7. • Self-Awareness*
• Know one’s strength and limits
• SelfConfidence
• Recognizes impact of “gut sense” on one’s own decisions
• Self-Management*
• Keeps disruptive emissions and impulses under control
• Flexibility to adapt during changing situations or to overcome
challenges
• Readiness to act or seize opportunities
• Social Awareness*
• Understand others perspectives and take interest in their concerns
• Align with organizational priorities
• Meet customer, organization and team requirements
Transformational Leader
8. • Relationship Management
• Guiding and motivating with a compelling vision
• Influence others
• Help others to develop their abilities thru feedback and guidance
• Initiate, manage and lead in a new direction
• Resolve disagreements
• Build alliances
• Teamwork
Transformational Leader (cont..)
* Daniel Goleman, Primal Leadership Learning to Lead with Emotional Intelligence.
Harvard Business School Press 2004
9. Situational Leader
Leadership Principle When
Visionary Move people toward a common
shared goal
Needing a new direction
or vision
Coaching Connects what a person wants with
the organization goals
Help team member build
long-term competencies
Affiliative Create harmony by connecting
people with each other
Motivate during stressful
times and strengthen
relationships
Democratic Values team’s input and gets
commitment thru participation
To build consensus or
elicit valuable input from
team
Pacesetting Meeting challenging and exciting
goals
To get high-quality
results from the team
Commanding Give direction and create focus Kick start a project or
return control during
crisis
10. • Defines technological vision for the companies' product
• Creates verifiable abstract models of real-business domain use cases
• No technology religion, never mix architecture with implementation
• Has breath and depth of the business domain
• Has breath and enough depth in technology
• Creates and maintains relationships with the implementation team and
technology subject matter experts (SMEs)
• Owns the Requirement’s Engineering process
• Acts as liaison between business development , product marketing and
the engineering team
• Insures the implementation of the Architecture Design is complete,
correct and meets end-user functional/usability requirements
Technologist
11. • Not the highest achievement on an engineering carrier
path
• It is a Job Role that requires a professional with a lot of
experience, that is a visionary and is an effective leader
Conclusions
The architect works within a four element framework with in the organizations that drives and assist the business to look at his performanceOrganization. Determines how the organization is designed for corporate performanceHuman Resources. Corporate culture its alignment with the strategic visionPolitical. Organization politics ensure alignment of the vision and reduce resistance to change. Badly use they can polarize and destroySymbolic. Enables creation of a compelling vision of the future. A vision that inspires the organization
