论从理论到实践构建以价值观为本的可持续发展领导力文化

论从理论到实践构建价值观为本的可持续发展领导力化摘要：于多年对领导力开发研究的学术积累，以及在行动导向的研究生教育实践中，致力于推动人才开发知识迁移决策经验所带来的智力回报笔者写就了这篇论文本文对我校根基广、跨学科的研究生教程建设的理论支撑进行了阐述，该教程提供了公共部门、私营企业以及非营利组织领导者得以联合学习领导者优秀实践经验的路径还阐明了这个指引重大研究项目和论文写作的理论如何成功地引导实践过有助于为组织和个人构筑起可持续发展的学习文化。笔者认为了推进研究生领导力教育要出的领导者和行业联盟共同为领导力的动态流动和与时俱进指明战略方向们承认，这个观念并不新我相信，我们为提升21世的研究生领导力而研制的七阶段模型，以及支撑它的文化模型必定首屈一指。该学习框架原型为造一种智能型设计并成功应用于研究生水平的领导力课程形成有效助推其本假设是让导者和随者在未来得到的解放越大导力教育要关注和需要解决的问题就要越多。共同愿景价观使命和战略实施都是构建这样的研究生课程所需要逾越的障碍为21世纪面向处于职业发展中真诚希望自我提升的专业人士开展研究生教育，早先的成人学习路径图只能成为一种次优的助推力文对一个历史久远地位置优越倍尊重的大学如何评估已有的能力从而组建起领导力团队确其行动学习策略并用于开展研究生教育的过程做出了解释。目标在于创立一项世界级的研究生领导力课程，运用互联网，尽力满足全球化中世界各地的组织和学习者个人的学习需求。这项课程建立在我们称之为“心智共同体”的理念之下，集生活文化、个人优势以及三重愿景三位一体。这项研究生课程的开发需要迈出学校范畴开拓新的疆界争把研究生领导力教育做到极致该课程需要向外扩展求合作伙伴并建立战略同盟而推出这项充满创意和魄力的研究生领导力课程编织所必需的社会关系网络项目从初始到推出历时两年过程给我们很多宝贵的经验教训终项研究生领导力课程得以高水准和有活力的推出力促进了我们教员的能力开发和面向在职研究生的培训方法创新。在过去的七年中满供职于共部门营企业和非营利组织的领导人和高潜力个体的学习需求，由资深教员开发出了一项远/地的混合课程。课程的支持哲学是：领导力是个体化的是在于各个层的这种情境下进行领导力研究培养出来的领导者会生成一种全球共有的关怀，他们看重并计量着诚信回报、智力回报以及投资回报。关键词：值为本的领导力、化、究生领导力教育PARTONE:INTRODUCTION&PROPOSITIONTheappliedrepresentedinison1

andstrategyimplementationoftheauthors.Inresearch,eachonTheyIndependentlyandcollectivelyidentifiedabetweenwhatinstitutionsindividualsofanddoresults.resultsresearchhavenarrow"say-do"atindividuallevels.Itpeopletheirtobuildonononinrelationships,andinspirespeopletotheirperformance.Theframeworkmanagecontextconnectingthreeintegralofaleadercharacter(EQ,intelligence),competencyintelligence),andcapability(SQ,intelligence)–buildROI.Thecanthings–integrity,onthelinebottomline.TheandfoundationofresearchonpriorTapscottshift),Ohmae(strategicthinking),Kanter(smartSenge(learningorganization),(principle-centredKotter(leadingandandvalues),climate),cultureanddevelopment),andCoxdevelopment).TheresearchinpaperrigourinpilottestingofofVBLwithCityofRoyalMutualGroup,Fidelity,andinmentoringMBAMA(Leadership)programsinCanada,U.S.,China,Poland,MiddleEast.ItworkwithGeneralEqiutableresearchprovidesmissingcomponentinthetheoryofThiscomponentbothcapitalcollectiveasuccessculture,canpropelandperformance.findingswerewithconsultancies'team-building,Touche,&IntelligenceUnit,AlexanderForum,Gemini,IBM,KPMG),BankofMontreal,RoyalBank,GMgovernment(TheMaptoProsperity:Planforinthe21stSurprisingly,universitieswithcoursesinlackedthedepthoffieldresearchtovalidatetheofspecificTheneedforsuchanapproachtoeducationisevidentinBand's(1997)studyoftradedcompanies.Itofperformancein190,147,hiddenvalue82.studyconductedtheUniversityOttawaAndersenConsultingidentifiedfourvariablescriticalfortogrowexecution,and,variable,2

