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Take Off Program April 2012
Leadership in a
Time of Change
Dr. Guido Gianasso
Vice President, Human Capital
April 2012Take Off Program
Leadership is…
Articulating a vision
Aligning people to it
April 2012Take Off Program
There is nothing more difficult to take in
hand, more perilous to conduct, or more
uncertain in...
Take Off Program April 2012
Take Off Program
Working with
Cultural Intelligence
A definition of Culture
“A pattern of shared basic assumptions that
the group learned as it solved its problems
of externa...
National Culture…
Is about values of national group in the following areas:
1. Time – its importance vs. social relations ...
I-LEAD 2010 Launch Workshop 9
Different Classification Criteria
 Time awareness reflects the importance
that his given to...
I-LEAD 2010 Launch Workshop 10
Different Classification Criteria
 Power distance reflects the extent to
which the less po...
I-LEAD 2010 Launch Workshop 11
Different Classification Criteria
 Individualism/Collectivism dimension
reflects the exten...
I-LEAD 2010 Launch Workshop 12
Different Classification Criteria
 Uncertainty avoidance reflects the extent
to which peop...
I-LEAD 2010 Launch Workshop 13
Different Classification Criteria
 Masculinity/Femininity concerns the
extent of emphasis ...
Power Distance vs. Individualism
5
15
25
35
45
55
65
75
85
95
10 30 50 70 90 110
Small LargePower Distance (PDI)
Collectiv...
Power Distance vs Individualism
5
15
25
35
45
55
65
75
85
95
10 30 50 70 90 110
Small LargePower Distance (PDI)
Collectivi...
I-LEAD 2011 Final Workshop 16
Cultural Intelligence: 4 factors
(Ang)
Drive (motivational)
Knowledge (cognitive)
Strateg...
Take Off Program April 2012
Alignment of HC Policies
and Systems to IATA
Strategy
IATA
Strategy
IATA Values
Core Competencies
People
Speed
Innovation
Change
Integrity
Teamwork
Results
Leadership
1. Organi...
Leadership in a Time of Change
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Leadership in a Time of Change

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Leadership in a Time of Change

  1. 1. Take Off Program April 2012 Leadership in a Time of Change Dr. Guido Gianasso Vice President, Human Capital
  2. 2. April 2012Take Off Program Leadership is… Articulating a vision Aligning people to it
  3. 3. April 2012Take Off Program There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things. Because the innovator has for enemies all those who have done well under the old conditions, . . . . . and lukewarm defenders in those who may do well under the new. Niccoló Machiavelli, The Prince. 1537.
  4. 4. Take Off Program April 2012 Take Off Program
  5. 5. Working with Cultural Intelligence
  6. 6. A definition of Culture “A pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems.” – Schein, 1992
  7. 7. National Culture… Is about values of national group in the following areas: 1. Time – its importance vs. social relations and content 2. Social inequality, including the relationship with authority 3. The relationship between the individual and the group 4. Ways of dealing with uncertainty relating to the control of aggression and the expression of emotions 5. Concept of masculinity and femininity: the focus of the group on male versus female values
  8. 8. I-LEAD 2010 Launch Workshop 9 Different Classification Criteria  Time awareness reflects the importance that his given to time (as a scarce resource) vs. social relations and content. High time awareness cultures value punctuality, obeying deadlines, sticking to the agenda, etc.
  9. 9. I-LEAD 2010 Launch Workshop 10 Different Classification Criteria  Power distance reflects the extent to which the less powerful people in a culture accept and expect power to be distributed unequally. In high power distance countries, there is a considerable dependence of subordinates on bosses and preference for autocratic or paternalistic boss. Power is based on family, friends and charisma and the ability to use force. In low power countries there is a limited
  10. 10. I-LEAD 2010 Launch Workshop 11 Different Classification Criteria  Individualism/Collectivism dimension reflects the extent to which culture encourages individuals as opposed to collectivism, group-centered concerns. In individualistic cultures the emphasis is on personal commitment and achievement. By contrast, in collectivist cultures the interest of the group prevails over that of the individual.
  11. 11. I-LEAD 2010 Launch Workshop 12 Different Classification Criteria  Uncertainty avoidance reflects the extent to which people become nervous in unstructured, ambiguous situations, and try to avoid such situations by developing rules to guide behavior and a belief in an absolute truth. Coping with uncertainty is achieved through the domain of technology, law and religion. Religious beliefs tend to deal with the ultimate uncertainties of life and death. In
  12. 12. I-LEAD 2010 Launch Workshop 13 Different Classification Criteria  Masculinity/Femininity concerns the extent of emphasis on work goals and assertiveness, as opposed to personal goals and nurturance. The first set of values is thought to be associated with males and the second more with females.
  13. 13. Power Distance vs. Individualism 5 15 25 35 45 55 65 75 85 95 10 30 50 70 90 110 Small LargePower Distance (PDI) CollectivistIndividualistIndividualism(IDV) • Guatemala • Costa Rica • Pakistan • Ecuador • Venezuela • Indonesia •Singapore • China•Thailand • Hong Kong • Romania• Mexico • Philippines • Russia• Arabs• Turkey • Iran • Japan • India • Switzerland FR • France • Belgium FR • Canada Quebec • Israel • Finland • Germany • Norway • Sweden • Denmark • New Zealand United States  • UK • Brazil Australia 
  14. 14. Power Distance vs Individualism 5 15 25 35 45 55 65 75 85 95 10 30 50 70 90 110 Small LargePower Distance (PDI) CollectivistIndividualistIndividualism(IDV) 67% 62% 41% $ 29% 34% 31% 3% 3% 27%
  15. 15. I-LEAD 2011 Final Workshop 16 Cultural Intelligence: 4 factors (Ang) Drive (motivational) Knowledge (cognitive) Strategy (metacognitive) Action (behavioral)
  16. 16. Take Off Program April 2012 Alignment of HC Policies and Systems to IATA Strategy
  17. 17. IATA Strategy IATA Values Core Competencies People Speed Innovation Change Integrity Teamwork Results Leadership 1. Organization Design 2. Recruitment 3. Performance Assessment 4. Rewards 5. Development Aligning HC Policies and Systems to IATA Strategy Cultural Intelligence

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