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Leadership on values

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Talking about leadership today means talking about the search for new reference points, examples, honesty, commitment, greatness and broad-mindedness. If leadership has to be defined, it is undoubtedly a social asset capable of transforming and improving organizations and the society in general.

Historically, leadership has always been seen as the point of authority in organizations and the result of personal development and guidance. However, Professors of ESADE’s Social Sciences Department Àngel Castiñeira and Josep Maria Lozano believe that leadership is something polyhedral, meaning that it is not just a juxtaposition of the good and the evil, the ethical and the efficient, but a combination of the two.

This document was prepared by Corporate Excellence – Centre for Reputation Leadership and among other sources contains references to the books El poliedro del liderazgo: una aproximación a la problemática de los valores en el liderazgo (The Leadership Polyhedron: A Study of Problems in Leadership Values) by Àngel Castiñeira and Josep Maria Lozano, Creating Leaderful Organizations by Joe Raelin, and Leadership Brand by Dave Ulrich.

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Leadership on values

  1. 1. Historically, leadership has always been seen as the point of authority in organizations and the result of personal development and guidance. However, Professors of ESADE’s Social Sciences Department Àngel Castiñeira and Josep Maria Lozano believe that leadership is something polyhedral, meaning that it is not just a juxtaposition of the good and the evil, the ethical and the efficient, but a combination of the two. The root of this discussion is the eternal question about the aim and the means, complemented by increasingly important question about involvement of third parties: does being a visionary and a good leader means being able to balance risk and opportunity or introducing values into the decision- making process? Are the means chosen for the task adequate? Should a leader think only about achieving the objective or also about the impact on third parties? Is it enough to be guided by reason or is it also necessary to listen to one’s heart? Leadership in the Times of Crisis The time we live in is not an epoch of changes, but a change of epochs. Thus we need to step away from our old beliefs on how to solve problems and accept that in order to overcome the crisis we need new ideas to face some new problems. The authors of the book titled The Polyhedron of Leadership argue that we need a new focus: a more flexible and evolutionary leadership, unchained from resistance and the past, focused on the future and a change of attitude. Vision, Attention and Intention Professor Joe Raelin from the Business School at the Northeastern University of Illinois (USA) mentions in his book Creating Leaderful Organizations that traditionally a leader was responsible for the following four activities: 1. Define the mission: where are we going? 2. Keeptheobjectivesup-to-date:whathastobedone? Talking about leadership today means talking about the search for new reference points, examples, honesty, commitment, greatness and broad-mindedness. If leadership has to be defined, it is undoubtedly a social asset capable of transforming and improving organizations and the society in general. Strategy Documents L14/2015 For Leadership Based on Values and Quality: When Ethics and Efficiency Work Towards the Same Goal Public Affairs Book Reviews This document was prepared by Corporate Excellence – Centre for Reputation Leadership and among other sources contains references to the books El poliedro del liderazgo: unaaproximación a la problemática de los valores en el liderazgo (The Leadership Polyhedron: A Study of Problems in Leadership Values) by Àngel Castiñeira and Josep Maria Lozano, Creating Leaderful Organizations by Joe Raelin, and Leadership Brand by Dave Ulrich.
  2. 2. Book Reviews 2 For Leadership Based on Values and Quality: When Ethics and Efficiency Work Towards the Same Goal 3. Ensure commitment: how to encourage everyone to do their best? 4. Respond to changes: how not to stay behind? However, as Dave Ulrich claims in Leadership Brand, today all this may not be created and maintained by just one person. Instead, these functions should be internalized in an organization at all levels. That’s why it is important to speak not about leaders (an individual and simple process) but about leadership (a collective and complex process). Leadership should be viewed not as a heroic exterior intervention but as an evolving and internal process in an organization. The vision statement is not so important any more. Importance is attached to the underlying idea of this vision, how vision is related to creating the meaning and the two components of the organisation’s internal life: attention and intention. Attention helps to perceive the reality, to be sensitive without making quick judgements or putting labels on what is seen. Intentionisindependentfromallexternalmotivations and is driven solely by internal motivations. In this sense, two clear factors of success are the abilities to demonstrate sincerity and coherence between what is said and what is done. However, we can see that corporate statements of vision, mission and values are becoming homogeneous –they are inspirational, but very similar– and the mismatch between the intentions and actions of an organization is a clear sign that the company is moving in a wrong direction. To Know, to Do and to Be Partly, this coherence is achieved by passing through a sequence of stages in leadership from knowledge and interpretation of reality through experimenting and action to clear positioning and commitment. That’stheonlywaytoconnecttheactions’objectives with the means of achieving these objectives and eventual actions. Leadership development and training should not remain in the theoretical and analytical domain. It