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Transformational Leadership
CAS 4
Iowa State University
Ed Adm 631X: Fall 2011
Overview
• Review and adjust your leadership agenda
• Increase understanding of alignment and coherency
• Identify members of your guiding coalition
• Dilemma of Practice
The Transformational Map
The Transformational Map
The Transformational Map
The Transformational Map
The Transformational Map
Elements of the Leadership Agenda
• Mission• Case for change• Preferred future• Major strategies• Indicators and
milestones
STRATEGIES:
(Strategic areas of work & more specific strategies)
Strategies answer the question,
“What major approaches must I take to achieve transformational change?”
50 – 85% of executives who led
change in their organizations were
dissatisfied with the results.
Random Acts of Improvement
It is possible to get lots of change and none of the
results.
Initiatives with direction
Doing the Right Things
Deciding the “right things” to do, taking action, and studying
the effects is the learning.
Leadership Actions
How Leaders Allocate Their Time
Presenting Your Agenda
• Case for Change
• Preferred Future
• Strategic Areas
• Assigned Triads for Feedback and Coaching
Gaining Agreement & Commitment
• Continuously articulate the vision
• Recruit a guiding coalition
• Enroll strategic partners
• Develop resources
Elements of the Leadership Agenda
• Mission• Case for change• Preferred future• Major strategies• Indicators and
milestones
Gaining Agreement and Commitment – Key Issues
• Define Strategies
• Build Consensus
• Address Resistance
• Identify the coalition and their work
• Align employees and other stakeholders
Define the Strategies
Strategies are:• our approaches to achieving our vision• our approaches to our work• our approaches to getting what we want
Search for strategies that have a proven track record or theoretical underpinnings that imply success.
Build Consensus
• Leaders assess the degree of consensus
• Conduct continuous dialogue
• Identify individuals in your circle of agreement
Address Resistance
• Identify the competing dynamics
• Recognize resistive behaviors
• Respect that resistance exists – it is natural and predictable
• Manage resistance accordingly
Identify the Coalition and Their Work
Who are they?– Small group (6-8)– Not advisory group (although they may start
as this)– Serves as work group or planning group
The Coalition and Their Work (cont.)
What does the guiding coalition do?• Support the leadership agenda• Gain agreement and commitment of
stakeholders• Identify and facilitate learning• Embed the change• Develop their own leadership capacities
The Coalition and Their Work (cont.)
How do you identify the guiding coalition?• Passionate• Expertise• Power, status and influence• Willing to lead• Committed to the long haul• Able to obtain resources- money/people/time• Mix of managers and leaders
The Coalition and Their Work (cont.)
How do you recruit and support the guiding coalition?
• Recruit– “Seduce them”– They are the busiest and brightest– Must be something in it for them
• Support– Planning time, coaching, learning with others– Held accountable, recognized, compensated
System coherency requires alignment (goals, actions, beliefs, and measurements) which is dependent upon. . .
• Continuous dialogue• Communication and learning• Negotiated personal and team objectives• Incentives and rewards
Alignment and Coherency
Key Question
What would it take to re-design your job so everything you do aligns with your leadership agenda?
Your Mission Statement. . .
• is a “one sentence description” of the transformational change you are leading
• reveals the essence of your leadership work• is succinct and powerful• grabs attention• keeps you centered
Mission Statement
• My leadership mission is to . . .
• The mission I am on is to . . .