[1.4] Conduct

Where competence describes the ability or potential to take a certain action, or display certain behaviour; that doesn’t mean someone actually does it. There is a bridge to be covered between, ‘being able to’ and actually ‘doing so’. For many this is the hardest gap to address.

In this chapter of the Framework we will discuss the difficulties and variations of the actions. Where the competence chapter discusses the ‘ideal, the ‘text-book-perfect’, this chapter tried to address what happens when you apply it to reality.

Types of Leadership Styles

Kurt Lewin carried out the first major study of leadership styles in 1939

Leadership Style	Official	ㅤ	ㅤ
Attunement	The act of aligning behaviours with the needs of those the leader wishes to influence	Consistent	Adaptive
Interest setting	The act of dealing with the interests of different stakeholders, and deciding which predominates	Sovereign	Servant
Interpersonal Steering	the act of an individual to guide another to move in a certain direction	Supervisory	Facilitative
feedback	the act of providing constructive feedback to either improve the situation or improve the individual	Demanding	Encouraging
Composition	the act of putting together teams, units, organisations , or networks/ecosystems in the optimal way to achieve success	Integrative	Federative
Decision making	the act of safeguarding an effective decision making process and ensuring the implementation of decision taking	Autocratic	Democratic
Goal setting	The act of setting a (strategic) framework or (detailed) blueprint to help achieve the vision/mission	Visionairy	Pragmatic
Problem solving	The act of dealing (or not) with problems (situations that require actions that are not known yet)	Reflective	Pro-active
priority setting	The act of allocating priority to capitalising on existing opportunities or exploring new opportunities	Executive	Entrepreneurial
Purpose setting	The act of determining what is important to the organisation, function, or team	Value	Virtue

Leadership Activity	Leadership Style	Official	Extreme 1	Style 1	Style 2	Extreme 2
Self	ㅤ	ㅤ	ㅤ	ㅤ	ㅤ	ㅤ
ㅤ	ㅤ	ㅤ	ㅤ	ㅤ	ㅤ	ㅤ
Influencing	Attunement	The act of aligning behaviours with the needs of those the leader wishes to influence	ㅤ	ㅤ	Facilitative	ㅤ
ㅤ	Interest setting	The act of dealing with the interests of different stakeholders, and deciding which predominates	ㅤ	ㅤ	ㅤ	ㅤ
ㅤ	Interpersonal Steering	the act of an individual to guide another to move in a certain direction	ㅤ	ㅤ	ㅤ	ㅤ
People	feedback	the act of providing constructive feedback to either improve the situation or improve the individual	ㅤ	ㅤ	ㅤ	ㅤ
ㅤ	ㅤ	ㅤ	ㅤ	ㅤ	ㅤ	ㅤ
Achieve	Composition	the act of putting together teams, units, organisations , or networks/ecosystems in the optimal way to achieve success	One size fits all doesn’t allow for unique needs	Integrative (Centralised)	Federative (decentralised)	Allowing for too many customization
ㅤ	Decision making	the act of safeguarding an effective decision making process and ensuring the implementation of decision taking	ㅤ	ㅤ	ㅤ	ㅤ
ㅤ	Goal setting	The act of setting a (strategic) framework or (detailed) blueprint to help achieve the vision/mission	ㅤ	ㅤ	ㅤ	ㅤ
ㅤ	Problem solving	The act of dealing (or not) with problems (situations that require actions that are not known yet)	Distracted by things that don’t matter too much	Pro-active	Re-active	Too late (passive)
Vision	priority setting	The act of allocating priority to capitalising on existing opportunities or exploring new opportunities	ㅤ	Executive (exploiting existing value)	Entrepreneurial (exploring new value)	ㅤ
ㅤ	Purpose setting	The act of determining what is important to the organisation, function, or team (doing what is best, what is worth most)	Greedy	Value	Virtue	Too selfless