shouldspreadandreachthepracticalandexperimental ground (role plays, case method, competitive simulation, negotiation, mediation, communication, etc.) keeping in mind that apart from doing and knowing, leadership is a way of being. The greatness of leadership is not about achieved results or objectives. It is about the people who achieve these objectives, about their identity, character and sincerity as well as self-awareness and wisdom. Leadership is also a matter of intelligence in terms of formal logic, executive practice and social awareness. “The key is the underlying idea of this vision, how vision is related to creating the meaning and the two components of the organisation’s internal life: attention and intention” Prinicipios y valores Principles and values Construction of meaning Personal skills Interpersonal skills Solidarity People’s well-being Social justice Coherence Service-orientation Humanism Honesty Generate and share: passion, illusion, faith, belief, trust, mediation, mobilisation, availability, coordination, task distribution, consensus building, negotiation, conflict management, team building, multi-relation skills, communication, enticement, awareness. Hyper liability, self- demandingness, confidence, perseverance, high level of engagement, positive energy, strength, boost, balance, serenity, suggestiveness, risk, boldness, innovation, entrepreneurship, pioneering spirit, change promotion, management and organizational skills, idealism, dream and also: realism, pragmatism and humility Directivity Purpose Strategy Vision Thinking Meaning Decision Understanding and selection of the moment Identification of opportunities Source: El poliedro del liderazgo: una aproximación a la problemática de los valores en el liderazgo, 2012. Graph 1: Social Leadership: Common features
  3. 3. Book Reviews 3 For Leadership Based on Values and Quality: When Ethics and Efficiency Work Towards the Same Goal Social Leadership If there is an area where leadership is clearly expressed, it is the social area. Society in its entirety is the sphere where a leader, including a business leader, is able to demonstrate what values underlie his or her leadership, what principles (starting with the above-mentioned sincerity and coherence) and what qualities (faith, passion, humanism, conviction, the capacity to motivate others, etc.) he or she represents better than others. Society is the fundamental catalyst of leadership. This is because the society and social values legiti- mize organizations and their existence, because the society is where leadership finds its main expression: the commitment. Commitment with the community focused on supporting the society and its members. Leadership cannot be understood without the preliminary step of achieving commitment of those people who are members of the organisation. Commitment means that an organization is able to act based on profound convictions: commitment clearly points to the vision of the world and underlying values. Conclusion: Ethical Leadership, Moral Reference Points Lack of commitment, found in organisations and the society in general, points to the ethical deficit and lack of a supreme value, such as a role model. With all the abundance of discussions on values and corporate statements, there are few clear and credible examples that are recognized and valued, examples “Leadership cannot be understood without the preliminary step of achieving commitment which points to the vision of the world and underlying values” that set moral reference points for attitudes and behavioursthat are then followed by others,encourage, motivate and lead to internal changes. Finally, examples result in visualisation, meaning that an ideal can materialise and exist in the reality, thus inviting changes and transformations in an organisation – something that leadership should aim at and promote. Thus a role model is a leader who with his behaviour can set an example of values and positively influence the behaviour of others, thus creating a long-needed model for attraction, admiration and imitation. Therefore, leadership should aim to become an ethical example and demonstrate efficiency in achieving what represents the essence of human aspiration: improvement and progress of life. Without ethical leadership (collective behaviour) and without leaders who serve as moral reference points (personal behaviour), it is impossible to develop collective and organizational projects able to create benefit for the whole society. Source: El poliedro del liderazgo: una aproximación a la problemática de los valores en el liderazgo, 2012. Graph 2: Three models of learning Knowing A way of knowing Knowledge Learning Description Explanation Translation Doing A way of doing Action Testing Experience Creation Being A way of being Commitement Purpose Meaning (Pre)dispositions
  4. 4. Leading by reputation ©2015, Corporate Excellence – Centre for Reputation Leadership A foundation established by major companies aiming to excel in the management of intangible assets and facilitate promotion of strong brands with a good reputation and a capacity to compete on the global markets. Our objective is to become the driving force, which would lead and consolidate professional reputation management as a strategic asset, fundamental for building value of companies around the world. Aviso Legal This document is a property of Corporate Excellence – Centre for Reputation Leadership developed with an objective to share business knowledge about management of reputation, brand, communication and public affairs. Corporate Excellence – Centre for Reputation Leadership is the owner of all rights to the intellectual property related to images, texts, drawings or any other content or elements of this product. Corporate Excellence – Centre for Reputation Leadership is the holder of all necessary permissions for the use of the document and therefore any reproduction, distribution, publishing or modification of the document without its express permission is prohibited.

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