The Competing Values Framework, created by Quinn and Rohrbaugh, used by many prestigious universities and corporations, is also the framework for the Kelley Partnership for Leadership Development program. What makes this model unique is that it connects the dots of leadership, culture, and organizational performance—it looks at individual leadership behaviors and how those behaviors produce specific organizational cultures and competencies, and how those organizational competencies produce specific organizational value.
The model looks at two positive tensions—the tension between flexibility and stability, and the tension between the internally facing organization/person and the externally facing organization/person. These tensions are categorized into four quadrants: Create, Collaborate, Control, and Compete.
Quinn has used the competing values framework of organizational effectiveness to organize literature on leadership. Eight categories of leader behaviors or roles emerge from his research: Mentor, Facilitator, Innovator, Broker, Monitor, Coordinator, Producer, and Director. Effective leaders have the ability to play multiple, and even competing, leadership roles.
As a result of this session, KPLD participants will:
- Become familiar with the Quinn Competing Values Framework and the eight leader behaviors
- Assess their current leadership competencies and identify gaps
- Develop an individual plan for enhancing their leadership skills and behaviors
- Identify where they can contribute to their overall organizational effectiveness
Operational Excellence can be a powerful tool for the business leader. Understood and used appropriately it can unite and transform all areas of the business. OpEx must be understood as a tool for advancing the business, serving the customer and developing employees--it is all about enhancing the company's capacity to produce and sustain the results that really matter. In this course we are going to look at process improvement, project and program management, emerging technologies and innovation that supports Operations, Service and Supply Chain Excellence. Participants will apply this learning to their own real-world challenges.
As a result of this session, KPLD participants will:
- Understand the purpose and process of operational excellence with a focus on Operations, Service and Supply Chain Management
- Learn to identify and remove waste and variability through lean transformation
- Learn the principles of project management: how to initiate, plan, executive, control, and close projects for success
- Understand how innovation and emerging technologies are impacting operational excellence
Coaching is the process, both art and science, of facilitating experiential learning that results in future-oriented abilities. A coach continually works on developmental aspects of individual growth by providing a challenging yet supportive environment in which each person can learn how they specifically show up as leaders.
While many organizational leaders work with external coaches, we believe coaching is an important skill set for any organizational leader – yet often one of the most underdeveloped and misunderstood. Many mangers mistake advice or skill training as developmental coaching. While those are important and necessary skills, they are not sufficient for organizational growth.
As a result of this session, KPLD participants will:
- Understand what is developmental coaching and why it is such a powerful management tool
- Learn how to use developmental coaching to improve your relationships with your team—and help them develop as leaders
- Learn about the “advice trap” that keeps so many leaders from truly developing their talent, and why coaching can help overcome this barrier