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Leadership 4.0
 

Leadership 4.0

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    Leadership 4.0 Leadership 4.0 Presentation Transcript

    • leadership 4.0
      Kennisportaal.com, 2009
    • as I explained in a previouspresentation; every employee and customer will take control of the work and consumer experience…
    • everyone CEO
    • I don’t think in working hours, but in ways to maximize my talents
    • todays business leaders are faced with 5 major developments…
    • 1
      age of rapid technological innovation & adoption
    • 2
      age of shortening life-span (S&P 500*) companies
      *http://www.standardandpoors.com/indices/sp-500/en/us/?indexId=spusa-500-usduf--p-us-l--
    • 3
      age of informal over formal organizations
    • Formal hierarchy Informal hierarchy
    • 4
      age of social media and hyper-connectivity
    • IDG report: The Hyperconnected: Here They Come!
    • IDG report: The Hyperconnected: Here They Come!
    • IDG report: The Hyperconnected: Here They Come!
    • IDG report: The Hyperconnected: Here They Come!
    • 5
      age of transparency
    • http://www.flickr.com/photos/home_of_chaos/5227029117/sizes/l/in/photostream/
    • “Leaders are visionaries with a poorly developed sense of fear and no concept of the odds against them” Robert Jarvik
    • the leadership challenge of the coming years……
    • unleashing
      creativity,
      flexibility and
      speed
    • and what about the future of knowledge work……
    • “What do I have to do to earn and deserve the key relationships that are going to get me where I want to go?”
      – David Maister
    • source model: David Maister
    • according to Maister the ‘only’ knowledge work that will florish has a high degree of expertise in combination with a high personal involvement
    • …..so what does that mean for leadership and why the 4.0?
    • it combines Maslov’stheory of ‘socialneeds’…
      http://www.mathsoc.spb.ru/pers/maslov/
    • with the theoryandpractice of constantlyevolvinginteractionbetweentechnologies, the culture of participationandknowledge building……
    • http://johnantonios.com/2010/02/06/the-social-media-hierarchy-of-needs/
    • thisderivesfromtwoopposing leadership theories…
    • withknowledgeworkers ‘climbing’ the Maslov’spyramidandincreasinglyusing online collaboration tools…
    • “A leadercan be defined by an ability to get othersto follow willingly” - David Hakala
      http://www.flickr.com/photos/hmclin/338413919/
    • so leadership 1.0 to 4.0 in a small YouTube marathon…
    • Source of Influence
      formal
      real (moral)
      formal
      Nature of impact
      real (moral)
      source: Four models of leadership, Gobillot
    • Personalized leadership
      Leaders have power over people based on their position
      The role of the leader is to have others execute tasks
      People that do not participate pro-actively are not motivated
      The leader is responsible for strategy & planning
      Employees work mostly to secure an income and are therefore never fully committed to the organization
    • Source of Influence
      formal
      real (moral)
      formal
      Nature of impact
      real (moral)
      source: Four models of leadership, Gobillot
    • Distributed leadership
      Leaders have power over others on basis of their position
      The role of a leader is to cooperate with others to ‘enroll’ them to execute tasks
      People that do note participate pro-actively miss chances
      The leader is responsible for strategy & planning; in cooperation and with input of others
      Employees work for an income, but can be more committed through a sustainable relation
    • Source of Influence
      formal
      real (moral)
      formal
      Nature of impact
      real (moral)
      source: Four models of leadership, Gobillot
    • Authentic leadership
      Leaders have power over others on basis of who they are
      The role of the leader is to create the right conditions for followership
      The role of the leader is to create the right conditions for “follower-ship”
      People that do not participate pro-actively limit their choices and leaders have to point this out to them
      The leader is responsible for strategy & planning
      Although employees work for an income; a coherent vision makes commitment easier
    • Source of Influence
      formal
      real (moral)
      formal
      Nature of impact
      real (moral)
      source: Four models of leadership, Gobillot
    • Connected leadership
      Leaders don’t have power over others, but they have based on their position the opportunity to have others develop themselves
      The role of the leader is to facilitate, co-create and ‘sell’ the common goal
      People that do not participate pro-actively are not motived the right way by the leader
      The leader is responsible for the fact that the right strategic choices are made
      Regardless of why employees work, their contribution is based on the balance between their personal goals and those of the organization
    • “online games put the future of
      business leadership on display” –
      IBM research 2007
    • there is no ConnectedLeadership without social media…
    • mennolanting@gmail.com
      www.twitter.com/mlanting
      www.mennolanting.nl
      www.linkedin.com/in/mennolanting