2.5. Adaptive leadership (Heifetz)
2.7. Neuroscience-based leadership (SCARF)
Creativity • Transformational Leadership; Adaptive Leadership; 4I; SCARF • 7C contribution: Collective innovation grounded in diversity • DEI: Inclusion in the funding and implementation of ideas
• 7C contribution: Bidirectional confidence • DEI: Equitable distribution of autonomy
Core concept: Mobilising people to address adaptive challenges.
Core concept: The brain processes social threats in the same way as physical threats.
Consideration • Servant Leadership, Affiliative style, Transformational Leadership • 7C contribution: Stakeholder mapping • DEI: Active inclusion of marginalised voices Collaboration • Democratic style, Adaptive Leadership, SCARF • 7C contribution: Structural mechanisms for inclusion • DEI: Measuring how credit is distributed Consistency • Authentic Leadership, Servant Leadership, Transformational Leadership • 7C contribution: Intention–impact analysis • DEI: Equity in treatment Credibility • Authentic; Servant; Transformational Leadership • 7C contribution: Credibility earned through continuous demonstration • DEI: Grounded in the confidence of marginalised groups Courage • Adaptive Leadership; Transformational Leadership • 7C contribution: Speaking truth to power • DEI: Naming systemic injustice
Key principles: • Get on the balcony • Distinguish technical vs adaptive challenges • Regulate distress • Maintain disciplined attention • Give the work back • Protect marginalised voices Strengths: Well suited to complexity; strong systemic thinking. Limitations: Difficult to operationalize; limited attention to emotions.
Domains : Status, Certainty, Autonomy, Relatedness, Fairness.
Strengths: Strong neuroscientific grounding; useful for everyday interactions. Limitations: Microscopically focused; lacks a systemic perspective.
3.2. The unique position of the 7C Compass
1. Coherence as the ultimate outcome Alignment between being (identity) and doing (impact). 2. Moral ambition as the guiding star A focus on creating value for all stakeholders. 3. DEI embedded by design Each C integrates power dynamics and measurable outcomes.
2.8. The 4I framework
Dimensions: Interested, Informed, Involved, Inspired.
2.6. Situational leadership (Hersey & Blanchard)
Strengths: Simple, actionable, motivating. Limitations: Limited theoretical grounding; confined to internal dynamics.
Core concept: Adapting leadership style to the developmental level of followers.
4. Dual assessment: behaviour + outcome Reveals the intention–impact gap.
3. Comparative analysis: alignment with the 7Cs 3.1. Mapping existing frameworks to the 7Cs Confidence • Goleman (authoritative style), Authentic Leadership, SCARF
Styles: Directing; Coaching; Supporting; Delegating. Limitations: Limited empirical validation; lacks a moral dimension.
5. Synthesis of neuroscience, behaviour and stakeholder theory An approach suited to the realities of the 21st century. 6. The causal flow of the 7Cs Confidence → Consideration → Collaboration → Consistency → Credibility → Courage → Creativity → COHERENCE.
7 THE 7C LEADERSHIP COMPASS FOR MORAL AMBITION 2025 JONATHAN NORMAND. CREATIVE COMMONS LICENSE
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