Developing global leaders

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Developing global leaders

  1. 1. Developing Global Leaders:“The most important leader you will ever study is yourself” Professor Tudor Rickards 2012
  2. 2. Twenty first century leadership challenges• Today’s organisations face new challenges requiring different leadership responses• Developing new leadership ‘maps’ will be vital• A promising approach involves ‘learning while doing’ and exploring the dilemmas confronting leaders• Source: Dilemmas of leadership (2005; 2011 editions)
  3. 3. Leadership is dealing with the unexpected“A luxury cruise liner hits the rocks with 32 fatalities. Within weeks,another ship from the same company suffers another seriousincident, and is towed to safety. The company faces seriousdilemmas of retaining credibility in the marketplace and of finding away of dealing with its corporate reputation.”Source: Costa Rebrandia: A study in strategic leadershipand governance, Leaders we deserve, Feb 2012
  4. 4. Today’s business leaders face unprecedented challenges ofrisk management many arising from technological, economic andsocial upheavals…
  5. 5. Global risk themesLeadership talent developmentCredit and growthGlobalizationResource squeezeSocietal valuesCSR (Corporate Social Responsibility)Source: Modified from Ernst & Young’s annualrisk assessments (2010-2011)
  6. 6. Beliefs about the nature of effective leadership are changingOne successful global organization announced recentlyThat it was considering how it could develop its employeesInto 50,000 leaders …
  7. 7. IBM’s globalisation strategy Samuel Palmisano reorganized IBM into an “integrated global enterprise” based on leading by values and collaboration. Its former chief learning officer recently estimated that the company will need 50,000 leaders in the future.
  8. 8. The importance of leadership today is confirmed in claims madeby organizations in various professions such ashealth, government, leisure , engineering and finance
  9. 9. Medical leadership“Medical leadership requires acknowledgementthat all doctors require management andleadership competences to be effectivepractitioners.”NHS Institute for innovation and improvement.(2008)
  10. 10. Financial leadershipThis modern world has brought new and difficult leadership challengesto every firm now involved in credit markets …I want to emphasizeenterprise leadership: responsibility for both results and viabilityof the financial institution, and not just transactional leadership.The test of enterprise leadership is whether the firm is stronger a decadeafter a leader departs than while he or she was in charge.Source: Robert Joss, Professor and Dean,Stanford Graduate School of Business (Dec 2007)
  11. 11. Technological leadershipWe are on the threshold of a new era. The century of oil is ending,and the worlds energy supply must be put on a new foundation.Thats why researchers, inventors, and engineers need to be morecreative today than ever before. Computers as medical assistants,household robots, sensory cars, power plants in deserts, virtualuniversities, online factories … are becoming realities in laboratoriesall over the globe.Source: Ulrich Eberl, Siemens
  12. 12. Global Events and Leadership (GEL)The Global Events and Leadership module (GEL) introduces theManchester Business School’s Executive MBA programmes aroundthe world.GEL emphasizes the dilemmas of contemporary global leadership,and ‘learning through doing’ to achieve creative and innovativegoals
  13. 13. Leadership development programmes at MBSare built around an educational innovation known asThe Manchester Method, a form of ‘learning while doing’Project teams develop awareness of personal leadership‘maps’ while tackling real business projects.
  14. 14. Creative leadershipEvidence from workshops with over 6000 participants confirms thatglobal leadership skills can be developed though programmes whichinvolve participants actively in the dilemmas facing today’sinternational organizations.Source: Rickards & Moger, Handbook for creative team leaders
  15. 15. GEL’s development goalsTo develop skills at business analysis of complex issues withglobal implicationsTo identify dilemmas within leadership challengesTo use ‘map reading, map testing, and map making’In order to improve personal leadership beliefs and actionsTo work in teams and understand leadership and teamdynamics under complex realistic conditionsSource: Global Events and Leadership study guide, MBS
  16. 16. Impact studiesImpact studies have been reported using information collectedduring workshops and in follow-up surveys.Participants apply learning to their subsequent workplace challenges.Two specific aspects have been identified over time:the benefits of searching for dilemmas confronting business leadersand application of an approach for examining and refining conceptual mapsSources: Rickards (2011); Rickards & Moger (2012)
  17. 17. Creative leadershipAn important finding from the work at Manchester BusinessSchool has been recognition that effective leadership andcreativity overlap strongly,This leads to the conclusion that: ‘creativity is a leader’s secretweapon’Creative leadership is one way of differentiating leading frommanaging [Abraham Zaleznick]
  18. 18. More about maps and dilemmas Leadership ‘maps’ are changing presenting different dilemmas Differing leadership styles co-exist: The charismatic leader The authentic leader The creative leader The ‘level five’ leader The rational leader Distributed leadership involves multiple leaders
  19. 19. The dynastic dilemmaDynasties can still exist all over the world. They all share the(charismatic) founder’s dilemma… …the genetic lottery
  20. 20. The right to leadA Maratha general, Pilaji Rao Gaekwad, conquered the Indian state of Baroda in1734. The dynasty he founded ruled there until 1947. The great Palace of theMaharajahs still stands in the city of Vorodora. There is also the ‘Little Palace’where the heir apparent learned the arts of leadership…
  21. 21. Leaders all the way downDynastic leaders were always influencedby a small group of trusted andinfluential confidants.In the modern organization, leadershipresponsibilities are distributed widelythroughout the company, permittingdevelopment and appointment offuture leaders.This is the central idea behind thedistributed leadership map
  22. 22. Other 21st Century dilemmas Dilemmas of power and discrimination Ethical dilemmas Dilemmas of trust and vulnerability Dilemmas of strategy and implementation Source: Rickards, (2011) Dilemmas of leadership
  23. 23. SummaryEffective organizations are accepting that leaders can be identifiedand developedOlder 20th century ‘maps’ overlooked ethical and creative aspects ofleadershipAn effective way to develop leaders is to encourage ‘learning throughdoing’Leadership is increasingly seen as distributed widely across social andorganizational networksComplex challenges conceal dilemmas as well as alternatives to obviousstrategies“The most important leader you will ever study is yourself”

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