Leadership – MODELS

Choo Sense making model

• Sensemaking is the process by which people
give meaning to experience.
• The concept of sensemaking was first used to
focus attention on framing experienced
situations as meaningful.
• Linking Choo (1998) model it can be asserted
that the “successful leaders” are those who
use information strategically on the basis of,
namely, (a) sense making, (b) knowledge
creation and (c) decision making.
• These three highly interconnected processes
play a strategic role in creating CA for a
company
 (a) sense making
• Sense making in organizations consists of four
integrated (connected) processes:
– Ecological change,
– Enactment
– Selection
– Retention
 Sense making,
• The internal changes of the organization that a leader
decides to make are largely pushed by external factors
(Ecological change) The organizations try to adapt and
continue to prosper in an ever changing environment
BY (enacting) through activities of seeking and
interpretation of relevant information enabling it (the
organization) to understand changes
(selection/retention)

• In a more simpler form we can say the sense making is

a process in which due to ecological changes
organizations act in a certain way so that they can
survive in the changing environment, the behavior or
the decision which is most significant for the survival of
the organization is selected and retained.
 (b) Knowledge creation
• Knowledge creating may be viewed as the
transformation of personal knowledge between
individuals through dialogue, sharing, and
storytelling in order to generate new knowledge
• The new knowledge generated, in its turn, allows
the organization to develop new abilities and
capabilities.
• Knowledge creation widens the leader’s
spectrum of potential choices in decision making
by providing new knowledge and new
competencies
 (c)Decision making
• Third component of Choo’s (1998) model.

• The organization must choose the best option

among those that are possible and presented and
pursue it based on the organization’s strategy.

• Decision making process in organizations is

constrained by the bounded rationality principle
and GCM
Bounded rationality principle.
• According to Choo (1998)
(i) the leaders decision making process is driven by the
search for alternatives that are satisfactory or good
enough, rather than seeking for the optimal solution;
(ii) the choice of one single alternative implies in giving
up the remaining ones and due to emergence of trade-
offs or costs of opportunity.

This implies that leaders rational choices are not open

yet they are dependent which bounds him to settle for
good rather than the best

Resources ma rakh ka rational decision lena.

• The garbage can model doesn’t see the decision-
making process of a leader as a sequence of steps
that begins with a problem and ends with a
solution.
• Instead, decisions are the outcome of independent
streams of events within an organization.
• These independent streams are problem points,
potential solutions, participants and choice
opportunities. The organization is a ‘garbage can’
where these streams are shaken up to take a
decision
THE EUROPEAN FOUNDATION FOR
QUALITY MANAGEMENT (EFQM)
MODEL
 EFQM model
• The EFQM model looks at the way in which
leader attains the goal of an organization.
• EFQM Foundation was formed to recognize and
promote sustainable success and to provide
guidance to those seeking to achieve it. This is
realised through a set of three integrated
components which comprise the EFQM
Excellence Model :
– The Fundamental Concepts of Excellence
– The Model Criteria
– The RADAR Logic
 a) The Fundamental Concepts of Excellence

• The Fundamental Concepts of Excellence outline the

foundation for achieving sustainable excellence in any
organisation.
• They can be used as the basis to describe the attributes of
an excellent organisational culture.
• The eight Concepts have been identified through a rigorous
process that included benchmarking globally, searching
extensively for emerging management trends and, last but
not least, a series of interviews with senior executives from
a cross-section of industries operating across country.
• Each of the Concepts is important in its own right but
maximum benefit is achieved when an organisation can
integrate them all into its culture.
 The Model Criteria

