john latham

organization designer

Leadership Research

The Leading the Journey to Performance Excellence: CEO Perspectives research project resulted from the 2006 Monfort Institute Summit in Bachelor Gulch, Colorado (Latham, 2008). The top two topics identified at the summit were culture and leadership. The need for a better understanding of leadership for performance excellence drove the CEO study, which resulted in the Leading Transformation Framework (LTPE).

CEO Leading Transformation Study

The CEO study produced the leading transformation framework described in two papers and the [Re]Create book. This study was a qualitative, multiple case study utilizing grounded theory methods based on in-depth interviews with 14 Baldrige recipient CEOs (Latham, 2013a and Latham, 2013b). The LTPE framework consists of 35 concepts organized into five categories: forces and facilitators of change, leadership approaches, leadership behaviors, individual leader characteristics, and organizational culture.

Papers (selected)

Presentations (selected)

CEO Attitudes and Motivations

The original CEO Study identified several leader characteristics, behaviors, and activities that raised questions regarding the CEO’s attitudes and motivations. I worked with three experts in this area to investigate this further using more objective quantitative methods to supplement the qualitative analysis.

Papers (selected)

Presentations (selected)

Servant Leadership

Many of the original CEO Study findings were related to key servant leadership concepts, as described by Dirk van Dierendonck (2011). Servant leadership concepts were linked directly or indirectly with 22 of the 35 top-level concepts in the leading transformation framework (Latham, 2013b, p. 33). This research “stream” focuses on the intersection between servant leadership and the leading transformation framework, two of the research streams I call to be combined in Latham (2014).

The current research projects originated with Tatiana Zimmerer’s Ph.D. dissertation and investigated three key issues related to servant leadership in the United States (Zimmerer, 2013). First, validate the multi-dimensional Servant Leadership Survey (SLS), developed and previously validated by Dirk van Dierendonck and Inge Nuijten in a European context in the United States. Second, compare the levels of servant leadership displayed by leaders in the United States with those in the UK, Netherlands, and Italy. Third, determine if there is a relationship between the level of servant leadership and follower job satisfaction and affective organization commitment in the United States.

Papers and Presentations

Spiritual Leadership

Many of the original CEO Study findings (Latham, 2013b) appear consistent with the concepts found in spiritual leadership as described by Fry (2003) and Fry & Nisiewicz (2013). Specifically, we found that spiritual leadership concepts were linked directly or indirectly with 21 of the 35 top-level concepts in the leading transformation framework (Latham, 2013b, p. 33). This research project brings together leading transformation framework and spiritual leadership, two of the research “streams” that I call to be combined in Latham (2014).

Papers and Presentations

[Re]Create Book

Become the architect of the organization you really want! Learn how to align and integrate your stakeholders, strategy, systems, scorecard, and culture to create sustainable excellence. The Leading Transformation Framework is composed of 14 components described in the 14 chapters of the [Re]Create book. | Learn More

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