This session of the strategic leadership workshop explains why and how leadership needs to change to meet 21st century demands.

1. SESSION 2:
Rethinking and Relearning Leadership
John Pisapia
Florida Atlantic University
Tony Townsend
Griffith University
Principals as Strategic Leaders

2. The Lessons of the Curve
The Science Lesson
The Leadership Lesson
Command and Control
Command and Coordination
Coordination and Collaboration
New Times Require
Shifting from Old Science to
New Science Tactics
The Change Lesson

3. Principals as Strategic Leaders
The Premise:
• Our premise is that principals as strategic leaders must think and act
strategically and entrepreneurially to meet the demands of the
context they work in.
The SLN solution: The Essence of Strategic Leadership
• Understanding the strategies to deal with strategic change.
• Building an Ambidextrous Organization -- Exploration/Exploitation –
Mission/Opportunity Driven
• Thinking Strategically – the minds and thinking skills needed to think
differently and find the future.
• Leading Strategically - The tactics and tools strategic leaders use to
influence others to willingly join in pursuit of organizational goals.
• Trusting the Process – The systematic interdependent steps to
develop a high performing ambidextrous organization or work unit.

4. The Strategic Leader Network 4
Let’s Start at the Beginning!

5. 8/3/2016
Pisapia, J. (2009). The Strategic
Leader. Charlotte, NC: IAP
5
Leaders & Managers

6. Leaders and Managers
Supervisors, Managers and Executives
• Lowest layer focuses on accomplishment of concrete tasks. Leadership at
this level is “direct” face-to-face – direct assignment of tasks and motivation
of effort toward task accomplishment. Live within a culture. Time horizons
are short. Greater need for technical and interpersonal skills.
• Middle layer removed from those involved with task accomplishment.
Work involves facilitating task accomplishment at the direct level. Focuses
on managing interdependencies, resourcing, coordination of efforts over
time. Live within a culture. Time horizons are relatively short. Greater need
for conceptual and interpersonal skills.
• Top layer removed from managing interdependencies and focused on
providing a sense of understanding and purpose to the activities of
organization, building consensus, tapping resources from outside the
organization, and reducing uncertainty to enable unity of effort to emerge.
Add greatest value by resource allocation. Create culture. Time horizons
are longer. Greater need for abstract, integrative thinking skills is essential

7. What got you HERE won’t get you THERE!
The Skills Sets Needed
Executive
Managerial
Supervisory
Technical Interpersonal Conceptual
Katz, 66

8. The Strategic Leader Netowork (SLN) 8

9. Managers Leaders
 Produce Order and
Consistency
 Plan / Organize
o Establish agendas
o Set time tables
o Provide structure
o Establish rules and
procedures
 Allocate resources
o Make job placements
 Focus on Procedures
 Produce Change and Movement
 Establish Direction
o Create a vision
o Clarify big picture
o Set strategies
 Align People and Structures
o Communicate goals
o Seek commitment
o Build teams and coalitions
 Focus on Results

10. Bottom Line:
Managers
Produce a Degree of
Stability, Order, and
Short term Results
Leaders
Produce Change, New
Products, New
Approaches, and Long
term Competitive Results

11. Leadership
Management
The Nature of Management Jobs
Manager-Leader
Leader - Manager
Leader
Manager

12. Definitions
Leader
1. A person who influences
a group of people
towards the achievement
of a goal.
2. A person who produces
change and movement,
establishes direction,
aligns people and
structures, and focuses
on results.
Leadership
1. Leadership is a process
of social influence which
maximizes the efforts of others,
towards the achievement of a
goal.
2. Leadership is the process of
persuasion or example by
which an individual induces a
group to pursue objectives held
by the leader and shared by
followers.

13. We all know what leadership is until someone asks us to define it
Authentic Leadership Servant Leadership
Transformational Leadership
Balanced Leadership
Distributed LeadershipStrategic Leadership
Ethical Leadership
Relational Leadership
The Leadership Challenge
Level 5 Leadership
Transactional Leadership
Charismatic Leadership
Situational Leadership

14. At its core, leadership revolves around
several key activities:
• establishing direction (e.g. creating a
vision, clarifying the big picture; and
setting strategies);
• aligning people and structures by
communicating goals, seeking
commitment, and
• building teams and coalitions; and
• focusing on results (Pisapia, 2009).
The Core Tasks of Leaders

15. Superordinates
Bosses, Boards, Superiors
Subordinates
Direct and Indirect Reports
Staff , Teams, Subunits
The Audiences for Leaders

16. Supervisory (Traditional) Leadership
(Blake & Mouton, 1964; Fiedler, 1967;
Hersey & Blanchard, 1969)
Transformational Leadership
(Burns, 1978; Bass, 1985)
Hierarchical; command and control Hierarchical; heroic leadership
Establishes vision Establishes vision
Develops culture of limited empowerment
focused on process; all authority in central
leadership
Develops culture of high
expectations; focus on self-
actualization of individuals’ higher
level needs; authority centered in
heroic leader
Many rules, regulations, procedures,
guidelines
Emphasis on trust, empowerment,
and autonomy
Focus on maintaining status quo; internal
consistency
Focuses on achieving more than
expected
Focuses on internal environment –
processes and procedures to ensure
efficiency
Focus internal – emphasis on helping
members to realize higher level
needs and improve individual
performance
Leadership at top of organization Leadership at top of organization
Managing dominant Leading dominant

17. The Strategic Leader Network 17
The Reality :
TraditionalLeadershipTheoriesare not as effectivein the
currentenvironment!

18. Superordinates
Bosses, Boards, Superiors
Customers/Clients
Internal and External Users
Subordinates
Direct and Indirect Reports
Staff , Teams, Subunits
Supporters/Blockers
Approvers, Politicians,
Competitors, Partners
The Audiences for Leaders

19. Strategic Leadership
(Pisapia, 2009)
 Horizontal leadership structure;
coordination and collaboration
 Establishes vision and direction;
aligns members and structures
toward established direction
 Develops supportive culture focusing
on outcomes; tolerance for ambiguity;
decision-making strategic; authority
dispersed
 Minimum specifications; autonomy
and flexibility
 Focus on outcomes; frame-sustaining
and frame-breaking change
 Anticipates internal and external
environmental changes; focuses on
organizational and external
relationships
 Leadership exists in all levels of
organization
 Managing and leading co-dominant
Entrepreneurial Leadership
(Covin & Slevin, 1986, 1988; Miller, 1983)
 Flattened leadership;
empowerment and autonomy
 Establishes vision and inspires others
to “join cause”
 Develops culture of risk-tolerance and
experimentation in pursuit of
innovation; tolerance for ambiguity;
always looking for competitive
advantage; authority dispersed
 Emphasis on autonomy and flexibility
 Focus on creating value; innovative
change
 Anticipates environmental demands
and proactively seeks to create
opportunity; looks to be first to market
 Leadership exists in all levels of
organization
 Leading dominant

20. The Strategic Leader Solution

21. 8/3/2016 Pisapia, J. (2009) The Strategic Leader. 21
Strategic Leadership
Defined
Strategic leadership is the capability to
singularly, or with others, anticipate
change, and create direction,
alignment, commitment, and results
and write it down in an actionable plan.

22. Strategic Thinking
Capability
Strategic Leader
Capability
The Philosophy
The Big SL Ideas
The SL
Methodology

23. Are We Ready to Rock and Roll?

24. See You after the Break!
Topic:
Whatdo youbringto the Table