3.LEADERSHIP
3.1 Seven Transformations of Leadership
‘Most developmental psychologists agree that what differentiates leaders is not so much their philosophy of leadership, their personality or style of management.
Rather, its their internal “action logic” or how they interpret their surroundings and act when their power or safety is challenged. Relatively few leaders, however, explore their own action logic, and fewer still have explored the possibility of changing it…The good news is that leaders who make an effort to understand their own action logic can improve their ability to lead. The leader’s voyage is not an easy one. Some people change little in their lifetimes; some change substantially. Despite the undeniable crucial role of genetics, human nature is nor fixed. Those who are willing to work at developing themselves and becoming more self-aware can almost certainly evolve over time into truly transformational leaders.’
Excerpted from David Rooke and William R. Torbert, “Seven Transformations of Leadership,” Harvard Business Review.
"Probably what is most important about this article is that it is a breakthrough into the “popular” business press for a developmental perspective related to leadership. Their focus is on action logic of individuals related to leadership. There is good reason for this because, as the authors state, “…we’ve found that leaders who do undertake a voyage of personal understanding and development can transform not only their own capabilities but also those of their companies.”
The authors put forward their seven category set of ways of leading: opportunist, diplomat, expert, individualist, strategist and alchemist.
The first three account for 55% of the “leaders” in their surveys.
Achievers are 30%, Individualists 10%, Strategist 4 % and Alchemist 1%.
Opportunists generate distrust and tend not to remain managers for long. They seek to win any way they can. However, they can contribute importantly in emergencies and in sales.
Diplomats are loyal and tend to avoid conflict. They provide supportive glue in bringing people together. Experts are rational and efficient, but find collaboration challenging. They are best in the role of individual contributor.
Achievers challenge and support others in pursuit of objectives. They have difficulty thinking outside the box. Generally, they are effective action and goal-oriented managers. Individualists see their action logics and those of others more objectively. The tensions that are a result foster creativity. They are effective in venture and consultation roles.
Strategists lead change through attention to personal relationships, organizational relations, and national and international developments. Through mutual inquiry, vigilance and vulnerability they are transformational leaders.
Finally those rare individuals with Alchemist action logics are in continuous processes of discovery and renewal and have the capacity to think in terms of metasystems. They have high integrity and are charismatic. They can lead society-wide transformations.
For other excellent views on sustainable leadership :
People Management : Sustainable Leadership August 2010
