Seven Transformations of Leadership

The Strategists succeeded in generating one or more organizational transformations over a four-year period; their companies’ profitability, market share, and reputation all improved. By contrast, only two of the other five CEOs succeeded in transforming their organizations—despite help from consultants, who themselves profiled as Strategists. Some leaders rely on action logics that hinder 4 stages of leadership organizational performance. Opportunists, for example, believe in winning any way possible, and often exploit others to score personal gains. In particular, Strategists believe that every aspect of their organization is open to discussion and transformation. Their action logic enables them to challenge perceptions that constrain their organizations and to overcome resistance to change.

Leaders can move through these categories as their abilities grow, so taking the Leadership Development Profile again several years later can reveal whether a leader’s action logic has evolved. Every company needs transformational leaders—those who spearhead changes that elevate profitability, expand market share, and change the rules of the game in their industry. But few executives understand the unique strengths needed to become such a leader. Teams move through predictable stages of team development, but how quickly and easily they progress depends on how well the needs of the team are being met during each stage. Teams don’t always move smoothly, and sometimes they can get stuck. “Resolved disagreements and personality clashes result in greater intimacy, and a spirit of co-operation emerges.”[4] This happens when the team is aware of competition and they share a common goal.

The Leadership Competency/ Promotability Index

This is demonstrated through high morale, productivity and engagement. It’s an ideal state for any manager to witness their team’s growth and ask reflective questions. In the role of Champion, you are responsible for guiding the company’s vision, plan for growth and potential.

  • Diplomats are much more problematic in top leadership roles because they try to ignore conflict.
  • In that context (and from the leader’s perspective), the follower has the ability to perform the task in question at a sustained and acceptable level but lacks either the confidence or the motivation/commitment to do so.
  • Disagreements are unavoidable on teams, especially when each person on the team has a different perspective on how to approach the issues the team encounters.
  • This stage of leadership is the most elusive to describe and to reach.
  • Relatively few leaders, however, try to understand their own action logic, and fewer still have explored the possibility of changing it.

Because the changes were controversial, the Diplomat avoided meetings, even planning business trips for the times when the senior team would meet. The team members were so frustrated by the Diplomat’s attitude that they eventually resigned en masse. He “resolved” this crisis by thanking the team publicly for its contribution and appointing new team members. Eventually, in the face of mounting losses arising from this poor management, the board decided to demote the Diplomat to his former role as vice president. Most developmental psychologists agree that what differentiates leaders is not so much their philosophy of leadership, their personality, or their style of management. Rather, it’s their internal “action logic”—how they interpret their surroundings and react when their power or safety is challenged.

Stages of Team Development and Leadership

He also worked with Vistage, the world’s largest CEO organization, as Chief Learning Officer and VP of west coast operations. He facilitated several CEO groups in Memphis, for which he won a “Chair Excellence” award. Jim has also logged over 10,000 hours as an executive coach, and many more facilitating strategic planning initiatives for CEO and executive clients.

Supervisors of the team during this phase are almost always participating. Even the most high-performing teams will revert to earlier stages in certain circumstances. Many long-standing teams go through these cycles many times as they react to changing circumstances. For example, a change in leadership may cause the team to revert to storming as the new people challenge the existing norms and dynamics of the team. During the Norming stage of team development, team members begin to resolve the discrepancy they felt between their individual expectations and the reality of the team’s experience.

The Three Stages of Growth

Moving through this stage requires obtaining network building skills and using these skills to build a strong and broad network. You have the opportunity to pay it forward as you lead other through this rigorous process. During this phase is when you receive your reward for all of the discipline, dedication, determination and hard work. For many they never reach this phase as they never recognized the process and pay the price. You are actively learning, experimenting and growing in both knowledge and wisdom.

4 stages of leadership

This stage of leadership is the most elusive to describe and to reach. It emerges when the culture is so robust that it helps reinforce positive mindsets, behaviors, and capabilities that permeate the company. While everyone helps to create it, executives in an open organization must own it and ensure it remains vibrant.

White-Fairhurst TPR model

Like Style 1, effective use of this approach depends upon direct observations by the leader, which fuel focused performance feedback discussions and increased dialog. While working on a high-performing team may be a truly pleasurable and growthful experience, it is not the end of team development. There is still a need for the team to focus on both process and product, setting new goals as appropriate.

4 stages of leadership

I created a pocket card that listed the five things everyone needed to focus on. Those seven years confirmed for me several important principles of successful leadership transition. First and foremost is that being thrust into a leadership role doesn’t automatically make you a leader. But when you’re hired to effect change, a leader, rather than a manager, is what you need to be.

Go/no-go search tactics: Research and experience drive decision-making

In both business and personal relationships, speaking and listening must come to be experienced not as necessary, taken-for-granted ways of communicating predetermined ideas but as intrinsically forward-thinking, creative actions. Achievers use inquiry to determine whether they (and the teams and organization to which they belong) are accomplishing their goals and how they might accomplish them more effectively. The developing Individualist, however, begins to inquire about and reflect on the goals themselves—with the aim of improving future goals. Yet few boards and CEOs appreciate how valuable this time investment can be, and it is all too easily sacrificed in the face of short-term objectives, which can seem more pressing to leaders whose action logics are less developed. With the title of team lead or manager, their leadership abilities have been formally acknowledged, but they continue to handle day-to-day tasks alongside other entry-level employees.

4 stages of leadership

Use a collaboration tool like Teamwork Spaces to organize and store your documentation. You’ll be able to access all of your important documents in one location so your team won’t waste time searching for important materials. Disagreements are unavoidable on teams, especially when each person on the team has a different perspective on how to approach the issues the team encounters. When you all work in the same location, it can be easier to hash out problems quickly. On a remote team, you need to be more thoughtful about the tools and the processes that you use to identify and deal with disagreements. Explore Agency Life and learn how to scale your agency, straight from agency leaders.

The Four Stages of Leadership Evolution [234 words]

Performing is the stage we all want to live and work in, but understanding, acknowledging and appreciating the importance of all the stages is the key to getting there. Many times I have been introduced to teams stuck in the Forming or Storming stages. These people are frustrated and weary, but as soon as they realize that the stage they’re in is natural and expected, they are able to navigate their way out and into the next stage. See if you can recognize where you might be and where you need to go. Still, the transition from Expert to Achiever remains one of the most painful bottlenecks in most organizations.

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