Assessing and Developing Adaptable Leaders for an Age of Uncertainty Assessing and Developing Adaptable Leaders for an Age of Uncertainty “Institutionally, the ability to be agile enough is the gut issue in leading an organization today.” James McNerney CEO
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Assessing and Developing Adaptable Leaders for an Age of Uncertainty
Assessing and Developing Adaptable Leaders for an Age of Uncertainty
“Institutionally, the ability to be agile enough is the gut issue in leading an organization today.”James McNerneyCEO
Assessing Flexible Leadership as a Mastery Assessing Flexible Leadership as a Mastery of Oppositesof Opposites Rob Kaiser & Darren Overfield
The Many Faces of Learning Agility The Many Faces of Learning Agility Kenneth P. De Meuse, Guangrong Dai, & George S. Hallenbeck
Relax, It's Only UncertaintyRelax, It's Only UncertaintyRandall P. White
Assessing and Developing Adaptable Leaders for an Age of Uncertainty
Assessing and Developing Adaptable Leaders for an Age of Uncertainty
Handouts available atHandouts available atwww.kaplandevries.comwww.kaplandevries.com
Assessing Flexible Leadership as a
Mastery of Opposites
Robert KaiserDarren OverfieldRobert KaiserDarren Overfield
In concurrent session, Assessing and Developing Adaptable Leadership for an Age of Uncertainty
Model RN = 484 middle to senior managers. Versatility based on average rating across all coworkers. Effectiveness based on peer ratings; Team Vitality based on subordinate ratings; Team Productivity based on superior ratings.
.30***
.38***
.64***
-.02
.38***
.36***
Flexibility & leader effectiveness
.32***
.16*
.46***
How
Wha
t
Copyright 2006-2009. Kaplan DeVries Inc. All rights reserved.
78%
Shortcoming Strength overused
-3 -2 -1 0 +1 +2 +3
Strength
YS
PD
YS
PD
Copyright 2006-2009. Kaplan DeVries Inc. All rights reserved.
Too little Too muchThe right amount
Too little Too muchThe right amount
1s. Thinks broadly—takes a big-picture perspective.
1o. Pays attention to detail—has a finger on the pulse of day-to-day activities.
Relative Advantages
Mastery of Opposites Reflects the tensions and
tradeoffs managers are familiar with
More highly related to leadership effectiveness
Behaviorally specific; more diagnostic value
Dovetails with theory— Situational (“when to do what”)— Developmental (Jung, Erickson)
Trait Approach Simple and intuitive,
familiar method Requires fewer items,
— esp. important if required to use elaborate competency model
Straight forward computation of scores (compared to “black box” in Mastery of Opposites methods)
Use existing tools based mastery of opposites
Apply methodology to existing competency models/360s
Create your own assessment protocol
Human RelationsHuman
RelationsOpen
SystemsOpen
Systems
Internal Processes
Internal Processes
Rational Goals
Rational Goals
Competency Model
1. Action -oriented
2. Team player
3. Visionary
4. Upward influence
5. Political savvy
6. Decisive
7. Drive for results
8. Customer focus
9. Delegation
10. Participative
11. Networking
12. Integrity
13. Sfds afsd fds
14. Dsfasdsd
15. Opeofweio
16. fsaopjojpldfopdpas
17. Upward influence
18. Political savvy
19. Delegation
20. Participative
21. Networking
22. Integrity
23. Visionary
24. Decisive
25. Action -oriented
26. Drive for results
27. Customer focus
28. Sfds afsd fds
29. Dsfasdsd
30. Opeofweio
31. Fjojpldfopdpas
32. Sadfasdlk
Competency Model
1. Drive for results-
2. Team player
3. Visionary
4. Upward influence
5. Political savvy
6. Decisive
7. Action-oriented
8. Customer focus
9. Delegation
10. Participative
11. Networking
12. Integrity
13. Mentoring
14. Coaching
15. Negotiation
16. Interpersonal skill
17. Resourcefulness
18. Public speaking
19. Business acumen
20. Empowering
21. Stress tolerance
22. Honesty
23. Master complexity
24. Manage self
25. Composure-
26. Emotional IQ
27. Learning agility
28. Diversity
29. Culturally Aware
30. Change agent
31. Courage
32. Creativity
Competency Model
1. Action -oriented
2. Team player
3. Visionary
4. Upward influence
5. Political savvy
6. Decisive
7. Drive for results
8. Customer focus
9. Delegation
10. Participative
11. Networking
12. Integrity
13. Sfds afsd fds
14. Dsfasdsd
15. Opeofweio
16. fsaopjojpldfopdpas
17. Upward influence
18. Political savvy
19. Delegation
20. Participative
21. Networking
22. Integrity
23. Visionary
24. Decisive
25. Action -oriented
26. Drive for results
27. Customer focus
28. Sfds afsd fds
29. Dsfasdsd
30. Opeofweio
31. Fjojpldfopdpas
32. Sadfasdlk
Competency Model
1. Drive for results-
2. Team player
3. Visionary
4. Upward influence
5. Political savvy
6. Decisive
7. Action-oriented
8. Customer focus
9. Delegation
10. Participative
11. Networking
12. Integrity
13. Mentoring
14. Coaching
15. Negotiation
16. Interpersonal skill
17. Resourcefulness
18. Public speaking
19. Business acumen
20. Empowering
21. Stress tolerance
22. Honesty
23. Master complexity
24. Manage self
25. Composure-
26. Emotional IQ
27. Learning agility
28. Diversity
29. Culturally Aware
30. Change agent
31. Courage
32. Creativity
Applications
Construct leadership models in terms of opposites
Cover interpersonal how and organizational what
Don’t assume “more is better”—assess for too little and too much
Start
Stop
Continue
Too little Too muchamountThe right
Too little Too muchamountThe right
Short-term execution
Collaborative and supportiveSelf-assertive and directive
Implementation and Tactical DetailsEfficiency and Conservation
Stability and Reliability
Empowerment and DelegationDemocratic and ParticipativeSupportive and Considerate
Long-term strategyVision and Direction Setting
Growth and ExpansionInnovation and Adaptation
Interpersonal HowHow
Interpersonal HowHow
OrganizationalWhatWhat
OrganizationalWhatWhat
Management Management Realizing efficiency through
command and control
Management Management Realizing efficiency through
command and control
LeadershipLeadershipInspiring people with a
vision for change
LeadershipLeadershipInspiring people with a
vision for change
LeadershipLeadershipInspiring people with a
vision for change
Taking Charge and Initiative Autocratic and Decisive
Expectations and Accountability
Create your own
“The test of a first-rate intelligence is the ability to hold two opposed ideas in the mind at the same time, and still retain the ability to function.“
F. Scott Fitzgerald"The Crack-Up" (1936)
Handouts available atHandouts available atwww.kaplandevries.comwww.kaplandevries.com