Module 14
Leadership
PowerPoint Presentation by Charlie Cook
Copyright © 2005 South-Western. All rights reserved.
Leadership in Organizations
• Core assumptions of leadership framework:
 Leadership is distributed
 Leadership is personal and developmental
 Leadership is a process to create change
 Leadership develops over time
Class Note: Leadership in an Age of Uncertainty
Copyright © 2005 South-Western. All rights reserved.
14–2
The Four Capabilities Framework
• Four key leadership capabilities are:
 Sensemaking
 Relating
 Visioning
 Inventing
Class Note: Leadership in an Age of Uncertainty
Copyright © 2005 South-Western. All rights reserved.
14–3
Leadership Framework
Class Note: Leadership in an Age of Uncertainty
Copyright © 2005 South-Western. All rights reserved.
Transparency 14.1
Figure 14.1
14–4
The Four Capabilities Framework (cont’d)
• Sensemaking defined
 Making sense of the world around us
 Coming to understand the context in which you are
operating
 Creating a map that represents the current situation of
the group or organization
Class Note: Leadership in an Age of Uncertainty
Copyright © 2005 South-Western. All rights reserved.
14–5
The Four Capabilities Framework (cont’d)
• Tips for effective sensemaking:
 Seek many types and sources of data
 Involve others in your sensemaking
 Avoid existing frameworks; let the appropriate map
emerge
 Move beyond stereotypes; push for what’s behind the
labels
 Learn from small experiments
 Use images, metaphors, or stories to illustrate critical
elements of your map
Class Note: Leadership in an Age of Uncertainty
Copyright © 2005 South-Western. All rights reserved.
14–6
The Four Capabilities Framework (cont’d)
• Relating defined
 Centers on the leader’s ability to engage in inquiry,
advocacy, and connecting
Inquiry—ability to listen and understand what others are
thinking and feeling
 Advocacy—being clear about your own point of view and
trying to influence others of its merits
 Connecting—cultivating a set of people who help each other to
accomplish their goals

Class Note: Leadership in an Age of Uncertainty
Copyright © 2005 South-Western. All rights reserved.
14–7
The Four Capabilities Framework (cont’d)
• Tips for effective relating:
 Understand the perspective of others and withhold
judgment while listening to others
 Encourage others to voice their opinions
 Be clear about what your stand is and how you got
there
 Think about how others might react to your idea and
how you can best explain it to them
 Think about your connections—do you feel good about
the nature of your relationships?
Class Note: Leadership in an Age of Uncertainty
Copyright © 2005 South-Western. All rights reserved.
14–8
The Four Capabilities Framework (cont’d)
• Visioning defined
 Creating a compelling vision around something that
the leader and others care about, linking it to key
values in the culture, and communicating it in a way
that motivates others
 Visions provide people with a sense of meaning about
their work
 Visions are most compelling when they come from a
sincere belief in the cause
Class Note: Leadership in an Age of Uncertainty
Copyright © 2005 South-Western. All rights reserved.
14–9
The Four Capabilities Framework (cont’d)
• Tips for effective visioning:
 Develop a vision about something that excites you or
that you think is important
 Frame the vision with an ideological goal
 Use stories, metaphors, and analogies to paint a vivid
picture of what the vision will accomplish
 Practice creating a vision in many arenas
 Enable others by pointing out that their skills and
capabilities are needed to realize the vision
 Embody the key values and ideas of the vision
Class Note: Leadership in an Age of Uncertainty
Copyright © 2005 South-Western. All rights reserved.
14–10
The Four Capabilities Framework (cont’d)
• Inventing defined
 Changing the way that people work together to
improve what is going on, to realize the vision, or to
overcome obstacles
 Can also be seen as a whole new way of approaching
a task
 Goes hand-in-hand with sensemaking
Class Note: Leadership in an Age of Uncertainty
Copyright © 2005 South-Western. All rights reserved.
14–11
The Four Capabilities Framework (cont’d)
• Tips for effective inventing:
 Focus on improving the ways that people work
together in your team and organization
 When a new task or change effort emerges, think
through how it will get done
 Play with new and different ways of organizing work
 Blend sensemaking and inventing
Class Note: Leadership in an Age of Uncertainty
Copyright © 2005 South-Western. All rights reserved.
14–12
The Change Signature
• The unique leadership behavior of individuals
that is based on experience and acquired skills
and which serves to guide choices about:
 Allocating time
 Establishing priorities and goals
 Commitment to fight for something
• The change signature is made up of a credo and
the characteristic way in which the leader creates
change
Class Note: Leadership in an Age of Uncertainty
Copyright © 2005 South-Western. All rights reserved.
14–13
Four Parts of the Self
Exercise: Your Change Signature
Copyright © 2005 South-Western. All rights reserved.
Figure 14.2
14–14
Four Parts of the Self (cont’d)
• Step 1: Past Self
 What values did your family stress? Did you adopt
those values or fight against them?
 Who were your heroes? What values did you take
from them?
 How did you gain recognition and self esteem?
 What skills did you begin to develop in your formative
years?
 What values, skills, and patterns of leading are part of
your past self?
Exercise: Your Change Signature
Copyright © 2005 South-Western. All rights reserved.
14–15
Four Parts of the Self (cont’d)
• Step 2: Developed Self
 What best describes the values and skills that you
have honed?
 What have conflicts shown you about what is really
important to you?
 Are you best known as an analytic person, a problem
solver, a visionary, or a people person?
 What leadership challenges have you taken on?
 What have you learned about yourself as a leader?
 How would others describe your change signature?
Exercise: Your Change Signature
Copyright © 2005 South-Western. All rights reserved.
14–16
Four Parts of the Self (cont’d)
• Step 3: Underdeveloped Self
 Are there any areas of yourself that you feel you want
to begin to develop?
 What kind of plan can you put together to move
aspects of yourself from the underdeveloped to the
developed side of the diamond?
Exercise: Your Change Signature
Copyright © 2005 South-Western. All rights reserved.
14–17
Four Parts of the Self (cont’d)
• Step 4: Future Self
 What aspects of others’ leadership would you like to
incorporate into your own?
 If you think about the end of your career, what would
you want people to say about you?
 If a head hunter called a colleague to ask about what
kind of leader you are, what do you wish they would
say?
 If you think about the things you would like to do and
the kind of person you would like to be, what would
you need to do to be able to get there?
Exercise: Your Change Signature
Copyright © 2005 South-Western. All rights reserved.
14–18
Our Leadership Development
Model Elaborated
The Press: Excerpts from Geeks and Geezers
Copyright © 2005 South-Western. All rights reserved.
Figure 4.1
14–19