Transcript Connective Leadership Theory

Connective Leadership Theory
Connective Leadership outlines nine underlying
behavior strategies within three sets of
achieving styles that achievers and leaders call
upon to achieve their goals.
Three Sets of Achieving Styles
• Direct
– Confront their tasks individually and directly either by getting satisfaction from
mastering a task, outperforming others through competitive actions, and using
their power to take charge of everyone and everything.
– Most closely linked to diversity and expressions of individualism
• Relational
– Prefer to work on group tasks or help others obtain their goals by either taking
vicarious satisfaction from facilitating and observing accomplishments of others ,
taking a secondary role in helping others achieve their accomplishments, and
working collaboratively on group tasks.
– Mentors, teachers, committees
• Instrumental
– Using political savvy to diminish friction among people or groups with different
agendas by emphasizing one’s personal strengths to attract support, creating and
working through social networks and alliances, and entrusting various aspects of
one’s vision to others.
– Individuals as instruments for accomplishing organizational goals
Direct Behavior Strategies
Masters of Own Tasks
• Intrinsic
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Self Motivated
Look within for standards of excellence
Often dissatisfied, even when others satisfied
Intellectual and creative freedom through autonomy
Accomplishing difficult tasks is the reward in itself
• Competitive
• Its all about being better than others in performing tasks
• If task is non-competitive, they create a competition
• Work tirelessly until they succeed
• Power
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Need to be in charge of agenda, people, task, events, and resources
Feel they can always do better than the current leader
They delegate, but do not relinquish responsibility for the task
Micromanagers
Relational behavior Strategies
Contributes to Other’s Tasks
– Collaborative
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Enjoy accomplishing tasks with others
Invite others to join in when faced with a tasked
Feel devoted to group and its goals
Contributes fairly and wants fair rewards and consequences
– Contributory
• Work behind the scenes to help others achieve their tasks
• Satisfaction comes from doing their part well so others are successful
• Often volunteer to help others whose goals they respect
– Vicarious
• Offer support and guidance to others, but do not get directly involved
• Success of others is sufficient reward
• Mentors
Instrumental Behavior Strategies
Maximizes Interactions
– Personal
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Rely on themselves; personality, intelligence, wit, humor, charm, etc.
Enjoy public speaking and can convince others to help with their task
Dramatic gestures at the right time captivate supporters imaginations
Highly developed sense of timing
– Social
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Involve others whose special skills or experience are relevant to the task
Always recognize others and their contributions
Strong political and networking skills
Network is their database for information and resources
– Entrusting
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Make others feel they are counting on them-confidence in others
Entrust tasks believing others can do better than themselves
Engage leadership through expectation
Less concerned than the social leader in selecting the right people
Putting it All Together
“No individual style is intrinsically better than
any other. Rather, the purpose of the
Connective Leadership/Achieving Styles Model
is to identify leadership strategies based on
Achieving Styles and to call attention to the
wide range of behaviors available to all leaders.
Those leaders who employ the broadest and most
flexible leadership repertoire are most likely to meet
the complex challenges of the Connective Era.”
http://www.achievingstyles.com/asi/connective_leadership.asp