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Leadership 2.0


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One size does not fit all. Explore the various Leadership styles and discover how to become an Adaptive Leader.

One size does not fit all. Explore the various Leadership styles and discover how to become an Adaptive Leader.

Published in: Business, Education

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  • Great. I would like to have your ppt. My email is Thank you
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  • Denise,
    Excellent post. I think that's why truly great leaders are so rare. They have to inspire people with a vision yet create an environment that's dynamic after they're long gone. I worked for CITGO under a great CEO. After he left, things just fell apart.
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  • Thanks for sharing such great thoughts. I am a big fan of servant leadership for sure, but I also believe that different circumstances call for different leadership styles. It’s all driven by the intended outcome. For example, in a war, the style of leadership needs to be quite different than in peace.

    Here are all the definitions of leaders I was able to find, I use this list when I do my presentation and ask everyone to pick which leader they think they are and which leader they would like to have. Almost everytime, the great majority of people choose the Charismatic Leader. All of us want to be inspired and we would rather follow a charismatic person even if it means they are dictators. History, unfortunately, proves this theory.

    The point I make at the end of the talk is that we need leaders that demonstrates an ability to adapt to the situation at hand while remaining charismatic. This is what I call the 'adaptive leader'

    The bureaucratic leader (Weber, 1905) is very structured and follows the procedures as they have been established. This type of leadership has no space to explore new ways to solve problems and is usually slow paced to ensure adherence to the ladders stated by the company. Leaders ensure that all the steps have been followed prior to sending it to the next level of authority. Universities, hospitals, banks and government usually require this type of leader in their organizations to ensure quality, increase security and decrease corruption. Leaders that try to speed up the process will experience frustration and anxiety.

    The charismatic leader (Weber, 1905) leads by infusing energy and eagerness into their team members. This type of leader has to be committed to the organization for the long run. If the success of the division or project is attributed to the leader and not the team, charismatic leaders may become a risk for the company by deciding to resign for advanced opportunities. It takes the company time and hard work to gain the employees' confidence back with other type of leadership after they have committed themselves to the magnetism of a charismatic leader

    The autocratic leader. (Lewin, Lippitt & White, 1939) is given the power to make decisions alone, having total authority. This leadership style is good for employees that need close supervision to perform certain tasks. Creative employees and team players resent this type of leadership, since they are unable to enhance processes or decision making, resulting in job dissatisfaction.

    The democratic leader (Lewin, Lippitt, & White, 1939) listens to the team's ideas and studies them, but will make the final decision. Team players contribute to the final decision thus increasing employee satisfaction and ownership, feeling their input was considered when the final decision was taken. When changes arises, this type of leadership helps the team assimilate the changes better and more rapidly than other styles, knowing they were consulted and contributed to the decision making process, minimizing resistance and intolerance. A shortcoming of this leadership style is that it has difficulty when decisions are needed in a short period of time or at the moment.

    The laissez-faire ('let do') leader (Lewin, Lippitt, & White, 1939) gives no continuous feedback or supervision because the employees are highly experienced and need little supervision to obtain the expected outcome. On the other hand, this type of style is also associated with leaders that don’t lead at all, failing in supervising team members, resulting in lack of control and higher costs, bad service or failure to meet deadlines.

    The people-oriented leader (Fielder, 1967) is the one that, in order to comply with effectiveness and efficiency, supports, trains and develops his personnel, increasing job satisfaction and genuine interest to do a good job.

    The task-oriented leader (Fiedler, 1967) focus on the job, and concentrate on the specific tasks assigned to each employee to reach goal accomplishment. This leadership style suffers the same motivation issues as autocratic leadership, showing no involvement in the teams needs. It requires close supervision and control to achieve expected results.

    The servant leader (Greenleaf, 1977) facilitates goal accomplishment by giving its team members what they need in order to be productive. This leader is an instrument employees use to reach the goal rather than a commanding voice that moves to change. This leadership style, in a manner similar to democratic leadership, tends to achieve the results in a slower time frame than other styles, although employee engagement is higher.

