Dave Bartram, Inceoglu Ilke
Sergio Caredda
Bartram, D., & Ilke, I. (2011). The SHL Corporate Leadership Model v2. SHL White Paper.
Description:
The SHL Corporate Leadership Model combines the widely accepted ‘transformational’ and ‘transactional’ themes into four main functions that describe the leadership process. Each function has its characteristic types of behaviour. 1. Developing the Vision: The strategy domain 2. Sharing the Goals: The communication domain 3. Gaining Support: The people domain 4. Delivering Success: The operational domain These four leadership functions are then related to the SHL Competency Factors measured by the company’s assessments tools.
The model considers the context in terms of (1) the impact area, (2) the situation, and (3) the culture within which leadership occurs. These have been discussed above. In summary:
- The impact area is defined in terms of goal focus, organization level and extent of impact.
- The two key situational variables are Contextual uncertainty and Pressure for change (as defined above). These define a two-by-two matrix of situations, each cell of which is likely to favour different patterns of leadership behaviour.
- The assessment of culture provides the means of exploring the fit between the leader as an individual and both the prevailing organizational culture and any intended culture change.
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