Wanted: a leader who can take risks but keep expenses under budget; be emotionally supportive to colleagues but maintain professional boundaries; and come up with creative new ideas but stay true to the organizational vision. Sound familiar? Over the past 40 years, organizations’ expectations for leaders have expanded dramatically. While the list of ideal leadership qualities continues to grow, very few organizations pause to examine whether it’s reasonable – or even possible – for one individual to bring such a breadth of skills to the job. To meet the demands of an increasingly complex business environment, HR leaders are left with a near-impossible task: develop super-human leaders who can do it all. The latest research illustrates just how complex leadership has become, and how few leaders possess the skills to single-handedly master both relationships and results. When organizations ask for leaders who can do it all, they all but ensure there will be leadership gaps, and they run the risk of burning out their top talent. The solution? Develop a culture of shared leadership.

1. Better Together:
Building a Shared Approach to Leadership
Tricia Naddaff | President, Management Research Group | mrg.com

2. Typeaquestionhere.
Clicktheredarrowtoexpand
theControlPanel.
Host
StaciNisbett
ChiefSalesandSolutions
MRG

3. A Brief Introduction
TriciaNaddaff,MS
President,MRG
ManagementResearchGroupisagloballeaderindesigningassessmentsthat
fosteradeepself-awarenessandimpactpeopleinprofoundandmeaningfulwayswith
solutionsforLeadership,PersonalDevelopment,SalesandService.
MRGconductsextensiveresearchoneffectiveleadershipbehavior,leveragingadatabase
ofmorethan1.2millionassessmentparticipants.

4. Better Together:
Building a Shared Approach to Leadership
Tricia Naddaff | President, Management Research Group | mrg.com

5. Poll Question
How many of the leaders you are working with feel overwhelmed
on a regular basis?
1. Most of them
2. About half of them
3. A few of them
4. Almost none of them

6. [Footer text to come] Page No 6
Increasing Leadership
Expectations through
the Years

7. What do we
expect from
leaders?

8. SOURCE: unca.edu
Communicate well
Provide good
feedback
Individualcontributor
responsibilities

9. Communicate well
Provide good
feedback
Individualcontributor
responsibilities
Sensitivity
(nomoreyelling)Develop direct
reports
Domorewithless
Innovate
Manage
change
Deliver more
results

10. Communicate well
Provide good
feedback
Individualcontributor
responsibilities
Sensitivity
(nomoreyelling)Develop direct
reports
Domorewithless
Innovate
Manage
change
Deliver more
results
Handlecomplexity
MOREindividual
contributor
responsibilities
Executive
presence
Coaching
Diversity&inclusion
VUCA

11. Communicate well
Provide good
feedback
Individualcontributor
responsibilities
Sensitivity
(nomoreyelling)Develop direct
reports
Domorewithless
Innovate
Manage
change
Deliver more
results
Handlecomplexity
MOREindividual
contributor
responsibilities
Executive
presence
Coaching
Diversity&inclusion
VUCA
Agile
leadership
Global
leadership
Employee
Engagement
Mindfulness
Resilience
Digital
Leadership

12. Page No 12
How we came to Understand the
Imperative for Shared Leadership
The Power of Research to Awaken the Mind

13. What do we expect
from leaders?
A lot...
and it changes as leaders advance.

14. Comparing
High Potentials vs.
Highly Effective Leaders
at the Next Level
MRG’sglobalstudy
of26,246leaders

15. IndividualContributor
FirstLineManager
MiddleManager
SeniorManager
The definition of effectiveness changes based on level.

16. IndividualContributor
FirstLineManager Delegation
Conservative
Authority
Structuring
Consensual
Restraint
Production
Self
Innovative
Increase: Decrease:
Your developmental plans must account for the
changing definition of effectiveness…
and for the increasing degree of change required.

17. Consensual
Communication
Persuasive
Empathy
Delegation
Strategic
Dominant
Self
Structuring
Production
Authority
Increase: Decrease:
FirstLineManager
MiddleManager
Your developmental plans must account for the
changing definition of effectiveness…
and for the increasing degree of change required.

18. MiddleManager
SeniorManager
Empathy
Persuasive
Delegation
Excitement
Consensual
Management
Focus
Outgoing
Feedback
Conservative
Innovative
Structuring
Authority
Tactical
Control
Increase:
Decrease:
Your developmental plans must account for the
changing definition of effectiveness…
and for the increasing degree of change required.

