New Public Leadeship Framework
The Compass Leadership Model based on the seven collective leadership values and underpinning behaviours emerged from an analysis of the interactions between the contexts, mechanisms and outcome configurations of the more conceptual New Public Leadership Framework. Our session focuses primarily on the Compass360 Operational model.
If you wish to learn more about the NPL framework, click on the button below which will give you access to an e-learning activity in which Stephen Brookes narrates the framework
Collective Leadership Compass
The research that underpins the leadership study illustrated that there is a close relationship between seven collective leadership values (that represent the contexts for collective leadership) and the dynamic interaction between the behaviours that underpin them. These seven values and 30 underpinning behaviours are illustrated below.
A collective Leadership Inventory (CLI) was introduced in 2009 the purpose of which was to assess the strengths and areas for development of collective leadership across strategic alliances and partnerships (for example, a partnership that sought to address inequalities in health in a large metropolitan area in the United Kingdom). This research and the underpinning model is fully described in ‘The Selfless Leader’.
The collective leadership compass places behaviours as a high level outcome of shared values. Part of the problem is that the focus of traditional leadership theories has been more about the individual than the collective. The journey starts with the individual but, if most (individual) leaders are indeed fundamentally flawed in some vital respects, is this because they are driven by intrinsic values and motivation? If so, the role of collective leadership is to mitigate those flaws by focusing on shared values.
Based on a review of literature and my experience and research over many more years than I care to remember, a range of case studies are explored against a framework for leadership through 360° intelligent networks, knowledge and skills assisted by a moral and value-laden leadership compass.
Moral Compass
Authentic leadership has become a popular way of exploring individual leadership. The role of positional leadership is critical to the reputation of the organisation. Positional leadership is also associated with power, legitimacy and authenticity. The authenticity of a leader will be determined by the leaders propensity for either selfless or selfish motivations.
Authentic leaders consistently say they find their motivation through understanding their own stories. Their stories enable them to know who they are and to stay focused on their True North.
George et. al (2007: page 8)
A moral compass often tells us through our intuition that something that we are going to do, or something that we are asked to do does not feel right. Have you ever experienced that physiological response where your hair stands up on the back of your neck, your palms become sweaty and your heart is pounding? It is probably because you are involved in some activity that goes against your values.
The Selfless Leader refers to Philip Zimbardo’s classic work in which he asks why some people will commit evil acts? But, it is not as simple as just trying to judge a persons character or demeanour. People will do some awful things because of the context in which they find themselves. This is why both our individual and our shared values are so important.
We can ask questions about their apparent lack of honesty,integrity and selflessness. But, what is really important, is to look at the context in which they are being asked to undertake this action. Pride and ego are often factors!
It is when toxic or dark leadership emerges when a person’s moral compass comes into play. Your moral compass will tell you intuitively that what you are thinking of doing is wrong and you will feel reluctant. Do not underestimate your reluctance and think very carefully about what you are being asked to do. The Old World and New World Leaders often put pressure on their followers to take a particular action but – as Global (Post-Pandemic) World Leaders – we can learn from the worst of history just as much as we can learn from the best of the past. An essential leadership skill for Global World Leaders is that of negotiating. For public leaders it will often be to negotiate the competing interests and values within social dilemmas in seeking to create and demonstrate public value through socially desirable outcomes.
We need to understand that we are all fallible and can make mistakes of judgement and conscience. If you have a moral compass it will help you to learn from your past and improve your future. Moreover, it will give us confidence to genuinely seek feedback and ideas and contributions from those who we lead.
REFLECT on a time when poor (or even dark) leadership emerged. What can you learn from this?
If you have finished reviewing the highlights RETURN TO THE CALLING PAGE and go to the Workshop Introduction