    The transaction leader (Burns, 1978) is given power to perform certain tasks and reward or punish for the team’s performance. It gives the opportunity to the manager to lead the group and the group agrees to follow his lead to accomplish a predetermined goal in exchange for something else. Power is given to the leader to evaluate, correct and train subordinates when productivity is not up to the desired level and reward effectiveness when expected outcome is reached.

    The transformation leader (Burns, 1978) motivates its team to be effective and efficient. Communication is the base for goal achievement focusing the group in the final desired outcome or goal attainment. This leader is highly visible and uses chain of command to get the job done. Transformational leaders focus on the big picture, needing to be surrounded by people who take care of the details. The leader is always looking for ideas that move the organization to reach the company’s vision.

    The environment leader (Carmazzi, 2005) is the one who nurtures group or organizational environment to affect the emotional and psychological perception of an individual’s place in that group or organization. An understanding and application of group psychology and dynamics is essential for this style to be effective. The leader uses organizational culture to inspire individuals and develop leaders at all levels. This leadership style relies on creating an education matrix where groups interactively learn the fundamental psychology of group dynamics and culture from each other. The leader uses this psychology, and complementary language, to influence direction through the members of the inspired group to do what is required for the benefit of all.
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  • You might take a look at 'The Servant Leader' by Ken Blanchard and Phil Hodges. It has some excellent thoughts on leadership albeit somewhat religious.
    Servant leadership is an approach to leadership development, coined and defined by Robert Greenleaf and advanced by several authors such as Stephen Covey, Peter Block, Peter Senge, Max DePree, Margaret Wheatley, Ken Blanchard, and others. Servant-leadership emphasizes the leader's role as steward of the resources (human, financial and otherwise) provided by the organization. It encourages leaders to serve others while staying focused on achieving results in line with the organization's values and integrity.

    [edit] Concept of Servant Leadership

    Prior to the modern concept of Servant Leadership being popularized by Robert Greenleaf, the motto 'Serve to Lead' was adopted by the British Army Officer training school of the Royal Military Academy Sandhurst (RMAS) in the 1940s. RMAS has continued to build leaders with a foundation on this approach. Greenleaf published his essay 'The Servant as Leader' in 1970 and this led to further essays from Greenleaf, and further works from others, especially in recent years.

    However, the concept is thousands of years older than this. Chanakya or Kautilya, the famous strategic thinker from ancient India, wrote about servant leadership in his 4th century B.C. book Arthashastra:

    'the king [leader] shall consider as good, not what pleases himself but what pleases his subjects [followers]'

    'the king [leader] is a paid servant and enjoys the resources of the state together with the people'.

    In approximately 600 B.C., the Chinese sage Lao Tzu wrote The Tao Te Ching, a strategic treatise on servant leadership:


    The greatest leader forgets himself

    And attends to the development of others.

    Good leaders support excellent workers.

    Great leaders support the bottom ten percent.

    Great leaders know that

    The diamond in the rough

    Is always found “in the rough.”

    (Quote from The Way of Leading People: Unlocking Your Integral Leadership with the Tao Te Ching.)

    The concept of servant leadership in the west can be traced back, at least partly, to Jesus, who taught his disciples that

