institute for educational leadership 7 december 2004 strategic leadership col chuck allen director,...

Institute for Educational Leadership7 DECEMBER 2004

STRATEGIC LEADERSHIP

COL CHUCK ALLENDirector, Leader Development

GUIDING PRINCIPLEGUIDING PRINCIPLE

by intelligent and adequate preparation to repel aggression...

To study and confer on the great problems of national

defense, military science, and responsible command”

by intelligent and adequate preparation to repel aggression...

To study and confer on the great problems of national

defense, military science, and responsible command”

“Not to promote war but to preserve peace“Not to promote war but to preserve peace

Elihu Root, 1903Elihu Root, 1903

UNITED STATES ARMY WAR COLLEGE

MISSIONMISSION

• To prepare selected military, civilian, and international leaders for the responsibilities of strategic leadership;

• To educate current and future leaders on the development and employment of landpower in a joint, multinational and interagency environment;

• To research and publish on national security and military strategy;

• To engage in activities that support the Army’s strategic communication efforts.

• To prepare selected military, civilian, and international leaders for the responsibilities of strategic leadership;

• To educate current and future leaders on the development and employment of landpower in a joint, multinational and interagency environment;

• To research and publish on national security and military strategy;

• To engage in activities that support the Army’s strategic communication efforts.

UNITED STATES ARMY WAR COLLEGE

“It became clear to me that at the age of 58 I would have to learn new tricks

that were not taught in the military manuals or on the

battlefield. In this position I am a political soldier and

will have to put my training in rapping-out orders and making snap decisions on the back burner, and have to learn the arts of persuasion and guile. I must become an expert in a whole new set of skills.”

GEN George C. Marshall

Strategic Leadership?

OrganizationalLeadership

StrategicLeadership

Direct Leadership

BE KNOW DO

Global/RegionalNational/SocietalPerspective

Predominantly "Improving/Building" in nature

Predominantly "Operating/Maintaining" in nature

Organizational/Systemsand Processes Perspectives

ClimatePoliciesDirection

CultureValuesPurpose

CohesionProceduresMotivation

Army Valuesand Ethics

HonorIntegrityCourageLoyaltyRespectSelfless ServiceDuty

Leader Actions:InfluencingOperatingImproving

Individual/Small GroupTask Oriented Perspective

Predominantly "Influencingand Interpersonal" in nature

Leader Attributes:

Leader Skills:

MentalPhysicalEmotional

ConceptualInterpersonalTechnicalTactical

IncreasedUncertainty

andComplexity

ReducedUncertainty

andComplexity

PRES; SECDEF

DOD

CJCS

COCOM

DA

MACOM

ARMY/SERVICE

COMPONENT COMMAND

NUMBERED ARMY

CORPS

DIVISION

BRIGADE

BATTALION

COMPANY

Trust, Dignity and Respect for Others

The Army Leadership Framework

Strategic Leadership Environment“A Changing Landscape”

PoliticalMilitary VolatileEcological UncertainEconomic ComplexSociological AmbiguousPsychological

India a technology superpower

STRATEGIC LEADERSHIP

“Strategic leadership is the process used by a leader to affect the achievement of a desirable and clearly understood vision by influencing the organizational culture, allocating resources, directing through policy and directive, and building consensus within a volatile, uncertain, complex, and ambiguous global environment which is marked by opportunities and threats.”

U.S. Army War College Strategic Leadership Primer (2004) S. Shambach (Ed.)

Executive Leadership

"The set of activities directed toward the development and management of the organization as a whole, including all of its subcomponents, to reflect long-range policies and purposes that have emerged from the executive leader’s interactions within and interpretations of the organization’s external environment.”

Stephen Zaccaro

Visioning

Visioning is the leader-focused, organizational process that gives the organization its sense of purpose, direction, energy, and identity.

• Visual

• End-state

• Rational yet emotional

• Understandable/communicable

• Conduct an Assessment• Define the Purpose• Refine the Vision• Restate the Mission• Identify our Values• Update the Strategic Goals &Objectives• Formulate a Strategic Plan• Resource the Plan• Implement the Plan• Assess the Outcomes• Revise the Plan

““Dynamic Process”Dynamic Process”

• History

• Future trends

• Organization’s role

• Competing values

Visioning Process

"I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to the Earth."

President Kennedy, May 25, 1961

“An Apple on every desk.” Steve Jobs, 1976

Examples of Visions

A culture of a group is “a pattern of shared basic assumptions that an organization learns as it solves its problems...., that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relations to those problems.”

Edgar Schein, 1992

Organizational Culture

Climate vs. Culture

Climate “the feeling that is conveyed in a group by the physical layout and the way in which members interact with each other, with customers, and outsiders.”

• Direct and Organization level• More personality dependent• Relatively quick to change

Culture “A pattern of underlying assumptions”

• Much less personality dependent• Long time to change• Strategic level

ARTIFACTSARTIFACTS

UNDERLYING ASSUMPTIONSUNDERLYING ASSUMPTIONS

SHARED VALUESSHARED VALUES

THE LEVELS OF CULTURETHE LEVELS OF CULTURE

Importance to Leaders

Culture:• Gives members identity• Facilitates collective commitment• Promotes social system stability• Shapes behavior by helping members make

sense of their surroundings

When managed, an indirect means by which senior leaders influence others.

