THE

LEADERSHIP

FRAMEWORK
LOS ANDES - SCHOOL OF MANAGEMENT

María Helena Jaén

Alyson Meister
Tatiana Rodríguez
THE LEADERSHIP FRAMEWORK

01
 Uniandes' Leaders

02
Responsible Mindset

04 Innovative Mindset
THE LEADERSHIP FRAMEWORK

06
Sphere 1: The Self

07
Shere 2: The Team

08 Sphere 3: The Organization

09
Sphere 4: The Industry

10 Sphere 5: The Ecosystem

THE LEADERSHIP FRAMEWORK

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Why is leadership worth learning

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Using the framework in your course

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How is leadership best learned: Activity examples

How do we know leadership is being learned:

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Assessment examples

X Learning objective bank

THE LEADERSHIP FRAMEWORK

exercise leadership in a
responsible and innovative
manner across their spheres of
UNIANDES' LEADERS
influence, in order to have a
positive impact in society.

01/10
THE LEADERSHIP FRAMEWORK

The responsible mindset of Uniandes

leaders encompasses a focus on ethics
and sustainability.
In terms of ethics, Uniandes' leaders are
prepared to do the right thing when
faced with difficult decisions. In terms
RESPONSIBLE MINDSET of sustainability, Uniandes leaders
foster the balance between the creation
of economic, social and environmental
value. They strive to improve the well-
being of society and respect the right of
future generations and of the least
privileged members of society.

02/10
THE LEADERSHIP FRAMEWORK

“A sustainability leader is someone who

supports action towards a better world”

-Polly Courtice, Cambridge Institute for

Sustainability Leadership

“It’s not enough to espouse high

standards. To live up to them —and help
others do the same— requires an ethical
cast of mind that lets you practice your
principles consistently”

-Howard Gardner, Five minds of the

future

03/10
THE LEADERSHIP FRAMEWORK

The innovative mindset of Uniandes

leaders involves nurturing creativity and
the innovators DNA*. Motivated by
uncertainty, surprise and continual
challenge, Uniandes' leaders think
INNOVATIVE MINDSET
outside the box and are not constrained
by past rules or rubrics. They challenge
the status quo and have the courage to
take risks. Uniandes leaders have the
skills to pursue change.

* Dyer, Gregersen and Christensen, 2009

04/10
THE LEADERSHIP FRAMEWORK

“The creating mind is able to go beyond existing

knowledge and synthesise, to pose new
questions, offer new solutions, fashion works
that stretch existing genres or configure new
ones”

-Howard Gardner, 2007

Innovation “is not a genetic predisposition, it is an

active endeavor. (…) Innovators must consistently
act differently to think differently. By
understanding, reinforcing and modelling the
innovators DNA, companies can find ways to more
successfully develop the creative spark in
everyone”

-Dyer, Gregersen and Christensen, 2009: 131

05/10
THE LEADERSHIP FRAMEWORK

Uniandes' leaders strive to know themselves, care

for themselves and improve themselves in order to
THE SELF LEARNING OUTCOMES
lead  responsibly and innovatively.

Uniandes' leaders:

Understand how their identity (eg.

personality, motives, purposes, values and
emotions) underpins their role as a leader.
Prioritize their goals and actions fostering
authenticity, and responsibility towards their
own well being.
Identify their strengths and weaknesses as
responsible and innovative leaders.
Assess the need for, the challenges involved
in, and the strategies for changing
themselves.  

06/10
THE LEADERSHIP FRAMEWORK

Grounded in a responsible and innovative mindset,

Uniandes' leaders lead responsible and innovative
THE TEAM LEARNING OUTCOMES
teams. 

Uniandes' leaders:

Build and inspire a common vision among

team members.
Facilitate a common understanding of each
team member and their unique perspectives
and abilities.
Navigate interpersonal dynamics.
Foster responsible and innovative mindsets
among their team.
Assess the need for, the challenges involved
in, and the strategies for team change. 

07/10
THE LEADERSHIP FRAMEWORK

Grounded in a responsible and innovative

THE
mindset, students lead the sustainable LEARNING OUTCOMES

ORGANIZATION
development of organizations.

Uniandes' leaders:

Appraise the opportunities and threats

for the responsible and innovative
development of organizations.
Design strategies to foster responsibility and
innovation at the organizational level.
Identify, address and influence stakeholder
interests. 
Assess the need for, the challenges
involved in, and the
strategies for organizational change. 

08/10
THE LEADERSHIP FRAMEWORK

Grounded on a responsible and innovative

mindset, Uniandes' leaders have an impact
THE INDUSTRY on the sustainable development of their LEARNING OUTCOMES
industry.

Uniandes' leaders:

Evaluate the extent to which individual,

leader, team and
organizational decisions impact the
industry. 
Consider how the organization contributes
to innovative and responsible mindsets at
the industry-level. 
Design strategies to influence the industry
level 
Assess the need for, the challenges involved
in, and the strategies towards industry-level
change. 

09/10
THE LEADERSHIP FRAMEWORK

Grounded in a responsible and innovative

THE mindset, students have an impact on the
sustainable development of their society LEARNING OUTCOMES

ECOSYSTEM and their environment.

Uniandes' leaders:

Evaluate the extent to which oganizational

and industry-level decisions have an impact
on society and the environment. 
Design strategies to foster a balance
between environmental, social and
economic well-being at the ecosystem level.
Design strategies to mobilise stakeholders in
order to foster innovative and responsible
mindsets and create value that enhances the
lives of present and future generations. 
Assess the need for, the challenges
involved in, and the
strategies for ecosystem-level change.

10/10