Transcript Leadership Across Differences Model Framework

Leadership Across Differences
Model
Table of Contents
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What is the leadership challenge?
Why Leadership Across Differences?
What is the question we seek to address?
How are we investigating this question?
What are the project goals?
What is the purpose of the project framework?
How is the current iteration of the framework
organized?
• Building the Framework
• Framework
Framework
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What is the Leadership
Challenge?
In a diverse and globally interconnected
world, a major leadership challenge is,
and will increasingly be, the need for
shared direction, alignment, and
commitment within a context of
difference.
Framework
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Contents
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Why Leadership Across
Differences?
Framework
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Due to increasing globalization, technology,
civil rights legislation, immigration, and new
organizational forms, groups of people who
have historically been kept apart are now
increasingly working together in organizational
settings.
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What is the question we
seek to address?
Framework
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Contents
Given this context, the primary research
question of the Leadership Across Differences
(LAD) project is: What are the leadership
processes by which organizations create shared
direction, alignment, and commitment within a
context of difference?
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How are we investigating
this question?
Framework
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Contents
Given the complexity of this leadership challenge, we are
using a multi-method, multi-level design that is grounded
in different approaches such as comparative case study and
grounded theory. We are investigating this research
question in 11 different countries across 5 continents. A
variety of strategies are being used to gather information
including literature reviews, interviews, surveys, and media
scans. We are also employing a variety of analysis
techniques in order to examine and articulate the core
relationships and trends we observe.
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What are the project
goals?
Framework
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Contents
The overarching objectives of the Leadership Across
Differences project are:
• To generate new knowledge necessary to
understand the dynamics of leadership within a
context of difference; and
• To develop new interventions, tools, and techniques
to help individuals and organizations create shared
direction, alignment, and commitment within a
context of difference.
What is the purpose of
the project framework?
To better understand the leadership
processes organizations use within a
context of difference and to capture our
understanding as it emerges, we are
developing successive iterations of the
project framework, titled “A Model of
Leadership Across Differences in the
Workplace.” Similar to the concept of
prototyping and emergent modeling, each
iteration of the framework helps us to
think through the questions we are
currently trying to solve. Soliciting rich
and diverse feedback is the central
mechanism by which new insights are
gained around these questions. Once
solutions to these questions are reached, a
new iteration of the framework can be
developed and the cycle repeats anew.
This cycle is illustrated to the right:
Back
Framework
Table of
Contents
Step 2: Examine
and make sense of
data
Step 1: Identify
areas of exploration
& gather data
Step 5: Identify new
areas to explore or
verify
Step 3: Create an
illustrative model
based on data and
insights
Step 4: Solicit
feedback from
different sources
on the model
How is the current iteration
of the framework
organized?
Back
Framework
Table of
Contents
The 2nd iteration of the framework is focused at the organizational level
and organized into three basic elements: Leadership Contexts and
Challenges, Leadership Processes and Actions, and Leadership
Outcomes. At its most basic level, the framework states that various
leadership contexts and challenges relate to a number of different
leadership processes and actions that lead to leadership outcomes which,
in turn, relates back to leadership contexts and challenges
We have organized the model to flow from left to right, but the interplay
between different elements is neither linear nor mechanistic. In the next
slides we provide an overview of the framework. Specific terms are
defined and explored in the attached glossary.
A Framework of Leadership Across Differences in the Workplace
TOC
Leadership Processes &
Actions
Leadership Contexts & Challenges
•Cultural
Values
•Mission &
Values
•Identity Group
History
•Interdependenc
y of work
•Political
Environment
•Organizational
Demography &
Dynamics
(Faultlines)
•Legal
Environment/
Justice System
•Economic
Forces
•Organizational
Learning
Paradigms
•Religious
Environment
•Workforce
Demography
Trigger/Polarizing Event
Organizational
Factors:
Spillover
Societal
Factors:
Leadership Outcomes
Leadership Contexts and Challenges:
Defined as societal-level
inputs
(e.g.
Direction
– extent
to which the
organization has shared
Individual
Individual
identity
group
history;
cultural
values;
understanding.
Indicators
Formal
Informal
include:
Leadership
Leadership
political/legal
environment) that
•Inclusive/exclusive
mission
Processes
Processes
“spillover”(weinto
organizational
settings.