ThisculturevariablealsoplayedrolethefindingsofMarco(1993)ofhighperformanceinandAmericancompaniesofmorethanfiftyemployeesinonlyidentifiedtheperformingbut,likeDenison(1984;1989)identifiedtheityofanorganization’sculturaladaptabilityandparticipativemanagementstyleThiswaswiththeManagementAssociationtheAlexanderGroup,ahumanconsultingThedeficitcontinuestohaveprofoundimpactcultureandmobilizationofandperformance.ArecentbyAonConsulting,thetoAlexanderConsultingsurveyedworkplace2000Canadianand47%sampletheyrecommendtheiras"onebestplacestoincommunity,"andwouldwiththeircurrentifofferedthem"ajobwithpay."Theaskingidentifiedresultof54%identifiedthefivefactorsaffectjobsatisfactioninCanada,orderofwork-lifeopportunitiesforpersonalcompanysatisfiescustomers'needscompetitivewitharekeepingwithjobsAtthestudyOECDforEconomicCanadabehindandSpaininInthisthethinkingstrategicperspectiveatworld-classWorldForumrankingsofoperationsandstrategies,anationalis15th,firstandGermanyaresponsetothesefuture–studentsintheatWilfridLaurierUniversityandprogramUniversityofGuelphbeentaughtresearchhowthinkingcanincreaseordecreaseperformanceThestudent1999)studiedtheorganizationallevel.Thesevision,motive,leadership,andperformance.Thesurveytheimportanceoftobuildpeopleandperformance.Thedrawsonthemilitaryofknowledgestrategicbuiltaroundfunctionalprepareanalysesasaofseniorleadershipdecisionsmajormodelcompetenceknowledgeleader-managerpartofaandbehaviourthroughoutorganization.Thevalueofcomesharnessinghumanwhereverknowledgecreationorstrategicisinthechallengeistoincreasethequotient‖ofthehumanofassumethatitisdomainofsenioramilitarycultureoncommandandcontrol,itwillstrategiclearningprocesstomanageleadershipparadigmshift.3

PARTASOCRATICDIALOGUEDalla(1998)arguesthatleadershipbecomingdefiningissueourtime.Theethicalimperativeforinthemodernofficercorpstotrust,integrityandconfidenceforwithinternalThelessonsofAfghanistan,andIraqhavetheofficerimportanceofmanaginginformationrelationshipsbetweentheandstakeholderscreateoftherelationshipoftheandthetoconstituencythatsupportsamilitaryfoundedsharedThemilitaryincreasinglyinvolvedoperationswithalliedforcesandtheandunittodevelopleadershipthesituationalcontext.Leadership’sfirstcommandmentistoThyself.‖TheancientGreeksreferredthisconceptthefoundationofalltoself-developmentasaofexcellences‖–evidentinevidentinself-controlevidentincapability.ThesethreefactorscreateauthoritativeInisitself.leadersfaceproblems,incomplexity,compartmentalizedoflife.Militaryneedtheyalsowisdom,whichistheabilitytomakethetransferknowledgemaketheit.hasimplicationsfordevelopmentthatbothtacitandlearning,thatofitbetaughtGeneralwholed40,000menwomenintheU.S.intheemphasisespivotalofinshapingtheleadershipequationinaPersonalpresenceinisvitalattributeinastatesthatarenotonlyshapedenvironment;activeinremakingenvironmentinInwordsleaderscreatelearningorganizationstheexercisecultivationofofleadertherefore,ispersonalorganizational.Thiscanbeachievedandsystemicorganizationaldevelopment.Themilitarydevelopedfunctionalexpertisesuchasarebecausenotisolation.Self-developinginspirewithasenseofrequiresnewtrainingleadershipfads.Socraticofleadershiprequiresexamineallitshumanaspects.Leadershipservescreatethemoralforhumanactivity.leadershipmoralactivity.soleadershipotherbrutalofitmustexerciseitselfinhumilitytounderstandinthepursuitofgoal.Grob(1984)suggestsleaderswithoutthiswillfindthemselvesintheserviceofideascauses,andagentsofinbehalf.Nonourishedbyawellspringofcriticalprocessatitscentre,leadershipupbecomes,theofpoweronofseeroleleadershipasandimportanceknowledgetransferwithinlearning4

