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Mba unican liderazgo david harrison


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Powerpoint de la charla de hoy en el MBA Unican

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Mba unican liderazgo david harrison

  1. 1. pygmaliontraining people for great thingsTOWARDS ECO-LEADERSHIP My Socratic audit: Why do I think leadership is an art?twenty years I knew everything I needed to know about leadership. But now, Irealise that I know practically nothing. The same thing happens to me withliterature, philosophy and art... (adapted from Keith Grint) 100 Text 75 50 25 0 1998 2000 2002 2004 2005 2007 2009 2011 my understanding my knowledge
  2. 2. pygmaliontraining people for great things TODAY WE ARE GOING TO LOOK AT.... • Where do leaders come from? • Can we ‘do’ leadership? • What are the 4 main schools of leadership? • what are the dangers of the romance of leaders? • When we should use command, management or leadership solutions • What and why is eco-leadership?
  3. 3. pygmaliontraining people for great things WORK • Work is the new religion, the new cultural phenomenon. The secret of successful religions is to make you feel part of something bigger. • we fear and worship it • It has its heroes, rituals, palaces and symbols • and when we don’t have work we feel alientaed from society.
  4. 4. pygmaliontraining people for great things WHY ARE PEOPLE UNHAPPY AT WORK? ‘MUSTURBATION’ OR THE PROBLEM OF HIGH EXPECTATIONS - OR RATIONAL EMOTIVE BEHAVIOUR THERAPY (PSYCHOLOGIST, ALBERT ELLIS) For me to be happy..... Everyone must like me Life must be easy I must be succesful
  5. 5. pygmaliontraining people for great things BAD, BAD LEADERSHIP FADS LIKE BAD SCIENCE ARE EVERYWHERE: BE CRITICAL, BE SCEPTICAL Wilhelm Reich, Austrian psychotherapist and disciple of Sigmund Freud, also invented the the orgone accumulator. His theory being that almost all psychological problems could be solved with an optimal orgasm. And the orgone accumulator provided just that for Mailer, Salinger, Burroughs and Kerouac he later applied the same ‘science’ to rainmaking.... and the orgone cloudburster read more about Wilhelm in ‘adventures in the orgasmatron: how the sexual revolutio came to America’, by Christopher Turner (2011)
  6. 6. pygmaliontraining people for great thingsTHINGS YOU SHOULDKNOW ABOUT LEADERSHIP • Leadership is messy. • Any attempt to oversimplify leadesrhip is fine if you want to sell self help leadership books to people in airports, write articles for the HBR, teach at a university.... but there are no seven steps to success, there is no ‘can’ in cancer. • one minute you are a hero and the next minute a villain
  7. 7. pygmaliontraining people for great things cultural ‘zeitgeist’ for the 21st century.... or is it just ‘schadenfreude’? ACCOUNTABILITY
  8. 8. pygmaliontraining people for great things WHEN DO WE DO LEADERSHIP? Imagine: you break your leg. Your friends take you to hospital. This is a critical situaton and the response is clear. • command At the hospital, the doctors apply ‘elegant solutions’. they use management and follow • management • critical process. But what type of problem is • tame problem it if you are taken to a • leadership restaurant? • diabolical problem adapted from Keith Grint ‘ wicked problems, clumsy solutions
  9. 9. pygmaliontraining people for great things ELEGANT AND CLUMSY SOLUTIONS - K GRINT increasing uncertainty about the solutionwicked lead tame manage increasing need for collaborative solutioncritical command coercion calculation normative hard power rational emotional soft power
  10. 10. pygmaliontraining people for great thingsGLOBAL WARMING:M. DOUGLAS - GROUP/GRID Text grid: Fatalists: Hierarchist Nothing can be done. people are selfish. the rules should be stricter. Get a increasing rules and the end of the world is inevitable disciplinarian to enforce Kioto. regulations Text Individualists Egalitarians we need to encourage companies to we need to consume less and move create. market forces will solve the towards sustainable community life problem Douglas, M, (2008/1966) Purity and Danger, Routledge. group orientation
  11. 11. pygmaliontraining people for great things STYLES AND SCHOOLS OF LEADERSHIP • transactional therapist: controller: mayo, maslow up to • charismatic SM FW Taylor, goleman, boyatzis, etc Where? Strategy by design pulbic sector - education • ubuntu rational middle management Where: leader as coach industrial/nuclear • transformational charismatic: eco leaders: ? • servant leadership steve jobs, etc Business as a network or danger - the ‘romance’ of eco system leaders connectivity, • strategic leadership Where? inter-dependence, post industrial settings ethics and leadership spirit • team/eleadership multinationals knowledge industries top management • invisible leadership collective leadership •
