Please enable JavaScript.

Coggle requires JavaScript to display documents.

Oxford leadership program - Coggle Diagram

- - - - Achieving objectives efficiently and effectively
      - Includes financial, social, and cultural outcomes
      - Influenced by strategy, people, and structure
    - - Define vision and strategy
      - Align teams and systems
      - Model behaviours and shape culture
    - - Structural Frame: Leader as architect – focuses on alignment, roles, and processes
      - Human Resources Frame: Leader as coach – empowers and supports people
      - Political Frame: Leader as negotiator – builds coalitions and manages conflict
      - Symbolic Frame: Leader as visionary – creates meaning through stories, symbols, rituals
    - - Effective: Active, independent thinkers
      - Conformist: Active but uncritical
      - Passive: Uncritical and inactive
      - Alienated: Critical but disengaged
      - Pragmatic Survivor: Shifts style based on context
      - LMX Theory: High-quality leader-follower relationships improve performance
    - - Deming Cycle (PDCA): Continuous improvement
      - Balanced Scorecard: Financial, customer, internal process, learning & growth
      - Performance Prism: Focus on stakeholder needs and strategic alignment
  - - - From Heroic (top-down, traits-based) to Post-Heroic (collaborative, development-focused)
      - Leadership now seen as learnable and situational
    - - Authoritarian: Directive, task-focused
      - Participative (Democratic): Involving, consensus-based
      - Delegative (Laissez-faire): Hands-off, for skilled teams
    - - Transactional: Rewards/punishment, contract-based
      - Transformational: Vision-driven, value-based, inspires internal change
      - Traits: Charisma, motivation, intellectual stimulation, individual consideration
    - - Ability – Skills, knowledge
      - Motivation – Engagement, incentives
      - Opportunity – Environment to apply skills
  - - - Leadership must adapt to:
        Organisational lifecycle (growth, crisis, transformation)
        Cultural fit and follower expectations
        
        Misalignment = ineffective leadership
    - - Effective: Builds trust, adapts style, empowers, frames issues correctly
      - Ineffective: Inauthentic, self-focused, poor fit with culture, misdiagnoses needs
    - - Know your strengths and limitations
        Continuously reflect and evolve
        Avoid overusing past strengths in new contexts
- - - - A "realistic, credible, attractive future."
      - Should be:
      - Realistic: Achievable and grounded in reality
      - Credible: Believable and aligned with values
      - Attractive: Inspiring and motivating
    - - Guiding Philosophy:
        
        Core Values: Fundamental beliefs that rarely change
        Core Purpose: Enduring reason for existence
      - Tangible Image:
        
        Mission: Time-bound, clear and audacious goal
        Vivid Description: Emotional, visualised future
    - - Rooted in history and values
      - Forward-looking and ambitious
      - Realistic and idealistic
      - Inspires and engages
      - Guides decision-making and strategy
      - Shared and communicated widely
    - - Vision = Direction and aspiration
        Mission = Concrete objectives and timeframe
  - - - Intrinsic Motivation:
        Driven by internal rewards
        E.g. learning, autonomy, creativity
      - Extrinsic Motivation:
        Driven by external incentives
        E.g. money, recognition, job security
    - - Positional Power: Based on role/hierarchy
      - Personal Power: Based on trust, expertise, character
      - Use of Soft Power is crucial to influence without coercion
    - - Building cognitive and affective trust
      - Navigating cultural differences
      - Fostering collaboration and inclusivity