• The beauty of the Model is that it can be applied

by the leader to any organisation, regardless of
size, sector or maturity.
• The EFQM Excellence Model is based on nine
criteria. Five of these are "Enablers" and four are
"Results".
• The "Enabler" criteria cover what an organisation
does and how it does it.
• The "Results" criteria cover what an organisation
achieves.
• The Enabler criteria are concerned with how
the organisation conducts itself, how it
manages its staff and resources, how it plans
its strategy and how it reviews and monitors
key processes. They are:
• The organisation’s Results are what it
achieves. These encompass the level of
satisfaction among the organisation’s
employees and customers, its impact on the
wider community and key performance
indicators. They are:
• The arrows emphasise the dynamic nature of
the Model, showing learning, creativity and
innovation helping to improve the Enablers
that in turn lead to improved Results.
 RADAR LOGIC
The RADAR logic is a dynamic assessment framework and powerful
management tool that provides the leader with a structured approach to
question the performance of an organisation.

At the highest level, RADAR logic states that an organisation needs to:

• Determine the Results

– What are we trying to achieve?
• Plan and develop an integrated set of Approaches
– How do we try to achieve this?
• Deploy the approaches in a systematic way to ensure implementation
– How / Where / When was this implemented?
• Assess and Refine the deployed approached based on monitoring and
analysis of the results achieved and ongoing learning activities.
– whether it is working?
– What have we learned and what improvements can be made?
 What is an Inukshuk?

• The mysterious
stone figures
known as inuksuit.

