The intent of the 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 out of a longitudinal study conducted utilising self-administered questionnaires and semi-structured interviews. This involved a large number of organisations including emerging, small, medium and large enterprises over two decades.

In summary, the management of technology, innovation and people allows for the emergence of three processes (engagement, alignment and agility), as a consequence of these processes, nine Managerial Leadership competencies may emerge. A blend of these competencies are utilized to ensure engagement, alignment and agility are mobilised. Resulting from the mobilisation of the processes and related competencies, six practices should come to the fore, and as a result, there could be three overarching workplace realities that transpired, being either a coordinated, collaborative and/or cooperative workplace reality. These realities are underpinned by the exchange of energy flow and social interaction. These practices touch the workplace realities in a layered sense, where these practices ‘appear’ in either a coordinated, collaborative or cooperative way, or a combination of them.

For example, the practice of promoting experimentation could happen as part of a coordinated, collaborative and/or cooperative reality, depending on the levels of energy flow and social interaction that occur. However, if a practice is predominantly coordinating in structure, the reliance on the creator (whomever the leader is) is much more onerous from a sustainability point of view as opposed to that same role in a collaborative environment and vastly different in a cooperative environment where all the stakeholders are involved as networked knowledge workers/artisans.

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 business leadership framework, but also to ensure the linkages to real world situations. Refer to the Figure for the TIPS™ Managerial Leadership Implementation Framework.


Influence the co-creation of sustainable societies


Growing agile, aligned and engaged leaders


Co-creating realities


To strengthen the growth of agile, aligned and engaged leaders, who co-create innovative ecosystems and sustainable transformational societies


  • Being curious
  • Seeking truth
  • Leveraging interconnectedness
  • Awakening the senses
  • Taking responsibility for crafting just and dynamic societies
  • Embracing holism and living harmoniously
  • Appreciating the shadow
  • Mastering balance with integrity