    'You know that those who are regarded as rulers of the Gentiles lord it over them, and their high officials exercise authority over them. Not so with you. Instead, whoever wants to become great among you must be your servant, and whoever wants to be first must be slave of all. For even the Son of Man did not come to be served, but to serve, and to give his life as a ransom for many.' (Mark 10:42-45)
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  • 1. LEADERSHIP2.0 Denise Caron resilient agile energetic innovative collaborative binding social worker connected ethical adaptable flexible accessible fluid courageous self-motivated committed humble future proof accountable interactive confident communicator trusting entrepreneurial transparent authentic empowering fearless unconventional optimistic inspiring knowledgeable opportunistic inclusive
  • 2. LEADERSHIP2.0 Denise Caron Agenda • R/Evolution • Pattern Recognition • Leader 2.0
  • 3. LEADERSHIP2.0 Denise Caron
  • 4. LEADERSHIP2.0 Denise Caron
  • 5. LEADERSHIP2.0 Denise Caron 18th to 19th century • Agriculture • Transportation • Manufacturing
  • 6. LEADERSHIP2.0 Denise Caron 20th to 21st century • Services • Communication • Media
  • 7. LEADERSHIP2.0 Denise Caron Transactional Work: routine processes procedure based Transformational Transactional Tacit Tacit Work: UK 19 36 45 Combination of USA 15 44 41 Insight, Germany 25 38 37 experience Russia 34 37 29 & context India 41 33 26 China 44 31 25 Transformative Work: Physical inputs & outputs
  • 8. LEADERSHIP2.0 Denise Caron 5% 95%
  • 9. LEADERSHIP2.0 Denise Caron Define “balance”
  • 10. LEADERSHIP2.0 Denise Caron
  • 11. LEADERSHIP2.0 Denise Caron 80% Tacit 15% Transactional 5% Transformational
  • 12. LEADERSHIP2.0 Denise Caron A leader can be defined by an ability to get others to follow willingly
  • 13. LEADERSHIP2.0 Denise Caron Noun authority (countable and uncountable; plural authorities) 1. (uncountable) The power to enforce rules or give orders. 2. (used in singular or plural form) Persons in command; specifically, government. 3. (countable) A person accepted as a source of reliable information on a subject.
  • 14. LEADERSHIP2.0 Denise Caron *The OODA Loop is a concept originated by military strategist Col. John Boyd of the United States Air Force.
  • 15. LEADERSHIP2.0 Denise Caron
  • 16. LEADERSHIP2.0 Denise Caron ? Command & Control Centralized Decentralized Distributed Collaborate & Communicate
  • 17. LEADERSHIP2.0 Denise Caron Round 1: If you had the choice, which leader would you follow? Round 2: Assess which leader is your current boss Round 3: Assess which leader you are
  • 18. LEADERSHIP2.0 Denise Caron
  • 19. LEADERSHIP2.0 Denise Caron ? Command & Control Centralized Decentralized Distributed Collaborate & Communicate
  • 20. LEADERSHIP2.0 Denise Caron
  • 21. LEADERSHIP2.0 Denise Caron
  • 22. LEADERSHIP2.0 Denise Caron
  • 23. LEADERSHIP2.0 Denise Caron Efficiency Performing or functioning in the best possible manner with the least waste of time and effort. Effectiveness Adequate to accomplish a purpose; producing the intended or expected result Decision making is slow Logo recognized AND As strong as it’s weakness link accepted worldwide
  • 24. LEADERSHIP2.0 Denise Caron ?
  • 25. LEADERSHIP2.0 Denise Caron Corporate Vision Corporate Objectives Corporate Projects Actual Results
  • 26. LEADERSHIP2.0 Denise Caron
  • 27. LEADERSHIP2.0 Denise Caron
  • 28. LEADERSHIP2.0 Denise Caron The Good Handbook
  • 29. LEADERSHIP2.0 Denise Caron
  • 30. LEADERSHIP2.0 Denise Caron
  • 31. LEADERSHIP2.0 Denise Caron
  • 32. LEADERSHIP2.0 Denise Caron
  • 33. LEADERSHIP2.0 Denise Caron Hierarchy Wirearchy
