This document discusses the changing nature of leadership in today's business environment. It outlines 5 major developments driving this change: 1) rapid technological innovation and adoption, 2) shorter lifespans of companies, 3) more informal vs formal organizations, 4) increased social media and connectivity, and 5) greater transparency. The document then presents four models of leadership that have evolved from a traditional top-down, formal approach to a more distributed, authentic, and connected approach where leaders facilitate goal-setting and empower followers through social media connections.

1. leadership 4.0Kennisportaal.com, 2009

2. as I explained in a previouspresentation; every employee and customer will take control of the work and consumer experience…

3. everyone CEO

4. I don’t think in working hours, but in ways to maximize my talents

5. todays business leaders are faced with 5 major developments…

6. 1age of rapid technological innovation & adoption

8. 2age of shortening life-span (S&P 500*) companies*http://www.standardandpoors.com/indices/sp-500/en/us/?indexId=spusa-500-usduf--p-us-l--

10. 3age of informal over formal organizations

11. Formal hierarchy Informal hierarchy

12. 4age of social media and hyper-connectivity

14. IDG report: The Hyperconnected: Here They Come!

15. IDG report: The Hyperconnected: Here They Come!

16. IDG report: The Hyperconnected: Here They Come!

17. IDG report: The Hyperconnected: Here They Come!

18. 5age of transparency

19. http://www.flickr.com/photos/home_of_chaos/5227029117/sizes/l/in/photostream/

20. “Leaders are visionaries with a poorly developed sense of fear and no concept of the odds against them” Robert Jarvik

21. the leadership challenge of the coming years……

22. unleashingcreativity,flexibility andspeed

23. and what about the future of knowledge work……

24. “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

25. source model: David Maister

26. according to Maister the ‘only’ knowledge work that will florish has a high degree of expertise in combination with a high personal involvement

27. …..so what does that mean for leadership and why the 4.0?

28. it combines Maslov’stheory of ‘socialneeds’…http://www.mathsoc.spb.ru/pers/maslov/

29. with the theoryandpractice of constantlyevolvinginteractionbetweentechnologies, the culture of participationandknowledge building……

30. http://johnantonios.com/2010/02/06/the-social-media-hierarchy-of-needs/

31. thisderivesfromtwoopposing leadership theories…

34. withknowledgeworkers ‘climbing’ the Maslov’spyramidandincreasinglyusing online collaboration tools…

35. “A leadercan be defined by an ability to get othersto follow willingly” - David Hakalahttp://www.flickr.com/photos/hmclin/338413919/

36. so leadership 1.0 to 4.0 in a small YouTube marathon…

37. Source of Influenceformalreal (moral) formalNature of impactreal (moral) source: Four models of leadership, Gobillot

38. Personalized leadershipLeaders have power over people based on their positionThe role of the leader is to have others execute tasksPeople that do not participate pro-actively are not motivatedThe leader is responsible for strategy & planningEmployees work mostly to secure an income and are therefore never fully committed to the organization

39. Source of Influenceformalreal (moral) formalNature of impactreal (moral) source: Four models of leadership, Gobillot

40. Distributed leadershipLeaders have power over others on basis of their positionThe role of a leader is to cooperate with others to ‘enroll’ them to execute tasksPeople that do note participate pro-actively miss chancesThe leader is responsible for strategy & planning; in cooperation and with input of othersEmployees work for an income, but can be more committed through a sustainable relation

42. Source of Influenceformalreal (moral) formalNature of impactreal (moral) source: Four models of leadership, Gobillot

43. Authentic leadershipLeaders have power over others on basis of who they areThe role of the leader is to create the right conditions for followershipThe 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 themThe leader is responsible for strategy & planningAlthough employees work for an income; a coherent vision makes commitment easier

44. Source of Influenceformalreal (moral) formalNature of impactreal (moral) source: Four models of leadership, Gobillot

45. Connected leadershipLeaders don’t have power over others, but they have based on their position the opportunity to have others develop themselvesThe role of the leader is to facilitate, co-create and ‘sell’ the common goalPeople that do not participate pro-actively are not motived the right way by the leaderThe leader is responsible for the fact that the right strategic choices are madeRegardless of why employees work, their contribution is based on the balance between their personal goals and those of the organization

46. “online games put the future ofbusiness leadership on display” –IBM research 2007

47. there is no ConnectedLeadership without social media…

49. mennolanting@gmail.comwww.twitter.com/mlantingwww.mennolanting.nlwww.linkedin.com/in/mennolanting