DISCUSSION: The Diamond Model of Leadership is the frame for the GDD's leadership picture because it presents a flexible model for effective leadership.
Compare the Diamond model with two other leadership models and explain how the Diamond model fits the GDD leader the best. Support your reasoning with the course readings.
After such an intense discussion of leadership models in week one you must be asking yourself why now are we hearing about the Diamond Model of Leadership if this is GDD's model? Well, the truth is no one leadership model works well for all people or situations. GDD favors this model for its working framework. Its use does not preclude the use of other models that may be complementary to you or GDD. The reason that the Diamond Theory is good for GDD is that it is flexible and it emphasizes people, situations, and strategies. The model combines many of the major precepts of the leadership theories while being applicable to leaders at all levels of an organization. The model is practical as well as theoretical. Set up like a diamond, Clawson's model shows how a leader interfaces with tasks, others and the organization to lead a group or company toward effective completion of the vision.
In the weeks to come we will exam the various aspects of the elements of effective leadership detailed in the model, but for now let us review the journey that an effective leader takes to accomplish the vision.
It is important to start not with the diamond itself, but with the backdrop upon which it sits: the business environment. As we surmised in our discussion of the evolution of leadership theories, an effective leader is a product of the business landscape in which they exist; what worked in the 20th century leader will not necessarily work in the 21st century. Today's business environment is characterized by fast-past change, technological disruption, and the development of human resources. Hence, the effective leader must master these factors if they are going to be successful.
Clawson (2009) suggested that the way to control the environmental factors for any business is to interface one\self, the tasks, the organization and others. Weave these factors well and effective leadership will produce results. The interface works as follows.
An effective leader starts with self. The SELF in the diamond model refers to the personal soft skills an individual possesses. The way we think, our approach, our personality, the way we walk, dress or speak all contribute to how well we lead others. Understanding one's personal characteristics suggests to others that the journey toward a vision is worth the ride. However, personal leadership skills are not enough. A leader must also know what needs to be done to accomplish the vision.
The TASK in the model represents possible topics and projects that must be completed to accomplish a leader's vision. An effective leader identifies the tasks by deciding where they wish to place their time, talent, and energy as well as that of others within the organization. The axis line that connects Self with Task is the "strategic thinking process" that a leader uses to create objectives that others will want to complete. If a leader has created a "story" or direction of where the group is going, then the northeast axis has been "formed". If a leader fails to complete the formation of the quadrant, then there is no story to tell and therefore nowhere to lead others.
Once a leader has the direction of the "story" he must look to OTHERS. How can I "sell" my story to others to get the tasks done? Just as we have looked at our own personal characteristics, it is equally important to look at those with whom we must relate to accomplish the tasks. Each of these people has a style, a way of thinking; an attitude. Remember our attitude chart - how well we as leaders chose to know these people will govern our relationship with them. The Others does not just contain employees. It also includes stakeholders.
Okay, we have our self-description, we have our "story", we could sell the story to others, but things are not set yet. Leadership is not over. We now must journey to the Southern part of the quadrant to visit the ORGANIZATION. The best of strategic plans and leaders can die in the organization. The Organization circle represents all the processes and systems a business may possess. The hiring system, the processes and the information systems are just a few examples. This aspect also includes the culture or atmosphere of an organization which Clawson notes will "eat strategy for breakfast". The north-south axis line represents the leader's ability to design organizations that facilitate the implementation of the "strategic story" effectively.
The southwest axis represents the relationship between members of the organization and the organization itself. Just how committed is an employee to the organization? The level of commitment of an employee is comprised of how well the employee is attached to others and the work of the organization. To some, the commitment goes as far as the paycheck to others it is everything. The more the leader can create commitment among others the greater the chance the tasks will be completed and completed well.
Finally, at the end of the journey if all the circles have been visited successfully the leader will see RESULTS. They can be intangible like the business reputation or concrete like customer satisfaction and retention.
Read:
The Four Wheel Drive Diamond in the Rough Model
Morrison, J. L. (2010, Aug 7). Book review, The three levels of leadership. Journal of Education for Business, p. 62-64. Retrieved from EBSCO database.
References:
Clawson, J. G. (2009). Level three leadership: Getting below the surface (4th ed.). Upper Saddle, NJ: Pearson Education.