Inukshuk, the singular

of inuksuit, means "in
the likeness of a
human“.
• The traditional meaning of the inukshuk is
"Someone was here" or "You are on the right
path.“
• The Inuit make inuksuit in different forms for a
variety of purposes: as navigation or directional
aids, to mark a place of respect or memorial for a
beloved person, or to indicate migration routes or
places where fish can be found.
• Inuit (Canadian) tradition forbids the destruction
of inuksuit.
 Inukshuk KM model
• The Inukshuk model (Girard, 2005) was developed to
help Canadian government departments to better
manage themselves.
• The name Inukshuk is derived from the human-
shaped figures built by piling stones on one another
by the Inuit in the northern part of Canada to serve as
navigational aids.
• There were three main reasons for choosing this
symbol :
– It’s well recognized in Canada.
– It emphasizes the key role played by people in organization.
– All inukshuk are similar they are not identical, reflecting
the variations being implemented in organizations.
 Inukshuk model
• Inukshuk model comprises of five elements.
– technology,
– leadership,
– Culture
– measurement,
– process.
1. Technology is a tool to collect, share and create new information among
group members.
2. Leadership focuses on the task of a leader to guide, encourage and direct
group members take actions in achieving organisational missions and
goals.
3. Culture is about developing beliefs that would encourage individuals in
the organisations.
4. Process refers to conversion of leaders and employees knowledge, from
tacit to explicit and conversely.
5. Measurement is an element to determine whether leader has achieved
its goals and mission in organisations.
Leadership styles
• Psychologists and management gurus have
identified many leadership styles
• While some leaders stick to one particular
style of leadership, others tailor their styles
according to what the situation demands.
 Six leadership styles
• Transformational Leadership
• Pace Setter Leadership
• Laissez-Faire Leadership
• Coaching Leadership
• Authoritative Leadership
• Charismatic Leadership
 Transformational Leadership
• Examples: Mark Zuckerberg (CEO, Facebook)
Key Phrase: “I can do it better”
• These leaders know that transformation is what is
going to make their company succeed within a
given industry.
• They challenge the status quo by introducing a
new way of doing something.
• Be it a new way to consume music or to connect
with people online, these leaders are innovators
in every sense of the word.
• Strengths:
1. Finds a better way of doing something
2. Can spot what is not working more easily
than any other leaders
3. Can cater to niche markets
Weakness:
1. Can put people off with the amount of risk
involved, as they sometimes challenge market
leaders
2. Can conflict with people who resist change
 Pace Setter Leadership
• Examples: Elon Musk (CEO, Tesla), Jeff Bezos (CEO,
Amazon), Bill Gates (Former CEO, Microsoft)
Key Phrase: “Let’s dream big and set standards”
• These leaders set the pace for their own company and
others in the industry to follow.
• The example of how Elon Musk opened up Tesla’s
patents and set standards for the future automobile
industry to follow is a perfect example of a Pace Setter.
• Other automobile companies will likely need to match
Musk’s actions to keep pace with Tesla.
• Strengths:
1. True visionaries can revolutionize an industry
and cater to future markets
2. Will be “two steps” ahead of their competitors
3. Will lead by example and empower people
with their own deep-seated values
• Weaknesses:
1. Can be outdone by other transformational
leaders
2. Staff can get easily burnout by trying to keep
pace
 Laissez-Faire Leadership
• Examples: Warren Buffet (Business Magnate and
Investor), Richard Branson (Founder, Virgin Group)
Key Phrase: “I’ll give you the tools and autonomy to
execute”
• Think “hands-off” when you talk about laissez-faire
style of leadership.
• Leaders delegate responsibility for the accomplishment
of work objectives and hand over decision-making
power to their employees.
• They do however provide general direction and the
tools for goal achievement.
• “A business has to be involving, it has to be fun, and it
has to exercise your creative instincts,” is Richard
Branson’s quote that is often used to highlight his
laissez-faire leadership style.
• Strengths:
1. Enables employees to have creative freedom and
approach their task autonomy
2. Great for creating future leaders
3. Delegation of tasks results in better use of time for the
leader
4. Successors are naturally created
Weakness:
1. Employees or team members who need more direction
can be at a loss
2. Productivity can suffer if the leader fails to infuse a
strong sense of accountability among his/her staff
3. Each employee or team member needs to have high
levels of self-motivation to work under this leadership style
 Coaching Leadership
• Examples: Nick Bollettieri (American Tennis coach
to grand slam winners like Andre Agassi, The
Williams Sisters, Maria Sharapova and more),
• Key Phrase: “Let me teach you how its done”
• This style of leadership focuses on the strengths
and weaknesses of individual team members or
employees.
• This type of leader coaches a person to realize his
or her potential and in the process achieves the
identified goals.
• Strengths:
1. Knowledge transfer takes place gradually
2. Great for creating successors
3. Creates feelings of empowerment and
motivation amongst team
Weaknesses:
1. Might discourage independent work among
staff, while dependencies on the leader can
increase
2. Does not work with large teams and
organizations
 Authoritative Leadership
• Examples: Alex Ferguson (Former Manchester
United team manager), Margaret Thatcher (Late
U.K. Prime Minister), Jack Welch (Former CEO,
General Electric)
Key Phrase: “I direct, you follow”
• These leaders follow a commanding and hands-
on style of leadership. Authoritative leaders are
known to keep their teams on their toes, while
constantly providing direction and instructions.
• Strengths:
1. Great during crisis situations and at inflection
points
2. Can get work done
Weaknesses:
1. Can choke creativity
2. May limit the creation of future leaders within
an organization
3. Might invoke fear among staff, instead of true
respect
 Charismatic Leadership
• Examples: Barack Obama (U.S. President), Oprah
Winfrey (TV Show Host & Media Proprietor), Bill
Clinton (Former U.S. President), Imran khan
Key Phrase:“Let’s do it together”
• Charismatic leaders is full of charm allowing them
to connect with and mobilize people to achieve
goals. These leaders easily appeal to people and
use their strengths to forge lasting business
relationships.
• Strengths:
1. Can inspire people to act and move towards goals
2. Are seen as more approachable and friendlier than
other leaders
3. Can build strong relationships and also repair
relationships gone sour
Weakness:
1. While charismatic leaders are proven activators, they
sometimes lack follow-through when it comes to
execution
2. May miss out on finer technical and practical details
since they focus more on human relationships
• With rapid changes in work styles and
expectations of the younger workforce entering
the market, the need for more laissez-faire
leaders is on the rise.
• However, the importance of other leadership
styles has not diminished in any way.
• Volatile markets, an ever increasing demand for
better products and a changing workforce mean
leaders now need to more agile and versatile to
assume various leadership styles as needed.