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The Da Vinci Institute TIPS™ Managerial Leadership Framework

Reference: Da Vinci Institute. 2019. TIPS™ Managerial Leadership Framework. Johannesburg: Da Vinci Institute. Unpublished. 

THE EMERGING BUSINESS LEADER  

The intent of The Da Vinci Institute’s TIPS™ Managerial Leadership Framework is to provide a systemic awareness of the multiple sub-systems at play within the workplace;  evoking an awareness of existing mental models and the ability to re-think and dissect assumptions about work performance. In applying this complex systemic lens, individuals are afforded an opportunity to make sense (sense making) of their own reality in relation to the conceptual frame. In doing so, the emergence of additional and/or similar managerial leadership competencies and practices affords individuals the opportunity to co-create alternative interpretations, perspectives, and/or conceptual frameworks to cooperatively navigate change and add new knowledge to the domain.

The TIPS™ Managerial Leadership Framework aims to contribute towards the overarching field of Business Leadership. The framework was developed utilising a longitudinal study over a 28 year period, based on over 150 metrics. Utilising both a qualitative and quantitative research design.   The study used a mixed method of self-administered questionnaires and semi-structured interviews. The sample consisted of approximately 1900 organisations including emerging, small, medium and large enterprises.

Figure 1: Core elements of The TIPS™ Managerial Leadership Framework 

Figure 2: The TIPS Managerial Leadership Framework 

The seven (7) layers of the TIPS™ Managerial Leadership Framework offers a multi-focal lens into emerging realities as illustrated by Figure 2 and explained in the preceding sections.

THE SEVEN LAYERED TIPS™ MANAGERIAL LEADERSHIP FRAMEWORK

1. ACTUALISING A SYSTEMIC PERSPECTIVE

This is a process of divergence and convergence in an attempt to synthesise and integrate all seemingly related and unrelated activities to enhance performance in the workplace, and in doing so, probing problems with a view to create sustainable solutions. This includes internal synovation (includes integrating systemic and innovation constructs) and organisational ecology that allows the sum of the parts to become greater than the whole (systems thinking).

2. HONING AN AWARENESS OF THE MACRO, MESO, MICRO AND EXO SYSTEMS THAT IMPACT REALITY

Ecologically engaging (done through the macro, meso, micro and exo systems) with complex constructs, could facilitate the broadening of horizons by deepening insights regarding the interconnectedness of theory and practice and how such may impact society at multiple levels.

3. RECOGNISING THE NEED TO INTERLINK THE MANAGEMENT OF INNOVATION, TECHNOLOGY AND PEOPLE

The management of technology involves the ‘tools’ and metrics organisations use to gain competitive advantage. Simplistically it is ‘a way of doing things better’ and may involve the use of anything from computers and hi-tech, to simple hand-held tools. In this context, we refer to the small ‘t’ in technology where organisations manage their technology to best position their products or services to maximise their market share. The management of innovation is how an organization stimulates and capitalises on the ideation process, to develop an innovative product or service which has either commercial or social value. It is about hard metrics such as income generated from new products, processes or services, as well as success rates in commercializing new offerings. The management of people involves the human interface. It embraces both the employee and the end user. It is about the processes that organisations deploy in engaging people, how people choose their levels of engagement, creating and sharing of knowledge by all involved, their participation in incentive practices and their contributions towards securing the longevity of the organisation.

4. THE EMERGENCE OF AN ENGAGED, AGILE AND ALIGNED WORKFORCE

4.1. Engagement

Occurs when there is a systemic (systems thinking) interlink between management of innovation and management of people practices in the workplace, then people as knowledge workers/artisans tend to become more engaged across the organisation and society at large. This process is often characterised by specific Managerial Leadership competencies.

4.2. Agility

Occurs when there is a systemic (systems thinking) interlink between management of innovation and management of technology practices in the workplace, then people as knowledge workers/artisans tend to become more agile across the organisation and society at large. This process is often characterised by specific Managerial Leadership competencies.

4.3. Alignment

Occurs when there is a systemic (systems thinking) interlink between management of technology and management of people practices in the workplace, then people as knowledge workers/artisans tend to become more aligned across the organisation and society at large. This process is often characterised by specific Managerial Leadership competencies.

5. RESULTANT ALTERNATIVE (EMERGING) WORKPLACE REALITIES

The TIPS™ Managerial Leadership Framework is an emerging development construct based on the belief that managerial leadership is ultimately about facilitating a creative networked learning environment. Critical characteristics include: being results driven, building on trust, knowledge, credibility and a safe-to-fail work culture, conducive to the co-creation of the following emerging workplace realties:

There are three overarching workplace realities that transpire and these are coordinated, collaborative and/or cooperative organisational realities. These realities are underpinned by the exchange of and level of energy flow versus social interaction, and both energy flow and social interaction impact on these realities each one serves a purpose dependent on context.

It is important to note that none of these realities should be posited as a singular truth for a singular context because that would promote the possibility of a normalised reality. To this end, the multi-focal Managerial Leadership framework deliberately intends to promote the possibility of a non-normalised  multi-layered reality, which allows for oscillation between coordinated, collaborative and cooperative realities as they may emerge depending the context.

 

EMERGING WORKPLACE REALITY DESCRIBED AS
Coordinated

workplace

A coordinated workplace reality refers to a task and deadline driven work environment, and action is taken based on the specialist/expert knowledge as promoted by an individual in a position of power. 
Collaborative

workplace

A collaborative workplace reality refers to an engagement amongst members of a community of practice, where ideas as introduced by a central figure within the hierarchy of the workplace are explored and tested by participation. This is in an attempt to amend/alter proposed business solutions to complex business challenges.
Cooperative

workplace

A cooperative workplace reality refers to a self-directed choice to engage, where knowledge workers/artisans choose to give of themselves, and collect from others that have also chosen to give of themselves. Cooperation works from the position that in such a reality there is abundance of knowledge, skills, potential and possibilities which allows co-creation to flourish in an attempt to establish not only what is perceived as a possible outcome, but rather to transcend the boundaries of what is thought to be possible.

Table: Emerging workplace realities

The TIPS™ Managerial Leadership Framework is intended to facilitate and influence the crafting of agile, aligned and engaged leaders, passionate about co-creating innovative ecosystems, contributing towards socioeconomic and transformational agendas. In view of the aforementioned framework, the institute developed an implementation framework to not only operationalise the Managerial Leadership framework but also to ensure the linkages to real-world situations. Refer to Figure 2 on the following page for the TIPS™ Managerial Leadership Implementation Framework.

Figure 2: for the TIPS™ Managerial Leadership Implementation Framework