•Positive/negative
climate for
(we will pull
will pull
innovation
examples
examples
Spillover from
the society
at large
Alignment – extent to which
from data)
from data)
influences several organizational
the organization has shared
coordination. Indicators
factors (e.g. mission and values;
include:
•Workforce
workforce demographics;
the nature
efficiency/inefficiency
Organizational
Organizational
and
type
ofInformal
work) and creates
•HR Policy the
Formal
Leadership
context forLeadership
a trigger or integration/fragmentation
catalyst related
Processes
Commitment – extent to
Processes
to
social
identity
differences.
triggerhas
which theA
organization
(we will pull
(we will pull
shared motivation. Indicators
is an
issueexamples
or event
examples
from
from that makes social
include:
data)
data)
•Employee
trust/distrust
identity salient.
•Employee
engagement/disengagement
Interventions
Feedback Loop
A Framework of Leadership Across Differences in the Workplace
TOC
Trigger/Polarizing Event
Spillover
LeadershipProcesses
Contexts &&
Challenges
Leadership
Actions:
Defined as the processes and
actions that impact an
Societal
Organizational
Factors:
Factors: to achieve
organization’s capability
•Cultural
•Missionof
& shared
the leadership outcomes
Values
Values
direction,
and
•Identity
Group alignment,
•Interdependenc
History
y of workof
commitment in a context
•Political
•Organizational
difference. As shown
in the various
Environment
Demography &
boxes, there are a variety
Dynamicsof ways in
•Legal
(Faultlines)
Environment/
which
these
outcomes
can be
Justice System
•Organizational
achieved – from theLearning
action of
•Economic
Paradigms
Forces
individuals in authority
to the
•Religious
interactions between groups of
Environment
individuals who share work, from
•Workforce
Demography
the influence of formal
organizational policies and
procedures to the influence of
informal organizational values,
beliefs, and Feedback
culture.
Loop
Leadership Processes &
Actions
Individual
Formal
Leadership
Processes
Individual
Informal
Leadership
Processes
(we will pull
examples
from data)
(we will pull
examples
from data)
Organizational
Formal
Leadership
Processes
Organizational
Informal
Leadership
Processes
(we will pull
examples from
data)
(we will pull
examples from
data)
Interventions
Leadership Outcomes
Direction – extent to which the
organization has shared
understanding. Indicators
include:
•Inclusive/exclusive mission
•Positive/negative climate for
innovation
Alignment – extent to which
the organization has shared
coordination. Indicators
include:
•Workforce
efficiency/inefficiency
•HR Policy
integration/fragmentation
Commitment – extent to
which the organization has
shared motivation. Indicators
include:
•Employee trust/distrust
•Employee
engagement/disengagement
A Framework of Leadership Across Differences in the Workplace
TOC
Leadership Processes &
Actions
Leadership Contexts & Challenges
Societal
Factors:
Organizational
Factors:
•Cultural
Values
•Mission &
Values
•Legal
Environment/
Justice System
•Economic
Forces
•Religious
Environment
(we will pull
examples from
data)
(we will pull
examples from
data)
Direction – extent to which the
organization has shared
understanding. Indicators
include:
•Inclusive/exclusive mission
•Positive/negative climate for
innovation
Leadership Across Differences Interventions: The
•Interdependenc
pull
(we
pull
interventions
we develop serve(wetowill
increase
thewillsupports
and
y of work
examples
examples
Alignment – extent to which
decrease •Organizational
the barriers that influence
the achievement
of shared
from data)
from data)
the organization has shared
&
direction,Demography
alignment,
and
commitment
within
a
context
of
coordination. Indicators
Dynamics
include:
difference.
Interventions will be created for individual, group,
(Faultlines)
•Workforce
•Organizational
efficiency/inefficiency
and organizational levels and Organizational
will seek to Organizational
achieve impact
at a
Learning
•HR Policy
Formal
Informal
variety ofParadigms
levels of learning. A description
of
intervention
integration/fragmentation
Leadership
Leadership
levels is available as a separate Processes
document Processes
Commitment – extent to
Spillover
•Political
Environment
Individual
Informal
Leadership
Processes
•Workforce
Demography
Trigger/Polarizing Event
•Identity Group
History
Individual
Formal
Leadership
Processes
Leadership Outcomes
Interventions
Feedback Loop
which the organization has
shared motivation. Indicators
include:
•Employee trust/distrust
•Employee
engagement/disengagement
A Framework of Leadership Across Differences in the Workplace
TOC
Leadership Processes &
Actions
Leadership Contexts & Challenges
Societal
Factors:
•Cultural
Values
•Legal
Environment/
Justice System
•Economic
Forces
•Religious
Environment
•Workforce
Demography
Spillover
•Political
Environment
Trigger/Polarizing Event
•Identity Group
History
Leadership Outcomes: Defined in terms
Organizational
of an organization’s
capability Individual
to achieve Individual
Factors:
Formal
Informal
shared direction,
•Mission & alignment, and
Leadership
Leadership
Values
Processes
commitment
in a context of difference.
