January 20, 2004
Vol. 1, No. 2
Published Weekly on Mondays
By Leadership University
Musings from a passionate leader who
The topic for this particular journal is
particularly important to me and I thank those powers at be for
allowing me the space to express that passion.
There are so many things I could say,
however I want to select 2 or three ideas that for me have been
pivotal in my own leadership and may have interest and
applicability for you as a reader, leaders and/or coach.
The first point I’d like to make is the
link between organizational effectiveness and executive coaching
Back in 1985, Fred Luthans and Robert
Krietner wrote a small manual called Organizational Behavior
Modification and Beyond. Tucked away in that manual was a
diagram that I’ve adapted using my own words at
What you’ll see there is that leadership
and management as well as organizational effectiveness is
differentiated and then re-integrated thanks to the insights
provided by Luthans and Krietner through power, accountability,
authority and responsibility or what we call PAAR. The golf
metaphor applies efficiently.
The gist of this model is that there are
more than one level of leadership and if you don’t understand
the role of each in organizational effectiveness, then you’ll
suboptimize the efficiency of the system. Employees who have
power, accountability, authority and responsibility for their
own behavior are coupled with management who has power,
accountability, authority and responsibility over the behavioral
products of employees to formulate desired outcomes and leaders
who engage employees, management, customers and stakeholders
with power, accountability, authority and responsibility bring
about a bottom-up emergence of effectiveness throughout the
system. You’ll hear a lot about emergence and bottom-up over
the next few years as more and more leadership understanding the
power of self-organizing leadership and emergence.
In the second point, I’d like to help you
see that the person, their behavior, the
environment/organization they behave in a context with, as well
as how all three relate to results drives/emerges organizational
effectiveness. What’s also interesting is that you can map the
six factors of climate* discussed in the HBR 2000 article
Leadership That Gets Results written by Daniel Goleman right
onto the vertices created by the flows of these components! It
becomes clear that not only are organizational effectiveness,
emotional intelligence, leadership and results intertwined, but
that executive coaching in organizations is both simple and
of climate put forward by Goleman/HayGroup:
I’ve provided you with an opportunity to
view the diagram I’ve put together at
www.leadu.com/results in order to see how organizational
climate can be mapped in an integral fashion against personal
and organizational effectiveness using Ken Wilber’s constructs
of individual and collective interior/exterior.
For the third point, I’d like to share with
you a taxonomy I’ve used over the years to explain to people how
executive work can be mapped against the organizational
effectiveness and leadership roles that face the executive.
This taxonomy shown at
www.leadu.com/taxonomy reveals the tremendous complexity
that is simple. In other words, simplicity on the other side of
complexity requires us to examine 5 essential elements of
organizational effectiveness through a spiral lens.
Those elements stem from information I’ve
augmented from Don Beck’s work at Spiral Dynamics Integral [http://www.spiraldynamics.net]
with some additional pieces to help you understand that we have
to consider the interplay between: content, context,
conditions, codes and culture in every executive decision to
enhance optimization. While nature via nurture is critical
tension to consider [Matt Ridley, 2003], we have to bring about
a consilience of rather complex interrelationships to get to the
other side of complexity, where things become more simple.
Sub-Optimizing organizational effectiveness
becomes easy to do when we fail to embrace the paradoxical, yet
integral world of differentiated elements in executive coaching
and leadership. It is impossible to separate the leader from
the organization and the behavior and behavioral products of
that organization from results. Over the years, we’ve seen
people try to take separate approaches in a variety of ethical
and non-ethical means and in either case, we’ve ended up with
disaster as evidenced by non-ehtical scandals like Enron and
WorldCom and then flat ethical failures like the dot.coms.
In summary I’d like to draw a conclusion
and at the same time provide a warning to those of you who try
to oversimplify the role of the executive leader in
organizational effectiveness. It’s really quite simple.
Differentiate, then integrate, but never separate.