Appendix B Comparison with existing models This section presents a reference framework and comparison of established management and leadership models that are complemented by the 7Cs. The 7C Leadership Moral Ambition Compass emerges from a rich tradition of leadership theory and practice. This appendix positions the 7C framework within the broader landscape of established leadership models, examining both their complementarities and the unique contributions of the 7C Compass to contemporary leadership. 1. Introduction The 7C Leadership Moral Ambition Compass emerges from a rich tradition of leadership theory and practice. This appendix positions the 7C framework within the broader landscape of established leadership models, examining their complementarities and the unique contributions of the 7C Compass to contemporary leadership. As organisations navigate increasing complexity, heightened expectations around social responsibility, and the imperative of a sustainable transition, leaders need frameworks that integrate multiple dimensions of effective leadership.
Strengths: Grounded in neuroscience; adaptive; measurable; strong focus on social skills. Limitations: Limited focus on values; weak stakeholder grounding; does not address DEI. 2.2. Transformational vs transactional leadership (Bass & Burns) Core concept: A continuum between transactional leadership (exchange-based) and transformational leadership (inspiration-based).
2.3. Servant leadership (Greenleaf)
This comparative analysis demonstrates how the 7C Compass draws on behavioural sciences, neuroscience, and stakeholder-centred leadership, while offering a distinctive approach to moral ambition. 2. Key leadership frameworks: overview 2.1. The six leadership styles by Goleman
Core concept: Leadership begins with service.
Key characteristics: Listening, empathy, healing, persuasion, conceptualisation, foresight, stewardship, people development, community. Strengths: Explicitly values-based; aligned with stakeholder thinking. Limitations: Perceived as passive; weak performance orientation.
Origin: Daniel Goleman (2000)
Transformational leadership: • Idealised influence • Inspirational motivation • Intellectual stimulation • Individualised consideration Transactional: • Contingent rewards • Management by exception • Task compliance
Core concept: Effectiveness stems from emotional intelligence, expressed through six leadership styles applied according to the situation.
2.4. Authentic leadership
Core concept: Alignment between personal values and action.
The six styles: • Coercive: “Do what I tell you” • Authoritative: “Come with me” • Affiliative: “People come first” • Democratic: “What do you think?” • Pacesetting: “Do as I do, now” • Coaching: “Try this” Components of emotional intelligence: Self-awareness, self-regulation, motivation, empathy, social skills.
Dimensions: Purpose, values, heart, relationships, self-discipline.
Strengths: Places integrity at the centre; a response to the crisis of trust. Limitations: Individualistic; limited tools for managing systemic complexity.
Strengths: Empirically robust; includes moral dimensions; develops followers. Limitations: Risk of charismatic dependency; limited systemic focus.
6 THE 7C LEADERSHIP COMPASS FOR MORAL AMBITION 2025 JONATHAN NORMAND. CREATIVE COMMONS LICENSE
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