as employees are able to relate to them
- Often a chameleon, able to fit in with any surroundings
- Best example: Nelson Mandela
These are not conclusive categories, a leader's action logic may change; moving them from one style to another. This change may be because of a job, environment, practices, external events, coworkers, etc. Individuals may also undergo interventions to alter their action logic; striving to improve or change the way in which they handle a situation.
- May strive to raise awareness of their own assumptions
- Often practice using structured examples or questions
- MBA programs encourage achievers by frustrating the expert perfectionists
- MSc programs encourage experts
- It is a challenging switch as experts are put into managerial roles that require them to work with others
- Business Schools are doing a better job of producing achievers
- Sometimes achievers are seen as the finish line for development
- Speaking and listening must come to be experienced
- Individualists inquire and reflect upon goals themselves, then strive to improve
- Not learning new conversation, but rather to be more comfortable
- Interventions must include self-awareness in regards to
being a leader
- Not looking to improve personal skills, but rather looking at creating project teams, networks, strategic alliances, and whole organizations on the basis of collaborative inquiry
- It is an ongoing practice of reframing inquiry
- No longer seeking senior mentors; in search of mutual mentoring with peers in their network (peer to peer)
- This type of mentoring allows for collaborative inquiry
Expert to Achiever
Achiever to Individualist
Toward Strategist and Alchemist
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