seven transformations of leadership test

Achievers are the mid-point of leadership from a performance perspective. As a result, interviewers often ask questions that test for leadership skills when applicants seek positions such as supervisor, manager and executive. We felt we could do anything, pull off everything, write our own rules. By Jennifer Khumalo on October 20, 2016 in thought leadership. But as managers, they can be problematic because they are so completely sure they are right.

These action logics, in order of business performance are as follows: Opportunist, Diplomat, Expert, Achiever, Individualist, Strategist, Alchemist. After the exercise, several managers, whose Individualist and Strategist capabilities had not been fully understood by the company, were appreciated and engaged differently in their roles.

Sharon (not her real name) had been asked to set up an offshore shared service function in the Czech Republic in order to provide IT support to two separate and internally competitive divisions operating there.

Through an extensive search process, we found six Alchemists who were willing to participate in an up-close study of their daily actions. Our key to transforming anything lies in our ability to reframe it. By contrast, only two of the other five CEOs succeeded in transforming their organizations—despite help from consultants, who themselves profiled as Strategists.Strategists are fascinated with three distinct levels of social interplay: personal relationships, organizational relations, and national and international developments. Most senior manager teams operate at the Achiever action logic—they prefer unambiguous targets and deadlines, and working with clear strategies, tactics, and plans, often against tight deadlines. Experts are in the lower middle section of effectiveness. This group favored the Strategist perspective (and the founder of the group was profiled as an Alchemist), which in the end helped Jenny’s development. At one project meeting, a lab manager—a decided Achiever—slammed her coffee cup on the table and exclaimed, “I know we can get 18 features into this, but the customers want delivery some time this century, and the main eight features will do.” “Philistine!” snorted one engineer, an Expert. Their constant firefighting, their style of self-aggrandizement, and their frequent rule breaking is the antithesis of the kind of leader people want to work with for the long term. In their work, Rooke and Torbert detail seven different action logics: These logics are progressive. Jenny, as we saw, was drawn to and benefited hugely from her Strategist peer group as well as from a mentor who exhibited the Alchemist action logic. Consider Joan Bavaria, a CEO who, back in 1985, measured as a Strategist. At the same time, I’ve had to pick up a number of pieces after you that I shouldn’t have had to. Out of these cookies, the cookies that are categorized as necessary are stored on your browser as they are essential for the working of basic functionalities of the website. The earlier logics result in the lowest business performance, and the later ones in the highest business performance. Does this seem like a good use of our time, or do you have a different perspective on the issue?”Note that the consultant in the CEO’s role offers clear praise, a clear description of a limitation, a proposed path forward, and an inquiry that empowers the CEO (playing Sharon) to reframe the dilemma if he wishes.

People wondered whether this was a new dress code. However, they were not in a constant rush—nor did they devote hours on end to a single activity. Rooke and Torbert, in their article “Seven Transformations of Leadership” lay out a 7-tiered model of leadership development. Yet few boards and CEOs appreciate how valuable this time investment can be, and it is all too easily sacrificed in the face of short-term objectives, which can seem more pressing to leaders whose action logics are less developed.Let’s go back to the case of Sharon, the Individualist we described earlier whose Achiever CEO wasn’t able to manage her.
Achievers are the second most common leadership cohort, comprising 30% of leaders. Here, vice presidents see themselves as chiefs and their “teams” as an information-reporting formality.

While not useful in all situations, the collaborative tendencies of diplomats make them adept and helpful at bringing people together. The Strategists succeeded in generating one or more organizational transformations over a four-year period; their companies’ profitability, market share, and reputation all improved. Diplomats provide social glue to their colleagues and ensure that attention is paid to the needs of others, which is probably why the great majority of Diplomats work at the most junior rungs of management, in jobs such as frontline supervisor, customer service representative, or nurse practitioner. Academia.edu is a platform for academics to share research papers. Their approach to the outside world is largely determined by their perception of control—in other words, how they will react to an event depends primarily on whether or not they think they can direct the outcome. For the first time, he understood the dance between engineers trying to perfect the technology and managers trying to deliver on budget and on schedule.Changes to a manager’s work practices and environment can also facilitate transformation. Indeed, research into 497 managers in different industries showed that 80% of all Diplomats were at junior levels.

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