Seven Transformations of Leadership

7/22/2019 Seven Transformations of Leadership

1/17

Seven Transformations

of LeadershipBy David Rooke and Williams R.

Torbert

Presented by Hien & Angeline


2/17

Research & Action Logic

Article a result of survey based-

research or managers &

professionals.

Action logic: How leaders

interpret their surroundings &

how they react when power or

safety is challenged.


3/17

7 Action Logics

Opportunist

Diplomat

Expert

Achiever

Individualist

Strategist

Alchemist


4/17

The Opportunist

Focus on personal wins &

controlling external environment

People are an opportunity for

exploitation

Legitimize unethical behavior

Reject feedback Externalize blame


5/17

The Diplomat

Focused on gaining control of

own behavior

Conform to group

Avoid/Ignore conflict

Supportive + help bring people

together


6/17

The Expert

Perfecting knowledge

Data and logic

Focus on continuousimprovement, efficiency andperfection

Always think they are always

right I dont do feelings, Ill leave that

to Barry Manilow


7/17

The Achiever

Team orientation

Open to feedback

Concerned with meeting goals Inhibit thinking outside of the

box


8/17

The Individualist

Abstract thinkers

Interweave competing personal

and company action logics

Resolve gaps between strategy

and performance


9/17

The Strategist

Focus on organization constraints andperceptions which they treat as discussable and

transformable

Strategist masters the second-orderorganizational impact of actions &agreements

Adept at creating shared visions acrossdifferent action logics. (both personal and organization transformation)

Deal with conflict more comfortable

They are better at handling peopleinstinctive resistance to change


10/17

The Strategist

Three distinct levels of social

interplay

Personal relationship

Organization relationship

National and international

developments

Example Bavaria a CEO back in

1985 measured as a strategist


11/17

The Alchemist

Ability to renew or even reinventthemselves and theirorganizations in historically

significant ways Has an extraordinary capacity to

deal simultaneously with manysituations at multiple levels

Alchemist can talk with bothkings and commoners


12/17

The Alchemist

Can deal with immediate

priorities yet never lost sight of

long term goals

Alchemists individuals who live

by high moral standards

Mainly focus intensely on the

truth

Example:

Nelson Mandela


13/17

To Strategist and Beyond

The Strategist and Alchemist

action logics is qualitatively

May seek spiritual and ethical

guidance from mentors

Mutual mentoring with peers who

are already part of their networks


14/17

Seven Ways of Leading


15/17

Leadership Teams and Leadership

Cultures within Organizations

The most effective teams are thosewith a strategist culture The group sees business challenges as

opportunities for growth and learning on

the part of both individuals and theorganization

Most senior manager teams operateat the Achiever action logic They prefer unambiguous targets and

deadlines, and working with clearstrategies, tactics, and plans, oftenagainst tight deadlines


16/17

Leadership Teams and Leadership

cultures within Organizations

For mature companies where

senior management teams

operate as Experts

Vice presidents see themselves

as chiefs and their teams as an

information-reporting formality

In creative, Consulting andnonprofit organizations are

Individualist teams


17/17

The END

Documents

Seven Transformations of Leadership