A Processes
(we will pull
(we will pull
working•Interdependenc
is that organizations
yassumption
of work
examples
examples
with high•Organizational
levels of shared direction,
from data)
from data)
Demography &
alignment
and commitment will be more
Dynamics
likely to (Faultlines)
achieve their mission or strategy
•Organizational
in the face
of social identity differences.
Organizational
Organizational
Learning
Formal
Informal
Thus, at Paradigms
the highest level, this Leadership
model
Leadership
addresses the challenge of howProcesses
Processes
will pull
(we will pull
organizations can develop the (we
leadership
examples from
examples from
processes needed to achieve theirdata)
mission data)
within a context of difference.
Interventions
Feedback Loop
Leadership Outcomes
Direction – extent to which the
organization has shared
understanding. Indicators
include:
•Inclusive/exclusive mission
•Positive/negative climate for
innovation
Alignment – extent to which
the organization has shared
coordination. Indicators
include:
•Workforce
efficiency/inefficiency
•HR Policy
integration/fragmentation
Commitment – extent to
which the organization has
shared motivation. Indicators
include:
•Employee trust/distrust
•Employee
engagement/disengagement
A Framework of Leadership Across Differences in the Workplace
TOC
Leadership Processes &
Actions
Leadership Contexts & Challenges
Societal
Factors:
Organizational
Factors:
•Cultural
Values
•Mission &
Values
•Legal
Environment/
Justice System
•Economic
Forces
Spillover
•Political
Environment
Individual
Informal
Leadership
Processes
Processes
Processes
(we will pull
examples from
data)
(we will pull
examples from
data)
Direction – extent to which the
organization has shared
understanding. Indicators
include:
•Inclusive/exclusive mission
•Positive/negative climate for
innovation
Feedback•Interdependenc
Loop: The feedback loop reflects the notion that
(we will pull
(we will pull
work
changes iny ofthe
system, or in elements
in
the
system,
examples
examples have the
Alignment – extent to which
from data)
from data)
capacity to•Organizational
change
the
context
of
the
system
as
well.
The
the organization has shared
Demography &
coordination. Indicators
Dynamics
feedback loop
captures the dynamic relationship between an
include:
(Faultlines)
•Workforce
organization and the broader society or community in which
it
•Organizational
efficiency/inefficiency
Organizational
Organizational
exists. As Learning
a simple example, issues
faced by
organizations
•HRmay
Policy
Formal
Informal
Paradigms
integration/fragmentation
lead to the creation of new laws.Leadership
Leadership
•Religious
Environment
•Workforce
Demography
Trigger/Polarizing Event
•Identity Group
History
Individual
Formal
Leadership
Processes
Leadership Outcomes
Interventions
Feedback Loop
Commitment – extent to
which the organization has
shared motivation. Indicators
include:
•Employee trust/distrust
•Employee
engagement/disengagement
A Framework of Leadership Across Differences in the Workplace
TOC
Leadership
Contexts &
Challenges
Leadership
Processes &
Actions
Leadership
Outcomes
A Framework of Leadership Across Differences in the Workplace
TOC
Leadership Contexts &
Challenges
Leadership Processes &
Actions
Organizational
Factors
Spillover
Trigger/Polarizing Event
Societal
Factors
Individual
Formal
Leadership
Processes
Individual
Informal
Leadership
Processes
Organizational
Formal
Leadership
Processes
Organizational
Informal
Leadership
Processes
Leadership Development Interventions
Feedback Loop
Leadership
Outcomes
Direction
Shared
Understanding.
Alignment
shared
coordination.
Commitment
shared
motivation.