  • 34. LEADERSHIP2.0 Denise Caron
  • 35. LEADERSHIP2.0 Denise Caron People are replacing their trust in traditional authorities with trust in each other
  • 36. LEADERSHIP2.0 Denise Caron
  • 37. LEADERSHIP2.0 Denise Caron
  • 38. LEADERSHIP2.0 Denise Caron
  • 39. LEADERSHIP2.0 Denise Caron
  • 40. LEADERSHIP2.0 Denise Caron 1970 Adhocracies are highly decentralized organizations of professionals deployed in small teams in response to changing conditions in dynamic, complex environments. The adhocracy is the organizational type that least adheres to traditional management principles, relying on constant contact to coordinate among teams.
  • 41. LEADERSHIP2.0 Denise Caron
  • 42. LEADERSHIP2.0 Denise Caron Every act of creation is first of all an act of destruction. - Picasso
  • 43. LEADERSHIP2.0 Denise Caron
  • 44. LEADERSHIP2.0 Denise Caron
  • 45. LEADERSHIP2.0 Denise Caron Corporate Vision Corporate Objectives Corporate Projects Actual Results
  • 46. LEADERSHIP2.0 Denise Caron The Dynamic Leader
  • 47. LEADERSHIP2.0 Denise Caron Dynamic Leaders are gravity centers for star workers
  • 48. LEADERSHIP2.0 Denise Caron Dynamic Leaders create sustainable ecosystems
  • 49. LEADERSHIP2.0 Denise Caron Exploit Information Sharing Qualities of Form Around Technology People’s Information Connect People Needs & Foster Social Connectedness Emphasize Collaboration Among Diverse Information Transcend Providers Barriers to Information Sharing
  • 50. LEADERSHIP2.0 Denise Caron Dynamic Leaders leverage crowd knowledge
  • 51. LEADERSHIP2.0 Denise Caron Dynamic Leaders create transparency
  • 52. LEADERSHIP2.0 Denise Caron Dynamic Leaders bind people together
  • 53. LEADERSHIP2.0 Denise Caron Dynamic Leaders orchestrate networks
  • 54. LEADERSHIP2.0 Denise Caron Dynamic Leaders enable power distribution
  • 55. LEADERSHIP2.0 Denise Caron Dynamic Leaders mobilize networks to tackle challenges
  • 56. LEADERSHIP2.0 Denise Caron Dynamic Leaders reflect & adjust to new information
  • 57. LEADERSHIP2.0 Denise Caron Dynamic Leaders use their influence to build buzz for a mighty cause
  • 58. LEADERSHIP2.0 Denise Caron Dynamic Leaders foster the “why not” attitude
  • 59. LEADERSHIP2.0 Denise Caron Dynamic Leaders hire different Technology Wiki Team Creativity Knowledge Prophet Gardner Communicator Evangelist Worker Learning Innovation Information Collaboration Procrastination Architect Promoter Ambassador Champion Terminator
  • 60. LEADERSHIP2.0 Denise Caron
  • 61. LEADERSHIP2.0 Denise Caron
  • 62. LEADERSHIP2.0 Denise Caron
  • 63. LEADERSHIP2.0 Denise Caron 22nd to 23st century • Healthcare • Exploration • Research
  • 64. LEADERSHIP2.0 Denise Caron 24th century & beyond
  • 65. LEADERSHIP2.0 Denise Caron About Me
  • 66. LEADERSHIP2.0 Denise Caron How I spend my day Sleeping 30% Collecting knowledge 15% Thinking 15% Distributing knowledge 15% Networking 10% Playing 10% Chores 5% * I own an iRobot Roomba 500 Series Robot Vacuum
  • 67. LEADERSHIP2.0 Denise Caron My favorite author “The illiterate of the 21st century will not be those who cannot read & write, but those who cannot learn, unlearn, and relearn” — A lvin Toffler 67
  • 68. LEADERSHIP2.0 Denise Caron My favorite movie
  • 69. LEADERSHIP2.0 Denise Caron My favorite music
  • 70. LEADERSHIP2.0 Denise Caron
  • 71. LEADERSHIP2.0 Denise Caron LEADER 2.0 Dynamic Leader Make Up Code Become A Better Leader
  • 72. LEADERSHIP2.0 Denise Caron
  • 73. LEADERSHIP2.0 Denise Caron Some Reading
  • 74. LEADERSHIP2.0 Denise Caron ty/articles/elements-collaboration
  • 75. LEADERSHIP2.0 Denise Caron Thanks to the People of the Information Highway
  • 76. LEADERSHIP2.0 Denise Caron