Indialogicalinteractions,whatleadersfromisthetheformeracriticalperspectiveinthelatter.teacher-leader,forexamplecaneducate(literally,educere:out)onlyashebetterfollowerinfiniteofthetaskofimpartingtruth.InlearningorganizationintoTheessenceof(literally,inperspectives,allowsfor–indeedpromotes-movementoffollowersintoLeadersdonotsimplybyunilateraldirectives.Insteadalwaysinvolvesandcollaboration.activitiesonlyinathatfoundedcorevaluesoftrust,integrityandPARTTHREE:IMPLEMENTINGALUES-BASEDLEADERSHIPPERFORMNACETheNewLeadershipTheemergingofleadershipisofaleader-managerwhopractitioneroforganizational"visionary,"theorwhocapturessubtletiesofcontext.Theandusesmultipleintelligencestopragmatist,maker,anddoer;aleader,intoprocessoforganizationalsuccess.TheNewContextTapscott(1993)paradigmshiftsthatimpactbusinessandtheneedfortodevelopintellectualacapabilitytocompete.ThesearebusinessandgeopoliticalseconderarequiresleadershipthatknowledgetechnologytosustainAmericanorganizationshavebeeninrealizingthattheintellectualcapitalofthecancreatevalue.Cox's(1993)surveyof250companiesidentifiedthatofcompaniesalignedthiswithstrategiccapabilityThehadalignedstrategicthinking66%minimumsalesfromnewmarkets.TheVBLProcessforCompetencyModellingForourpurposeshere,wedefineasdiscreet,measurable,observable,andattainablethatleadtoorganizationaleffectiveness,needtolinkedgoals.However,yearsofexperiencecreatingacompetencymodelwithoutfirstidentifyingtheinstitution’sculturalwillfartochanceandminimizetheofcreatingasustainablemodel.beverydependent.Aculturerequiresmultidisciplinaryto(DeMarco,Edgarin1990:areincreasinglybeingstudiedwithexplicitlyinterdisciplinaryinBylookingacrossfields,oneconnectionsthatneedtomadeexplicit.‖Fieldsofstudy&sociology,politicalscience,business,arts,anthropologyareintegratedintotheVBLCultureModeland5

Audit.ThemodelbelowdefinescultureassumtheValues,Folklore,andHistorythat,takentogether,makeupuniqueidentityofsocietyatagivenpointintime‖.VBLModelAttheCulturecircumplex(Wiggins&Trobst,Folklore,History.theminthefollowing•Values:Theuniqueblendperceivedbeliefs,needs,attitudesthatliveinthemembersofsociety.•History:people,events,andinstitutionsthatcollectivelyimpactasociety’suniqueidentity.•Folklore:ofknowledgeconcerningthesocietystandsfor,handeddownnextinoralandwrittentraditions,andlivesthesocietyheroes,andThisaquarterofresearch.Cultureaudits,builtonthisinprocessesinoverfiftymajorcompanies/institutionsglobally(DeMarco,Itbuildstheuniquenessofandofindividuals,aswellascharacterizingcultureasboth‖and‖.simultaneouslyengagesleaders,withaneyebuildingsustainableVBLframeworkbeginswithaWecallthistheAudit‖.TheCultureAuditoftrueItcontextforbuildingacompetencymodel.IttruecorevaluesofanareinthehereandItalsothevaluesinofThisisaboththeofandthinkingofmultiplemostCultureAuditbuildssupportforbehaviourInourtheauditisamajordifferentiatormodelingIttheofsuccesstomodelingTwo:/IQ/theCharacterofLeadershipLeadership©Values-BasedFramework=ROIIQ=ROIEQ=ROIVISION,MISSION,VALUESCHARACTERCOMPETENCY6

Competence=LeadershipCompetencyWHATDOTHEYSAY?SocialCompetenceLeadershipWHATDOTHEYGAPWhathasalsobeenprocessintegratelearningstrategyacrossantoareidentifiedinas:EQ(leadershipcharacter),IQquotientSQintelligence(leadershipcapability)tobuildreferencecanmeanthree—onintegrityinreturnonintelligenceinknowledge;returninvestmentinmanagingactivitiesimplementation.appliedlearningframeworkeffectivelyinleader-coachingintheMAinLeadershipProgramattheUniversityofThisprocesshasenabledtheofcommunitiesofbestpracticeapplicationlearningsystems.withanEQofacompany,initspresentstate.Coupledwithculturewithinsightintomeaningandpotentialfororganizationalleadershipwecompetencies,andknowledgetransfer(IQ).AllofactionsanintegratedsystemsthinkingtooptimalperformanceThree:–Leadershipusestechnologyconnectleadership,learning,performanceinitiativesacrosstheorganizationlevelstostrengthenThecombinedknowledgeofthecultureleadtosavings,responsiveness,profitability.three-stepProcesslinksEQ,IQ,ROI.inmind,musclenormforpeopleandperformance.Suchavisionofleadershipbuildswealth,well-being.AMajorLeadershipgreatenablerindevelopingself-masteryintegratingthinking,knowledge,ROI.Toleadershipacrossorganization,we7