A Framework of Leadership Across Differences in the Workplace
TOC
Leadership Contexts &
Challenges
Societal
Factors:
Organizational
Factors:
•Legal
Environment/
Justice System
•Economic Forces
•Religious
Environment
•Workforce
Demography
Spillover
•Political
Environment
•Mission & Values
•Interdependency of
work
•Organizational
Demography &
Dynamics
(Faultlines)
•Organizational
Learning Paradigms
Trigger/Polarizing Event
•Cultural Values
•Identity Group
History
Leadership Processes &
Actions
Individual
Formal
Leadership
Processes
Individual
Informal
Leadership
Processes
(We will pull
samples from
Data)
(We will pull
samples from
data)
Organizational
Formal
Leadership
Processes
Organizational
Informal
Leadership
Processes
(We will pull
samples from Data)
(We will pull
samples from Data)
Leadership Development Interventions
Feedback Loop
Leadership
Outcomes
Direction – extent to which
the organization has shared
understanding. Indicators
include:
•Inclusive/exclusive mission
•Positive/negative climate
for innovation
Alignment – extent to which
the organization has shared
coordination. Indicators
include:
•Workforce
efficiency/inefficiency
•HR Policy
integration/fragmentation
Commitment – extent to
which the organization has
shared motivation. Indicators
include:
•Employee trust/distrust
•Employee
engagement/disengagement
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Cultural Values
Framework
Table of
Contents
Socially shared, abstract ideas about what is
good, right, and desirable in a society or other
bounded group.
Data Source(s): Shalom Schwartz’s work
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Identity Group History
Framework
Table of
Contents
The history of the relationship between social
identity groups in society at large, including
tenure, recency, and the intensity and nature
of past conflict. This relates to the construct of
intergroup anxiety in the literature (Stephan &
Stephan, 1985).
Data Source(s): Literature reviews, media scans, and our international collaborators
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Political Environment
Framework
Table of
Contents
The formal and informal political
environment. This includes which SI groups
have access to power. Voting rights. Political
parties. The extent to which there is “free
press,” active labor organizations, and
community organizing.
Data Source(s): Literature reviews and societal indicators including non-CCL databases.
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Legal Environment/Justice
System
Framework
Table of
Contents
The laws as well as informal justice systems
of the country or countries in which an
organization is located. Of specific interest are
laws regarding workplace policy and
behavior. Also of interest is the ability of
various social identity groups to access the
justice system and the application of the laws
to various social identity groups.
Data Source(s): Summaries of legal code in different countries, non-CCL databases/
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Economic Forces
Framework
Table of
Contents
Current trends in employment. Included are
the percent of the population who is
unemployed and type of work available
(leading industries in that region).
Data Source(s): Literature reviews, non-CCL databases.
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Religious Environment
Framework
Table of
Contents
The degree of religious tolerance and the
extent to which different religious groups are
represented in the country or countries in
which an organization is located.
Data Source(s): Literature reviews, non-CCL databases.
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Workforce Demography
Framework
Table of
Contents
A description of the available workforce (in
terms of major SI group categories including
immigrant groups) in the country or countries
in which an organization is located.
Data Source(s): Literature reviews, non-CCL databases
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Spillover
Framework
Table of
Contents
The process by which social identity
differences in the society at large influence
organizational dynamics. The extent or means
by which spillover impacts organizational
dynamics is influenced by a number of
different organizational elements (e.g. mission
and values).
Data Source(s): Interviews and media scans.
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Mission & Values
Framework
Table of
Contents
Indicates what the organization as a whole is trying to accomplish and the
values by which is operates. In our study, a working assumption is that the
superordinate goal of nonprofit organizations is some type of “greater
good” while profitability is the primary superordinate goal for for-profit
organizations.
Mission and values influence the nature of social identity group relations.
A nonprofit mission (e.g. feeding hungry children) may make the day-today tensions between SI groups seem “less important” in the greater
context of what they are trying to achieve. As another example, economic
factors in society (e.g., the need for a job) may make profitability an
important enough goal to put aside/tolerate differences.
Data Source(s): The for-profit or not-for-profit status of the organization is our loose indicator of mission and values.
Interdependency of the
Work
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Framework
Table of
Contents
The extent to which mission accomplishment requires
interdependent & cooperative work. Organizations may
vary from having work that is highly technical/task
oriented/independent to highly interdependent/adaptive.
Interdependent work may require different social groups
to work together (increased contact) while independent
work may allow for greater SI categorization (though
perhaps infrequent triggers because of lack of
interaction). The nature of the work may vary by unit in
the organization.
Data Source(s): Organizational assessment interview and data, interviews.
Organizational
Demography & Dynamics
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Framework
Table of
Contents
The demographics of those within the organization. A key
construct in the literature related to this part of the model is
faultlines, defined as the compositional dynamics of the multiple
demographic attributes that can potentially subdivide a group (Lau
and Murnighan, 1998). Faultlines may or may not be active in an
organization, but they are always present (similar to the notion of
the simmering pot). A trigger serves to activate or exacerbate a
faultline. When a faultline becomes opened, it becomes more
difficult for organizations to achieve shared direction, alignment,
and commitment within a context of difference.