The potential conflict….The potential conflict….

Espoused Values

Enacted Values

“Culture eats Strategy for lunch every time”

Leaders Lead Change, but…

“…There is nothing more difficult and dangerous, or more doubtful of success, than an attempt to introduce a new order of things in any state. For the innovator has for enemies all those who derived advantages from the old order of things while those who expect to be benefited by the new institutions will be but lukewarm defenders.” Niccolo Machiavelli,

1505

BE (Disposition - values, attributes):

· The Values Champion

· Master of the Strategic Art

· Quintessential Student of History

· Comfortable with Complexity

· High Personal Stamina

· Skilled Diplomat

· Possesses Intellectual Sophistication

BE-KNOW-DO

Strategic Leader CompetenciesStrategic Leader Competencies

LoyaltyDutyRespect for othersSelfless ServiceHonorIntegrityPersonal Courage

ConceptualConceptual

TechnicalTechnical

InterpersonalInterpersonal

BE-KNOW-DO

Strategic Leader CompetenciesStrategic Leader Competencies

KNOW (Disposition - skills):

KNOW (Disposition - skills):

Conceptual

· Envisioning

· Frame of Reference Development

· Problem Management

· Critical Self-Examination

· Critical, Reflective Thought

· Effective within Environment of Complexity

· Skillful Formulation of Ends, Ways, Means

BE-KNOW-DO

Strategic Leader CompetenciesStrategic Leader Competencies

KNOW (Disposition - skills):

Technical

· Systems Understanding

· Recognizes and Understands Interdependencies

· Information-age Technological Awareness

· Skillful Application of Ends, Ways, Means

BE-KNOW-DO

Strategic Leader CompetenciesStrategic Leader Competencies

KNOW (Disposition - skills):

Interpersonal

· Communication

· Inspires Others to Act

· Organizational Representation

· Skillful Coordination of Ends, Ways, Means

· Master of Command and Peer Leadership

BE-KNOW-DO

Strategic Leader CompetenciesStrategic Leader Competencies

• Identity

• Mental Agility

• Cross-cultural savvy

• Interpersonal maturity

• World-class warrior

• Professionally astute

BE-KNOW-DO

Strategic Leader Meta-CompetenciesStrategic Leader Meta-Competencies

Key Strategic Leader Competencies

• Self awareness– Understanding of strategic context

– Cross cultural competence

• Adaptability– Mental agility in a volatile, complex

and ambiguous environment

· Provide for the Future

· Initiate Policy and Directives

· Shape the Culture

· Teach and Mentor the Strategic Art

· Manage Joint/Combined and Interagency

Relationships

· Manage National-Level Relationships

Strategic Leader CompetenciesStrategic Leader Competencies

BE-KNOW-DODO (Action - influencing, operating, and improving):

· Represent the Organization

· Leverage Technology

· Lead and Manage Change

· Build Teams and Consensus

· Practice the Strategic Art

Strategic Leader CompetenciesStrategic Leader Competencies

BE-KNOW-DO

DO (Action - influencing, operating, and improving):

“It became clear to me that at the age of 58 I would have to learn new tricks

that were not taught in the military manuals or on the

battlefield. In this position I am a political soldier and

will have to put my training in rapping-out orders and making snap decisions on the back burner, and have to learn the arts of persuasion and guile. I must become an expert in a whole new set of skills.”

GEN George C. Marshall

Strategic Leadership?

Who exemplifies Who exemplifies strategic leadership in strategic leadership in the field of education?the field of education?

Questions?

The ability to perceive accurately, appraise, and express emotion; the ability to access and/or generate feelings when they facilitate growth; the ability to understand emotion and emotional knowledge; and the ability to regulate emotions to promote emotional and intellectual growth.

Mayer, J. D. & Salovey, P. (1997). What is emotional intelligence? In P. Salovey & D. J. Sluyter (Eds.), Emotional Development and Emotional Intelligence, (pp. 3-31). New York: Basic Books.

According to Goleman’s model* EI is exhibited through two competencies:

Personal competence + Social competence = EI

Goleman, Daniel, Boyatzis, Richard, & McKee, Annie (2002). Primal leadership: Realizing the power of emotional intelligence. Boston, MA: Harvard Business School Press.

Emotional Intelligence

Personal competence: these capabilities determine how we manage ourselves.

Self-awarenessEmotional self-awareness Accurate self-assessmentSelf-confidence

Self-managementEmotional self-controlTransparencyAdaptabilityAchievementInitiativeOptimism

Emotional Intelligence

Social competence: these capabilities determine how we manage relationships.

Social awarenessEmpathyOrganizational awarenessService

Relationship managementInspirational relationshipInfluenceDeveloping othersChange catalystConflict managementBuilding bondsTeamwork and collaboration

Emotional Intelligence