Leadership in the Digital Age, Gunnar Sahlin, Partner with Gaia Leadership

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Leadership in the Digital Age, Gunnar Sahlin, Partner with Gaia Leadership

  1. 1. 1 Leadership in the Digital Age Taking the Library forward Leadership skills for the 21th Century Gunnar Sahlin, Amsterdam 2013 – 09 - 16
  2. 2. 2 Gaia Leadership • Founded1998 • Customers in Europe, North America & Asia • Offices in Stockholm, Malmö & Shanghai • 32 partners Both … • Top Management & First Line Managers • Private & Public sectors • Structure & Culture • Individuals & Organizations
  3. 3. 3 Leadership in Libraries • What do we mean with new models of leadership in library and information? • What is the difference between the leadership of today compared with the leadership some decades ago? • What kind of leadership do we need in libraries? • It is some very interesting research about leadership today. Could we find new ways of leadership, influenced by the leadership research?
  4. 4. 4 Libraries in the digital age and the importance of a new kind of leadership
  5. 5. 5 Leadership in the digital age A general view and some examples
  6. 6. 6 Shape and describe a vision and realize it • “People buy WHY we do it, not WHAT we do or HOW we do it”
  7. 7. 7 Integration of culture & structure We need ways to work that support our values & we need values that support our ways to work
  8. 8. 8 Extraordinary result arises when there is a strong inner drive of the individual – and when connected to the organization's purpose, vision and goals.
  9. 9. 9 Acting as second-line manager in libraries • Showing an avid interest in issues in the world around us and living with the issue of how my own business is integrated into the whole. • Deepening my understanding of internal and external stakeholders, being able to exercise my own leadership in relation to other parts of the organization and in relation to the surrounding world. • As a manager of managers having ownership of the various strategic perspectives and areas, the vision, values, my own goals and strategies • Expanding the time perspective in my leadership, from a more short- term and operative approach to a more long-term and strategic focus. • Going from expert-oriented leadership to being a leader who leads based on goals and results. • Shifting focus from details to a more general focus.
  10. 10. 10 • Stop rolling up my sleeves and doing it myself to instead creating scope for having an overview, adopting a long-term approach and dealing with strategic issues. • Working to create common objectives and consensus on important issues in partnership with the managers in my own business unit/my own management group. • Increasing awareness of my own need for control and finding strategies to be able to supervise and monitor in a way that generates commitment among my managers and employees. • Tackling existential issues, such as my own value, my need for acknowledgement by clarifying, creating and owning the role as second-line manager. • Leading my own management group based on a high level of awareness, facilitating and developing the management group in both operative and strategic issues.
  11. 11. 11 An organizations long-term ability to compete in the public world is in direct proportion to it´s ability to create and develop leaders
  12. 12. 12 The communicative leadership • Build up a structure for communication inside and outside the organization outside the organization • Building networks and looking for partners outside the library world
  13. 13. 13 Interplay between part & wholeness
  14. 14. 14 Focus on the individual growth Focusontheorganization´sgrowth
  15. 15. 15 Fewer and fewer problems can be solved without a holistic (“Wholeness”) perspective
  16. 16. 16 Leadership in five dimensions
  17. 17. 17 Thank you

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