Data Source(s): Organizational assessment interview and data.
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Organizational Learning
Framework
Table of
Contents
The ability of an organization to continuously
learn and appropriately transform itself given
its changing realities (Marsick).
Organizational learning includes the concepts
of single loop vs. double loop learning, as
well as espoused theories vs. theories in
action from Chris Argyris’ work.
Data Source(s): Interviews.
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Trigger/Catalyst
Framework
Table of
Contents
A trigger occurs when social identity becomes activated in varying degrees. A
trigger fosters social categorization. A trigger is an event or action that:
o Activates social identity schemas
o Serves to make an inequity or inequality perceptible
o Becomes shaped within the context of various leadership actions and processes
Triggers involve at least two social identity groups. There are actors and
responders. The actors of a trigger are the individuals who create the stimulus, or
triggering actions or event. The responders of a trigger are the individuals who are
affected by the stimulus, or towards whom the action was targeted. For an event
to be a trigger the collective attribution is based on the shared social identity of
either the actors, the responders, or of both groups. Collective attribution means at
least two members from the same identity group attribute the event or action to
their social identity group or the social identity group of the other party.
Leadership Processes &
Actions
Back
Framework
Table of
Contents
Leadership processes and actions are defined as the processes and actions that
lead to shared direction, alignment, and commitment in a context of
difference. Examples include:
• Leadership processes that contribute to the outcome of shared direction:
– Articulating an inclusive vision, mission, purpose, values
– Naming of shared goals, outcomes, objectives
– Devising of consistent and overlapping strategies, policies, and
practices to meet these ends.
• Leadership processes that contribute to the outcome of shared alignment:
– Finding common ground in ideas, activities, and values
– Identifying areas of shared responsibility
– Creating practices and systems for bridging differences
• Leadership processes that contribute to the outcome of shared commitment:
– Creating trust and mutual respect
– Building a sense of togetherness or community
– Keeping the organization together when broader forces try to pull
MORE
people apart
Leadership Processes &
Actions
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Framework
Table of
Contents
Note that the examples of leadership processes on the previous page can be accomplished in a
number of different ways. For example, one process for “creating trust and mutual respect”
would be a leader in a position of authority who models trust and respect on a daily basis.
Another process would be an event in which members of different social groups build trust
through the sharing of customs and traditions. And yet another process would be an
organizational value that places emphasis on “demonstrating respect to one another.” What all
of these leadership processes have in common is that they contribute to the creation of shared
commitment within a context of difference.
Currently, we have organized the various types of leadership processes along two dimensions
– individual and organizational level processes and formal and informal processes. The two
dimensions create four different quadrants as follows:
• Individual:
– Actions of authority and interactions between authority and others (formal)
– Actions and interactions between others (informal)
• Organizational:
– Organizational practices (formal)
– Organizational culture (informal)
Data Source(s): Interviews, surveys, organizational assessment interview.
Leadership Development
Interventions
Back
Framework
Table of
Contents
The interventions we develop serve to increase the
supports and decrease the barriers that influence the
achievement of shared direction, alignment, and
commitment within a context of difference.
Interventions will be created for individual, group,
and organizational levels and will seek to achieve
impact at a variety of levels of learning. A
description of intervention levels is available as a
separate document.
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Leadership Outcomes
Framework
Table of
Contents
Leadership outcomes are defined as the extent to which
organizations have shared Direction, Alignment, and Commitment
across different Social Identity groups. We speculate that
organizations with high levels of shared direction, alignment, and
commitment will be more capable of accomplishing their mission
in a context of difference than organizations low in these
dimensions. As we create and evaluate interventions we will have
the opportunity to explore the outcome element of the framework
in more depth. As we analyze the current data, we will summarize
various indicators of shared direction, alignment, and commitment
in organizational settings (for example, high turnover with regard
to a specific social group could be an indicator of high direction).
Both positive and negative indicators need to be explored and
articulated.
Data Source(s): Interviews
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Feedback Loop
Framework
Table of
Contents
The feedback loop reflects the notion that changes in the
system, or in elements in the system, have the capacity to
change the context of the system as well. The feedback
loop captures the dynamic relationship between an
organization and the broader society or community in
which it exists. For example, issues faced by
organizations may lead to the creation of new laws.