19. What do we find in
leaders?
Great diversity...
Leadership differs based
on context and demographics

20. Gender Patterns in Leadership Behavior
An MRG study of:
6,550 women 6,550 men
from 15+ countries
matched on
 Country
 Industry
 Management Level
 Job Function
 Age

21. Traditional
Innovative
Technical
Self
Strategic
Persuasive
O
utgoing
Excitem
ent
R
estraint
StructuringTactical
C
om
m
unication
D
elegationC
ontrol
Feedback
M
anagem
entFocus
D
om
inant
Production
C
ooperation
C
onsensual
AuthorityEm
pathy
30
40
50
60
70
T I T S S P O E R S T C D C F M D P C C A E
30
40
50
60
70
Creating
a Vision
Developing
Followership
Implementing
the Vision
Following
Through
Achieving
Results
Team
Playing
Male Female

22. Generational Patterns in Leadership Behavior
An MRG study of 41,352 U.S. leaders
controlling for
 Gender
 Management Level

23. Creating
aVision
Developing
Followership
Implementing
theVision
Following
Through
Achieving
Results
Team
Playing
20
30
40
50
60
70
80
Norm:UnitedStates2017
BabyBoomers(n=2,429) GenX(n=6,884) GenY(n=1,169)

24. What do we expect
from leaders?
Alot...
andwhywe’re notlikely tofinditinasingle
leader.

25. The Balancing Act:
Relationships
vs. Results
MRG’sstudyof60,763
leadersintheU.S.,Canada,
Australia&theU.K.

26. What percentage of leaders rank in the
TOP 1/3 for BOTH Relationships & Results?
0.77%

27. What percentage of leaders rank in the
TOP 1/2 for BOTH Relationships & Results?
5.6%

28. Why is it difficult for leaders to be both?
Neural See-Saw Social by Matthew Lieberman
• Self-Awareness
• Collaboration
• Communication
• Authenticity
• Trust
• ComplexThinkingAbilities
• LearningAgilityandSpeed
• BroadKnowledge

29. Communicate well
Provide good
feedback
Individualcontributor
responsibilities
Sensitivity
(nomoreyelling)Develop direct
reports
Domorewithless
Innovate
Manage
change
Deliver more
results
Handlecomplexity
MOREindividual
contributor
responsibilities
Executive
presence
Coaching
Diversity&inclusion
VUCA
Agile
leadership
Global
leadership
Employee
Engagement
Mindfulness
Resilience
Digital
Leadership

30. Poll Question
How many of the leaders you work with still expect individual leaders to
handle all the demands of leadership today?
1. Most of them
2. About half of them
3. A few of them
4. Almost none of them

31. The hero leader who can do
it all is a myth.

32. Leadership demands
have become too
complex for any
individual to master.

33. It’s time to move to models
and methods of
.

34. Questions
& Comments

35. [Footer text to come] Page No 35
Creating a Shared
Leadership Model
What we can do to help shared
leadership take hold and thrive
in any organization.

36. 5things we can do to banish
the myth of the leader:

37. 5things we can do to banish
the myth of the leader:
1.
Distinguish leader from
leadership.

38. 5things we can do to banish
the myth of the leader:
2.
Help leaders prioritize.

39. 5things we can do to banish
the myth of the leader:
3.
Teach shared leadership
methodologies.

40. 5things we can do to banish
the myth of the leader:
4.
Educate the organization.

41. 5things we can do to banish
the myth of the leader:
5.
Understand the impact of
organizational dynamics.

42. Poll Question
How many of the leaders you work with are practicing some form
of intentional shared leadership?
1. Most of them
2. About half of them
3. A few of them
4. Almost none of them

43. 6 Shared Leadership Methodologies

44. 1.
Co-Leadership
6 Shared Leadership Methodologies

45. 2.
Thinking Partnerships
6 Shared Leadership Methodologies

46. 3.
Running units like micro-
organizations
6 Shared Leadership Methodologies

47. 4.
Peer mentors and/or
peer coaches
6 Shared Leadership Methodologies

48. 5.
Peer advisory groups
6 Shared Leadership Methodologies

49. 6.
A less hierarchical definition
of leadership
6 Shared Leadership Methodologies

50. The world of work will continue to
become increasingly complex.
The demands on leadership will
continue to grow.
We will continue to commit to diversity
and inclusion.
Therefore we must shift to a new
paradigm of shared leadership.

51. Use your
assessments to
help create
successful
shared
leadership
situations

52. Coaching Prompts for Using Assessments for
Shared Leadership
1. What do you have more/less energy for?
2. Who of your constituents has complementary energy?
3. What behaviors are you committed to developing?
4. Who do you know who is already strong in these areas?
5. What behaviors are you strong in?
6. Who might you support with these behaviors?
7. What behaviors do you need as a leader but are not focusing on developing right now?
8. Who do you know who is already strong in these areas?
9. How would you like to invite this person (these people) into a shared leadership
relationship?

53. Questions
& Comments

54. Page No 54
Thank you! Stay in touch.
Access MRG’s free leadership development library:
MRG.com/research
Follow-up questions:
info@mrg.com
Online Certifications:
PersonalDirections, September26–October3
IndividualDirectionsInventory,October10–24
Webinar:
KeepingLeadersonTrack:SpottingtheSignsofDerailment
Wednesday,10/23/2019@10:00-11:00AMEDT