In April 2014, I was invited to speak at a conference about becoming an accidental leader, when you find yourself leading because it has to be done rather than by design or agreement. In preparing for the talk, I considered all the ways we can show leadership, and what that could look like. As the structure of the talk developed, it became clear that I was talking about patterns of leadership, and this evolved into a framework of capabilities and levels. There was a fair amount of interest in this at the conference, and subsequently online, so I committed to writing a series of articles that explored these capabilities.
Note: this is intended as a collaborative discussion, to continue the development of these patterns into an open resource available to everybody and contributed by anybody.
A framework for leadership capabilities
- People and skills
- Process and tools
- Culture and behaviour
- Purpose and service
- Politics and alignment
Each of these pairings deal with different areas in which there are opportunities to show leadership. The links will take you through a short series of articles on each pairing, describing some of my experiences in each area, what those guiding me suggested, and what I have discovered on the way.
Levels of leadership capability
The levels correspond to increasing capabilities in leadership rather than a sequence or path in which they might be learned or experienced.
- task-focus, people-centric, competence
- project-focus, process-centric, leading
- organisation-focus, strategic, proactive
- culture-focus, behavioural, managed
- connectivity-focus, power-centric, aligned
I would love people to engage with this and contribute to developing this further.