  12. 12. pygmaliontraining people for great things THE NATURE OF ORGANISATIONS • political conflict is in the nature of all organisations. Shakespeare and many other writers have understood this. Proponents of SM and Design Strategy have not.
  13. 13. pygmaliontraining people for great things leading change • most rational models of change leadership look something like this. Is there anything missing?
  14. 14. pygmaliontraining people for great things more recent models take on the emotional, social aspects: Kotter’s model: • Establish a sense of urgency that builds on people’s readiness for change • Develop a powerful guiding coalition to help steer forward the change. • Create a vision of the future situation that will be achieved and strategies for achieving it to guide the change process • Communicate the vision in different ways frequently and widely across the organisation • Empower others to act on the vision, by removing obstacles, such as lack of time and resources. • Plan for and celebrate short term wins. those initially opposed to change, and building momentum and a critical mass of support. • Consolidate improvement and encourage the generation of further ideas and projects for change to re-energise the process and avoid feelings of anti-climax when the change is achieved. • Institutionalise new approaches and ways of working so that they become anchored in the organisational culture. •
  15. 15. pygmaliontraining people for great things INSIDE THE THERAPIST DISCOURSE - EI LEADESRHIP FROM GOLEMAN Y BOYATZIS): 1‘Pace – setting 2 Commander 3 Visionary 4 Affiliative 5 Coaching 6 Democratic
  16. 16. pygmaliontraining people for great things ECO LEADERS• According to Simon Western: ‘Internal organizational eco-system: creating thinking spaces, breaking silo culture, connecting and communicating, working with feedback loops to respond to change, creating an organizational architecture that enables distributed leadership thus creating an adaptive organization.• • Eco-leaders also focus on the external environment: political and environmental trends, stakeholders, competitors, realizing the interdependence between their internal organizational ecosystem within a wider eco-system. This is no- longer considered an altruistic act, but vital for sustainable success.• • Corporate social responsibility, sustainability and ethics, continuity and change, and leadership spirit are key attributes of eco-leadership.
  17. 17. pygmaliontraining people for great things • passion for what they do SPANISH CHEFS: A • apprenticeships away from home SUCCESS STORY • formal lifelong training • interconnected • hugely flexible in hours, pay and location • learning for life and communication with peers, conferences, congresses • total flexibility - constant movement between restaurants • Can you think of any more reasons for their success
  18. 18. pygmaliontraining people for great things LA CATEDRAL DEL SISTEMA ALIMENTICIO ACTUAL – ELEl ‘King Piggly Wiggly’ patentado en 1917 SUPERMERCADOformaba a sus empleados para mantenerse invisiblesInauguró la edad de la despersonalización total en la comida: Comida rápida, auto-servicio, comida basura, pobres gordos y ricos flacos.Y el sistema sigue más o menos igual hasta hoy…
  19. 19. pygmaliontraining people for great things WHOLE FOODS MANAGEMENT SISTEMA DE VALORES • Amor • Cada pequeño equipo tiene la última • Comunidad palabra en la contratación y elige a sus miembros • Cada equipo recibe un plus $ mensual • Autonomia según su rentabilidad • Cada equipo dispone de acceso a los resultados y sueldos de los demás • Egalitarianism empleados en su tienda y otras tiendas • Cada equipo decide lo que vende en su departamento, y a qué precio • Trasparencia • Misión Empleados = libertad para hacer las cosas bien y motivados para hacerlo rentable
  20. 20. BIBLIOGRAPHY• Management challenges for the 21st Century - Peter Drucker• the future of management - Gary Hamel• The Great Reset - Richard Florida• Douglas, M, (2008/1966) Purity and Danger, Routledge.• Grint, K, (2005) ‘Problems, Problems, Problems: The Social Construction of Leadership’, Human Relations, 58,11, 1467- 1494.• G. Hamel, (2007), The Future of Management, Harvard• Knud Illeris et al, (2009) Contemporary Theories of Learning, Routledge.• Michael Foley, (2010)The Age of Absurdity, Simon & Schuster• Richard Wiseman, 2010, 59 seconds. Collinson, D. (2005) Rethinking followership: A post-structuralist analysis of follower identities• Hickman, G. (2010) Leading Change in Multiple Contexts• Western, S. (2008) Leadership: a critical text