ISABS ROLE

IN
LEADERSHIP
BUILDING
 Managers and Leaders (1)
• William James in the beginning of the last
century distinguished between “once-
borns,” and “twice-borns”
• Zaleznik in 1977 made a distinction
between mangers as “once-borns” and
leaders as “twice-borns”
• In the Ancient Indian tradition, the concept
of “dwij” (twice-born) is an important one
• Bennis & Thomas suggested that the
leaders are shaped by “crucibles”, implied
in the Indian concept of “dwij”
 Managers and Leaders (2)
(Culled from James & Zaleznik)
Managers (once-Born) Leaders (twice-born)
Adjustments to life have been Life is marked by a continual
straightforward struggle to attain some sense
of order

The sense of self derives from The sense of self derives from
a feeling of being at home and a feeling of profound
in harmony separateness

Development through Development through personal

socialization, preparing the mastery, which impels an
individual to guide institutions individual to struggle for
and to maintain the existing psychological and social
balance of social relations change
 Managers and Leaders (3)
(Culled from James & Zaleznik)

Tend to adopt impersonal, if Adopt a personal and active

not passive, attitudes toward attitude toward goals; are
goals active instead of reactive,
shaping ideas instead of
responding to them

Continually coordinate and Develop fresh approaches to

balance opposing views to get long-standing problems and
people to accept solutions to open issues to new options
problems; act to limit choices

Build competence, control, Create inspiration, vision, and

and balance of power human passion
 Managers and Leaders (4)
(Culled from James & Zaleznik)

Embrace process, seek stability Tolerate chaos and lack of

and control, and instinctively try structure, and delay closure in
to resolve problems quickly
Rationality and control;
Persistence, tough-mindedness,
hard work, intelligence,
analytical ability, and perhaps
most important, tolerance and
goodwill; a problem solver
Prefer to work with people
order to understand the
issues more fully
Leadership is a psychodrama
in which a brilliant, lonely
person must gain control of
himself or herself as a
precondition for controlling
others
Are aloof and detached
 Managers and Leaders (5)
(Culled from James & Zaleznik)

Attention to how things get Attention to what the events

done and decisions mean to
participants
The need to seek out others The need to maintain a low
with whom to work and level of emotional
collaborate involvement in relationships
Relate to people according to Relate in more intuitive and
the role they play in a empathetic ways
decision-making process
Strive to convert win-lose into Attract strong feelings of
win-win for reconciling identity and difference or of
differences, and maintaining love and hate
balances of power
 Managers and Leaders (6)
(Culled from James & Zaleznik)
Communicate to subordinates Communicate ’message’
indirectly, using “signals” directly to people
instead of “messages

See themselves as Feel separate from their

conservators and regulators of environment. They may work
an existing order in organizations, but they
never belong to them
Moderate and widely Intensive one-to-one
distributed attachments relationships (teacher)
Make moderate identifications Establish, and also break off
with parents
 Features of Great Companies
(Collins)
• First Who … Then What
• The Stockdale Paradox. An unswerving faith in long-term
success with the discipline to confront the most brutal facts
about their current situation
• A Culture of Discipline. Combine high personal discipline
with high individual autonomy and entrepreneurial behaviour
• Technology Accelerators. Technologically savvy but never
technologically driven
• The Flywheel. A process in which changes, both small and
large, build upon one another
• The Hedgehog Concept. Focus on one big purpose above all
else, with three big components: becoming the best in the
world at what they do; doing work about which people are
passionate; and articulating a solid rationale for making
money over the long haul
 Characteristics of Leaders (Collins)
Level 5 Leaders are self-aware and self-reflective;
handling their “forks in the road” decision points;
swift in their decisions and actions
Personal Humility:
• Shuns public adulation
• Acts with quiet determination
• Channels ambition into the company
• Looks out the window for success
Professional Will:
• Demonstrates stoic resolve
•Uncompromising standards
• Purges out the unsuitable
• Looks in the mirror for poor results
 Characteristics of Leaders (B&T)

Neoteny: The retention of childlike attributes into

adulthood like: • sensitivity • curiosity • creativity
• humor • wonder • joy • imagination • playfulness
Adaptive Capacity: •Hardiness •First-class noticer •
Learning learning •Proactively seizing opportunities
• Creativity
Engaging Others by Creating Shared Meaning:
•Encouraging dissent •Empathy • Obsessive
communication
Voice: •Purpose • Self-awareness, Self-confidence • EQ
Integrity: •Ambition • Competence • Moral Compass
 ERAS & LEADERSHIP
(Bennis & Thomas)
• Eras are important for leadership
styles
• The eras are characterized by defining
events, and may occur every twenty
years or less
• The era in which we grow into maturity
remains an important force throughout
our lives
 Era-based Differences
(Bennis & Thomas)
Geezers Geeks
Analog Digital
Linear Nonlinear
Maps Compasses
Mechanics Living systems
COP (command, ACE (align, create,
order, predict) empower)
 LEADERSHIP CRUCIBLES
(Bennis & Thomas)

“Crucible” is a transformational
experience that sets a person on
leadership road.

The crucible serves a sort of ordeal

or test. Surviving the test is an entry
or initiation into the life of
leadership.
 LEADERSHIP CRUCIBLES (2)
(Bennis & Thomas)

True leaders create meaning out of difficult

events or relationships, while others may
be defeated or even devastated by them.
Through the crucible, leaders acquire new
insights, new skills and new qualities of
mind or character that make it possible to
leap to a new, higher level.
 Four Types of Crucibles(B & T)

• Mentoring relationships

• Enforced reflection

• Insertion into foreign territory

• Disruption or loss
 ISABS ROLE IN LEADERSHIP
BUILDING
• Creating Crucibles

• Creating Group as a Resource

• Facilitator Modeling
• Building ISABS Community
 CREATING CRUCIBLES
• Foreign Territory

• Disruption and Re-living out Pain

• Self-confrontation and Exploration

• Mentoring
CREATING GROUP AS A RESOURCE
(Developing Social Intelligence)

• Group as Microcosm of Organisation

• Insight into Group Dynamics

• Understanding and Experimenting

• Empathy Building and Facilitating

 FACILITATOR MODELLING
• Ownership without Possessing

• Engagement without Involvement

• Conceptualisation without Theorising

 BUILDING ISABS COMMUNITY

• Large Networking, Yahoo Group

• Sharing Experiences and Insights

• Neoteny: Openness and Experimenting

• Fun and Friendship

THANK YOU