LeadershipToolcalled"A.I.MTOW.I.N."2001)TheLeadershipSurveyToolthementalmeasurecompetency.theorganizingofGreektemple,ittovisualofcompetencyacrossanyorganization.visualimageallwhenwetheatDelphiwasinscribedthecommandmentofleadership:thyself‖.TheroofthearchetypalbuildingrepresentstheTherepresentcompetencies.representsthevision,missionvaluesoftheorganization,allintegralpartsofinstitution’sculture.A.I.MTOW.I.NinAction:Alignment=ofvision,mission,andstrategyThevisionofformerCEO,Matthewbuilta$50millionforLearningbankitintonext(1996)paniesclearlyandaachieveperformance.ExamplesincludeHewlettPackard's"HPway"guidesoftheProctor&and,more1969)hasgrowthwithoncorevaluestobuildperformance.Integration=ofmissioncorepurposeThe3M(foundedengineerstheirideas.3Mspends$1eachresearchanddevelopment.OurresearchidentifiedAla25Frosstveteran,whoathatallowstooverlayinnovationintoimproveit."innovationarethe"MerckFrosstwayofleadershipHewlettPackard'sCEOemphasizeshow"HPWay"theofWay‖aculturespecificcompetencymodel.(1993)8

fromtheworldandreceptivityandareessentialforgrowth.OureconomicloyaltyAmericanbusinessestimatedtobebetween$60andCompaniesthatcodifiedashareethica10.2%growthinsinceor1.5timestheoffortheTheU.S.in1988was11.7intheofcompaniesgreater.TotallearningeffortexcellentexampleofworkingtowardaeffortForcesvalues-basedframeworkintegrityandarethethecoreofamilitaryethos.Thisethosiswell-beingandcommitmentandadaptabilityinternalintegration.effortalignpeople,andstrategytheleaderdevelopstocommunications,changeandcapability.ItessentialwhenoffthattheyareobligatedrideandcompletechangeJohnsonHarpersuggestleadershiptriplevision.aofselfsometimeshurts.aofanddeliveringonvision.avision.thevisionatunittothestrengthsofWorkingWisdom=inmentoringTheCenterQualityoftheWorkforcestudiedthan3000arelationshipinandproductivity.investinganinequipmentgaveaa3.4%gain.Trainingcostshavefivetimesitcosttonewin1985,$10,000Danieltheopinionscholarwho9

ofreorganizationusedbytopstates:"Mostmanagementdon'thaveasfirmhandtheofrestructuringonandleadershipOurresearchBryanTorchEnergyInc.,Houston,Texas,intheoilindustry,recentlyimportanceofleadershipinbusiness.AccordingtoleadershipbutleadershipishollowInview,leadershipinnovation,talenttheorganization.whathavehadformoremanagedsystemofthinkingbycommittee.BennisbelievesleadersthatwhiletoIt'sanattitudeattheheartofNetworking=JackWelch,anexponentofvisionarythinking,saysit'stimetobeyondtrainingarethinkingofhowworks.JimformerlyacolonelintheArmyDelta,threethingseveryorganizationheinvolvedwith:"Asinceredesireinbrotherlyway,anabilitytospiritualintheirwork,abilitydophysicalseemthreateningpointless.However,ifbuildingforparadigmbytreatingwithdignityvaluingintegrityinarecorethatembeddedincurriculumTheLeadershipSurveyprovideanseniormanagementstartthedialoguetheguidingacrosstheentiretobuildWestartedourtofindouthowbestcompaniesleadtobuildperformance.TheyarestillaWeneedtodevelopthetobuildpeople,pride,willwork,andwell-being.Thealternative,(1999)states,businessmovingatspeedofthought.TheseseekprovideappliedframeworkcreatevisionandaforonReturnonInvestment–3foreducationrevitalizethein10

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