In an HBR Article titled Seven Transformations of Leadership, originally published in April 2005, the authors Rooke & Torbert described their research on the dominant way leaders think.
Interestingly, they claim that what differentiates leaders is not so much their leadership philosophy, their personality, or their management style. Rather, it’s their internal ‘Action Logic’—how they interpret their surroundings and react when their power or safety is challenged.
Action logic can also be defined as the way we make meaning of ourselves, our relationships and the wider context, which then determines our behaviour in both work and everyday life.
The reason why this may be something you’d like to understand is that, according to their 25 year+ research, those leaders with the ‘top 3’ action logics showed the most consistent capacity to innovate and successfully transform the team, department or organisation for which they’re responsible.
The 7 Action Logics – which transform from level 1 to 7 – can be categorised as:
Have you ever explored your current dominant action logic?
Have you considered the possibility of changing it?
If not, you should.
Because according to the research, executives who invest in developing their leadership skills and make an effort to understand their own action logic do improve their ability to lead, transforming not only their own capabilities and successes but also those of their teams, businesses and companies.
If you are interested in developing yourself and becoming more self-aware and evolving into a truly transformational leader … then watch out for more insights that I’ll share over the next week or so.