The High Impact Leadership Model or HILM is a competency

JAOL

The High Impact Leadership Model or HILM is a competency based leadership model that is triangle based starting with the bottom layer of competencies that include mental and social behaviors that are supported by the belief that these are already fixed in the person without training or coaching (Linkage Inc, 2017).  The next layer up is skills.  This is the ability to be able to learn and make choices about their actions by culture changes.   The top layer and point of the triangle is the responsibilities layer.  This is the layer where output is linked, what decisions were made and who is responsible.  While this model might work in some businesses, for GDD, which is employee grounded, it might not be the best choice as it does not appear to give much flexibility to move between layers.

The second model is the Action Centered Model created by John Adair, who is a well-known authority on leadership and it’s development (Adair, n.d.).  This model is a circular model that overlaps with the task, the team and the individual.  Each of the sections or circles are dependent on each other and cannot fully succeed without the others. This model does not seem to leave much room for growth if not fully committed to the entire process within the diagram.  If all the individuals are not completely invested, the capability to move between each circle would be very hard.  For GDD, which needs to be able to easily move between sections, this may not be a viable model as it is very compartmentalized.

Using the Diamond Model, GDD has been able to successfully navigate between the sections with ease.  GDD recognized that while working in this model that each quadrant is just as important as the others. Individual segments might be strong alone, but the ability to move between all, in any direction was not only advanced, it is successful.  Clawson suggests that effective leaders likely work in boundaryless organizations in a context in which sweeping changes in work relationships occur (2009).  This suggests that no matter what type of model is used, the ultimate goal is to be able to move through sections or layers and back again.  GDD has taken a strong stance on seeing employees as family and are invested in new employees.  The Diamond model puts the spotlight on people.  At the core GDD has always been about its employees.  The new training program created speaks to their people investment.

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• The Dimond model fits the GDD leader the best because it forces the focus on the strategy, flexibility and people as well as the situations. Given the shape of the model it allows for all of the four elements to work hand and hand. The first being yourself or SELF, SELF or personal characteristics are not the end of your leader ship story(McCarthy, 2011), meaning it takes more than high energy to be a good leader. The second is TASK which represents all of the possible issues that one might focus on. Then it leads into Others which represents the issue. Finally the last part of the diamond model is, in my opinion, the most important, which is organization. Organization represents all aspects of an organization (McCarthy, 2011) Meaning all the important elements in culture.

The great man theory is different from the diamond theory since there is a binary answer to if you are a leader or not based on if you were born a great leader or not. (Leadership, 2010) Th theory also states that women weren’t given the opportunity to rise to the occasion if it presented itself, making the theory invalid. Concluding that the Great Man Theory has no credibility in the sense of explaining how we can become a great leader r other than being born one. (Leadership, 2010)

Where as the situational leadership model is a powerful tool that enables leaders of all kinds to influence others. (Situational Leadership, n.d.)  The benefits of situational leadership include the ability to maintain and acute awareness, while conducting high effective coaching conversations as well as being able to influence across the whole organization. As well as creating more productive teams who are deviled and engaged which effectively drives behavior and business results.