Authentic and values based leadership -part 3

This project has received funding from the European Union’s Seventh Framework Programme for
research, technological development and demonstration under grant agreement No 643330
EudaimoniaSolutions©-Zurich|Sofia
Lesson 3:
LEADING A TEAM AND AN
ORGANIZATION

LEARNING OBJECTIVES
• Learn about the 7 levels of team and
organizational consciousness.
• Learn about the concept of full-spectrum
teams/ organizations and understand why
they are the most successful.
• Reflect on the level out of which your team/
organization predominantly operates from
and on how to contribute to its evolution.

LEADING A TEAM
“Leading a team or any group of people with a common goal or
purpose is obviously not the same as leading yourself. It requires
significantly more skills and capabilities…You now need to learn
how to create the conditions for a group of people to find their
individual and collective fulfilment by becoming a high performing
team. Ultimately, it‘s all about excellence, performance, and
getting results. Your job as team leader is to get the best out of
your people by helping them find fulfilment and creating a strong
team spirit. Who you are as an individual and the level of progress
you have made on leading yourself will significantly influence your
ability to be an effective team leader. ”
― Richard Barrett, The New Leadership Paradigm

LEADING AN ORGANIZATION
“Leading an organization is infinitely more complex than
leading a team. You need to be able to create the conditions
that allow you, your leadership team, and all your employees
to find fulfilment, and also meet all your stakeholder’s
needs—investors, customers, partners, the local
communities where you operate, and society in general. This
means you need to care about people just as much as you
care about results. If you concentrate on the former, you will
not have to worry about the latter. Your team, and everyone
who works in your organization, as well as all your
stakeholders, need to know that you have their best interests
at heart.”
― Richard Barrett, The New Leadership Paradigm

LEADING AN ORGANIZATION- continued
Organizations are made out of people who all have
different values and agendas; therefore “the role of
a leader is to create conditions in which people
with different agendas can unite behind a common
purpose... To cut through the complexity of diverse
interests requires leaders who create transcendent,
or overarching, visions that followers recognize as
morally superior to their own narrow interests, while
at the same time effectively encompassing them”
(O'Toole, 2008)

“No matter how complex a system is, we judge
it as having no soul if all its energies are
devoted merely to keeping itself alive and
growing. We attribute soul to those entities that
use some portion of their energy not only for
their own sake, but to make contact with other
beings and care for them”.
Mihály Csíkszentmihályi (2004)

”Some leaders fail to learn and some followers fail
to teach, but it may well be that one of the secrets
of leadership is not a list of innate skills and
competencies, or how much charisma you have, or
whether you have a vision or a strategy for
achieving that vision, but whether you have a
capacity to learn from your followers.”
-- Keith Grint, Leadership: A Very Short Introduction (2010)

COLLECTIVE INTELLIGENCE
• “No one single individual – be it leader or follower–
has all the answers.” (Obolensky, 2010).
• “Good teams and organizations make a good “use of
collective intelligence not individual genius”. Grint
(2009)
• “Leadership exists throughout the organizational
hierarchy – wherever expertise, vision, new ideas,
and commitment are found”. (Ancona and Malone,
2007)
• “Positive Deviance” is the idea that there are “people
within organizations who had already worked out the
solution to many organizational problems”. Grint
(2009)

COLLECTIVE INTELLIGENCE- continued
“Collectively intelligent groups communicate
more and participate more equally than other
groups.” “In other words, groups in which one
or two people dominated the activity were, in
general, less collectively intelligent than those
in which the activity was more equally spread
among group members.”
- Current Directions in Psychological Science

SEVEN LEVELS OF TEAM AND
ORGANIZATIONAL CONSCIOSNESS
• The Seven Levels of Team Consciousness:
https://www.valuescentre.com/sites/default/files/uplo
ads/2010-07-
06/The%207%20Levels%20of%20Team%20Conscio
usness.pdf
• The Seven Levels of Organizational Consciousness:
https://www.valuescentre.com/sites/default/files/uplo
ads/2010-07-
06/The%207%20Levels%20of%20Organisational%2
0Consciousness.pdf

CULTURAL ENTROPY
Most successful teams have low cultural
entropy and a balanced distribution of values
across the Seven Levels. Cultural entropy is the
amount of energy consumed in doing
unproductive or unnecessary work. Cultural
entropy is the degree of dysfunction (friction and
frustration) in any human group structure result of
self-serving, fear-based actions.
Read more here:
http://www.valuescentre.com/mapping-
values/culture/culture-entropy

SUMMARY

INDIVIDUAL EXERCISE
Reflect on model on the previous slide and your
current team. Try to figure out which level does
your team or organization predominantly operate
from.
• What is missing?
• What do you need more of?
• What is too much?
• What could you do to move forward towards full-
spectrum team / organization?

THE ART OF POSSIBILITY
Watch the Leadership presentation of the
conductor Benjamin Zanders on how leaders
awaken possibility.
https://www.youtube.com/watch?v=hZIC2f0fMK
Y

THE ULTIMATE CHECKLIST
If you ever wonder how good of a leader are
you, check how you answer the following
questions?
• Do you awaken new opportunities?
• Are the eyes of people around you shining?
• Do you/ they learn and grow?
• Do you/ they contribute to others?
• Do you/ they live better?

CHECK OUT: KEY TAKEOUTS
Please reflect and write down:
• What are the top three things you would take
away from this course?
• What would you do differently in the future?
• What would you do next?

Authentic and values based leadership -part 3

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