This blog is a resource for the development and practice of leadership in an interdependent world. We have a point of view on interdependent leadership, and the development of leadership culture, based in research and practice at the Center for Creative Leadership and in the work of our colleagues around the world. Our aim is to post about good ideas and tools that you can use.
For CCL publications and resources for developing interdependent leadership, including boundary spanning leadership, click here.
We hold this truth to be self-evident: The natural world, our lives, our work, and our collective well-being are interdependent. Everything is, or will be, connected. READ MORE
Our colleagues in Denmark have been working with the idea of leadership as a collective process for producing shared direction, alignment, and commitment. Anders Trillingsgaard (UKON Human Results) and Karen Poder (University of Copenhagen) share their recent experiences and insights below (thank you!):
Two characteristics of contemporary organizations have changed how we think about leadership development. Organizations are adapting at increasing speeds, and, employees are becoming increasingly reliable, competent and expensive. These characteristics fundamentally change the tasks of managers, from merely making decisions, to clarifying goals and strategies, building cross-organisational relationships, and inciting high energy.
The leadership ontology “direction, alignment and commitment” by the Center for Creative Leadership has proved very useful in understanding this change. READ MORE
Our faculty team at CCL is proud to be a part of a new professional community based at the Wagner Graduate School for Public Service at New York University: The NYU Collective Leadership Research Workshop. The aim of this community is to explorer collective leadership research and practice, including relational leadership frameworks. Our inaugural workshop on April 23-24, 2014 was hosted by the Research Center for Leadership in Action, and lead by Professors Sonia Ospina and Erica Foldy. Members from CCL are Kristen L. Cullen, Bill Drath, and Charles J. Palus.
Relational leadership is a key idea in the CCL model of interdependent leadership.
Collective Leadership: If Everyone Leads, Who Follows?, a moderated panel discussion, was part of this inaugural NYU Collective Leadership Research Workshop. This discussion explored the challenges and opportunities of identifying, nurturing and assessing collective leadership and what that might mean for NYU’s efforts to nurture ethical and inclusive leadership among its students.
Underlying every significant issue that organizations and societies face is the question: How can we create desired results in an increasingly interdependent world?
Peter Senge talks about the roles of creating, learning, and leading in a complex, interdependent world, in his article Creating Desired Futures in a Global Economy, available here (Reflections, Vol 5, No 1). We also recommend In Praise of the Incomplete Leader (HBR Reprint R0702E) as a map for dealing with complexity in an interdependent world.
Interdependent leadership requires a keen awareness of social identity. What is your own social identity? What are the social identities of others? How do you build bridges while retaining a core identity? How does one’s identity change from close interaction with others? This fine video from Aaron White, featuring Steadman Harrison walking through Addis Ababa, beautifully explores these ideas. The CCL LeaderMOOC has an excellent module on social identity, including this video; the workbook is here. (Also see our white paper about leadership development in context in Ethiopia.)
More at Social Identity: Knowing Yourself, Leading Others (Kelly Hannum, 2007).
Dialogue is one of four arts for developing interdependent leadership. Vered Asif, a CCL faculty member based in Brussels, sent us this powerful method for facilitating dialogue in support of learning and development.
We all know PowerPoint is limited as a teaching method. Collaborative learning can be much more effective, even when learning from experts. Here is a collaborative learning method that uses expert texts–documents, articles, books—as the source of knowledge.
How do you transform the leadership culture of your organization while re-inventing your industry? Let’s look at the case of DriveTime. (More DriveTime’s leadership culture development here and here.)
These promotional videos show how the new leadership culture connects with customers and engages employees. The case follows …
Here are key CCL publications on leadership for an interdependent world including downloads in most cases.
Summary: Developing Leadership in an Interdependent World READ MORE
I want to share a white paper with you about four trends for the future of leadership development. Our colleague Nick Petrie did a terrific job researching this, interviewing professionals at diverse organizations including Harvard, GE, Forum, CCL, and Ketchum; the full article can be found here.