Level Three Leadership 3rd Edition
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Transcript Level Three Leadership 3rd Edition
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James G. Clawson
MGT 510
Thomas N. Davidson,
J. D.
Introduction
Leadership studies in the past century have yielded
numerous models for leadership.
Today’s environment has made leaders more crucial
than ever, but has also rendered existing leadership
models obsolete.
Leading Strategic Change
Leadership is meaningless without direction and a
means of achieving that direction. In this sense
leadership is really about “leading strategic change.” A
leader must answer two questions:
“Leadership for what?” In what direction should the
organization go?
“How can we get there?” How can change be effected?
Clawson’s Diamond Model of
Leadership
Organizational Design
(North-South line)
Leader
Influence
Others
Strategic Thinking
(Shared Vision EastWest line)
Employee
Bonding
Task
Managing Change
Organization
Key Elements of Leadership
In the Diamond General Model of Leadership, four
interconnected elements constitute leadership:
Leader. Each leader has unique skills and attributes.
Task. The set of tasks facing the organization, as perceived by
Leader and Others. Strategic Thinking.
Others. The followers, with skills and attributes of their own.
Organization.
Organizational structure and systems and culture, etc., which
can help or hinder the accomplishment of tasks.
A Diamond In The Rough
Two larger concerns can be added to the Diamond
model:
Environment: The Context. Market realities, political
forces, and so on have their effect on leadership.
Results: Outcomes of Leadership. These include
effectiveness, efficiency, growth, learning, and morale.
Relationships Are The Key
Relationships between the four elements of the
Diamond model are the key to successful
leadership.
Leader and Task: determines, describes or represents
the leader’s vision.
Leader and Others: determines degree of influence
leader has over followers.
Others and Organization: determines depth of
employees’ attachment and commitment to the
organization.
Organization and Task: determines whether
organization is well-suited to meet its challenges.
Others and Task: determines followers’ view of what
must be done.
Leader and Organization: determines whether the
leader’s style and skills make a good match with the
organization.
How The Diamond Model Relates To Other Models
Of Leadership
The Diamond model is flexible enough to incorporate
many features of popular leadership models, but in a
way which is straightforward and practical for
practicing managers.
Leadership Potentialities (Wheatley)
Each leadership situation encompasses numerous
“potentialities,” or possible analytical perspectives.
The leader’s vision, and skill in communicating it to
followers, will determine which potentiality members of
the organization see.
This, in turn, will determine organizational action and
outcome.
Leading Ethically
The relationship between leader and followers
raises significant ethical questions:
Is it one person’s right to influence others?
Who decides what kinds of influence are acceptable?
How do followers view the leader’s efforts to influence
them?
Do we have the right measures for assessing leadership
outcomes?
Who decides what those measures are?
To what extent should we attempt to influence our
environment, or let our environment influence us?
The Diamond Model and What CEOs Do
One study of 160 CEOs arrived at five basic leadership
dimensions which equate strongly with the relationships in
the diamond model.
Strategy (emphasis on setting strategic direction): analogous to
Leader and Task.
Box (emphasis on organizational control systems): analogous to
Others and Organization.
Human resources (emphasis on human relationships throughout
the organization): analogous to Leader and Others.
Change (emphasis on managing change): analogous to
Organization and Task.
Expertise (emphasis on creating a competitive advantage through
particular expertise): analogous to Leader and Organization.
Basic Definitions
Some working definitions of leadership and related
concepts:
“Power” is the ability to get others to do what you
want them to do.
“Leadership,” as distinct from power, consists of three
components:
The ability to influence others
The willingness to do so
The ability to influence in such a way that others respond
willingly.
Target Levels of Leadership
Leading strategic change can occur at three levels:
Organizational
Work group
Individual.
VABEs
values,
assumptions,
beliefs, and
expectations
Three Levels of Leadership
Human activity can be thought of as occurring at three
levels:
Level One activity: observable behavior
Level Two activity: conscious thoughts, not outwardly
observable
Level Three activity: Values, assumptions, beliefs and
expectations (VABEs), not outwardly observable and only
partly conscious to the subject
Conclusions based on another person’s Level Two or
Three behavior can never be precise, because the activity
is not directly observable.
But effective leadership must take into account Levels
Two and Three.
Body, Head and Heart
Level One activity, directly observable, can be likened
to the body.
Most managerial systems since the beginning of the
Industrial Revolution have focused on Level One: on
influencing observable behavior alone
In the Information Age this approach has become
obsolete
Level Two activity, one’s conscious thoughts, can be
likened to the mind.
Level Three activity, VABEs, can be likened to the
heart.
Highly culture- and family-specific
An effort required to become fully aware of one’s own
VABEs
All three levels of activity influence one another.
Connecting Level Three Approach to Scholarly
Views
The three-level view of human activity corresponds to
Schein’s three levels of cultural manifestations: artifacts,
espoused values and underlying assumptions.
Learning Level Three Leadership
Many people in leadership positions employ Level One
leadership: the “carrot-and-stick” approach
But different people value different rewards, a fact that
undermines this approach and calls for an inquiry into
unobservable, internal processes
Also, the constant threat of punishment for
noncompliance does not inspire quality performance.
Moreover, our definition of leadership holds that the
willingness of followers to follow is essential. Level One
leadership leaves willingness questionable.
The Strong History of Level One Leadership
Level One leadership was very effective for many years:
economies were expanding, labor was plentiful, and
stable markets made it possible to view labor as a
commodity.
But today rapid change and fierce competition have
made Level One leadership insufficient
New management principles (TQM, etc.) will fail if
other aspects of the organization-reward systems,
training, operating cultures-are not targeted at Levels
Two and Three.
The Focus of Level Three Leadership
Whereas Level One leadership aims for movement,
Level Three leadership seeks engagement.
Level Three leadership proposes that offering workers
rewards beyond a monthly paycheck-rewards which tap
into their VABEs-will inspire greater performance and
lead to enhanced customer satisfaction
Level Three leadership, especially at the outset, calls for
greater effort on the leader’s part than Level One
But Level One will not keep an organization competitive
in today’s environment
The Dark Side Potential of Level Three Leadership
and Engagement
The commitment and enthusiasm which Level Three
leadership inspires can lead to an undesired outcome
at the individual level: overwork and burnout.
Organizational Implications
Level One, Two and Three leadership can also be
examined from an organizational perspective.
Level One: the application of the latest managerial fad
or technique with the straightforward goal of
influencing behavior
Level Two: Intentional organizational design (structure
and systems), the result of conscious thought
Level Three: Organizational culture and operating
values, subtly understood and not easy for all employees
to articulate
Applying Level Three Leadership at Both The
Individual And Organizational Levels
Level Three leadership depends on the alignment of the
central features of all three leadership levels
When there are variations across levels-between what
people or organizations do, think, and feel-leadership
becomes ineffective