The document discusses the need for a new paradigm of leadership to address global challenges. It argues that leadership must be viewed as a relationship based on mutual influence between leaders and team members, rather than a top-down model. The new paradigm proposes that leadership involves mobilizing people to enact meaningful change through non-coercive relationships aligned with shared values and purposes. Leadership development programs should cultivate skills for collaboration, influence without authority, and facilitating adaptive organizational change.
This document discusses the future of work and alternatives to traditional management structures. It provides three examples of organizations that operate successfully without hierarchies through self-management. Key points:
- The future of work may involve replacing traditional management styles that leave most employees feeling unmotivated and replace them with more humane, purpose-driven organizations.
- Case studies show organizations like FAVI (metal manufacturer) and Buurtzorg (healthcare provider) that engage employees and use self-managing principles are consistently more successful.
- These organizations function without managers, budgets, or traditional business functions through self-management, transparency, and intrinsic motivation instead of external controls.
- Rather than big transformation initiatives, successful
This document discusses collective leadership and its role in community-based service learning projects. It describes collective leadership as aligning diverse stakeholders around a shared agenda by unleashing talents and local resources to create change. Community organizations are using collective leadership to design youth civic engagement and community wellness projects. The document provides examples of collective leadership in action through community projects in Arizona and California that address issues like diabetes, the environment, and violence.
In this article, I endeavors to develop an emerging paradigm of leadership for our organizations known as "leaderful practice." Leaderful practice constitutes a direct challenge to the conventional view of leadership as "being out in front." It is submitted that in the 21st Century organization, everyone will need to share the experience of serving as a leader, not sequentially, but concurrently and collectively. In other words, leaders co-exist at the same time and all together. In addition, each member of an organization will be encouraged to make a unique contribution to its growth, both independently and interdependently with others. In this sense, organizational members will aspire to become fervently collaborative, which in turn is derived from their compassion toward other human beings. Their well-developed sense of self permits them to develop a deep consideration of others. Thus, the article makes the case that the only possible way to lead ourselves out of trouble in management is to become mutual and to share leadership.
Professor Peter Hawkins discusses the need for collective leadership to rise to current challenges. He emphasizes that learning must equal or exceed the rate of environmental change for organizations to survive. Sustainable change requires aligning strategy, change, culture and leadership. High performing teams excel through clarifying their mission, co-creating solutions both internally and with stakeholders, and engaging in continuous learning. Building partnerships also demands a shared compelling vision of what groups can achieve together that they cannot apart.
This document discusses developing leaders and leadership development. It argues that organizations must take leadership development seriously to succeed in the future. Leadership is no longer defined by a single leader's traits, but by the ability to collaborate, motivate teams, and manage networks. Due to changing organizational structures, a distributed view of leadership with multiple leaders is needed. Developing leaders requires various forms of self-assessment, action learning, and apprenticeship. Companies now play an active role in developing their workforce through corporate universities and other tools like simulations and 360-degree evaluations.
This document discusses effective leadership and proposes a "Circumplex model of Effective leadership". It argues that effective leadership focuses on personal growth, followers' growth, and organizational goals. The model includes four elements: achieving organizational goals, developing followers, personal leadership, and self-transcendence. The author analyzes cases of failed leadership in developing countries and proposes that transformative leadership is needed to meet people's aspirations and address leadership problems systematically rather than through quick fixes.
LS160219-LeaderShape Global Brochure -Intl Digital-FinalJohn Knights
This document discusses the need for transpersonal leaders who can shape ethical, caring organizational cultures for the future. It notes that the world is changing dramatically due to technological advances, and that tomorrow's global organizations need leaders who are performance-enhancing, ethical, and caring to be sustainable. It advocates for developing transpersonal leaders through programs that enhance their emotional awareness, ethics, and ability to move beyond self-interest to act for the greater good.
The document discusses the LEADERS model, which provides a framework for defining core leadership principles and attributes. The model is based on a mnemonic with the following components: Lead by example, Earn and extend trust, Adopt a bias for action and proactivity, Demonstrate core values, Engage the four E's of involvement, Respect the three C's of communication, culture and change, and Succeed by planning and prioritizing. Each component is then explored in detail with references to additional leadership models and theories.
This document discusses the future of work and alternatives to traditional management structures. It provides three examples of organizations that operate successfully without hierarchies through self-management. Key points:
- The future of work may involve replacing traditional management styles that leave most employees feeling unmotivated and replace them with more humane, purpose-driven organizations.
- Case studies show organizations like FAVI (metal manufacturer) and Buurtzorg (healthcare provider) that engage employees and use self-managing principles are consistently more successful.
- These organizations function without managers, budgets, or traditional business functions through self-management, transparency, and intrinsic motivation instead of external controls.
- Rather than big transformation initiatives, successful
This document discusses collective leadership and its role in community-based service learning projects. It describes collective leadership as aligning diverse stakeholders around a shared agenda by unleashing talents and local resources to create change. Community organizations are using collective leadership to design youth civic engagement and community wellness projects. The document provides examples of collective leadership in action through community projects in Arizona and California that address issues like diabetes, the environment, and violence.
In this article, I endeavors to develop an emerging paradigm of leadership for our organizations known as "leaderful practice." Leaderful practice constitutes a direct challenge to the conventional view of leadership as "being out in front." It is submitted that in the 21st Century organization, everyone will need to share the experience of serving as a leader, not sequentially, but concurrently and collectively. In other words, leaders co-exist at the same time and all together. In addition, each member of an organization will be encouraged to make a unique contribution to its growth, both independently and interdependently with others. In this sense, organizational members will aspire to become fervently collaborative, which in turn is derived from their compassion toward other human beings. Their well-developed sense of self permits them to develop a deep consideration of others. Thus, the article makes the case that the only possible way to lead ourselves out of trouble in management is to become mutual and to share leadership.
Professor Peter Hawkins discusses the need for collective leadership to rise to current challenges. He emphasizes that learning must equal or exceed the rate of environmental change for organizations to survive. Sustainable change requires aligning strategy, change, culture and leadership. High performing teams excel through clarifying their mission, co-creating solutions both internally and with stakeholders, and engaging in continuous learning. Building partnerships also demands a shared compelling vision of what groups can achieve together that they cannot apart.
This document discusses developing leaders and leadership development. It argues that organizations must take leadership development seriously to succeed in the future. Leadership is no longer defined by a single leader's traits, but by the ability to collaborate, motivate teams, and manage networks. Due to changing organizational structures, a distributed view of leadership with multiple leaders is needed. Developing leaders requires various forms of self-assessment, action learning, and apprenticeship. Companies now play an active role in developing their workforce through corporate universities and other tools like simulations and 360-degree evaluations.
This document discusses effective leadership and proposes a "Circumplex model of Effective leadership". It argues that effective leadership focuses on personal growth, followers' growth, and organizational goals. The model includes four elements: achieving organizational goals, developing followers, personal leadership, and self-transcendence. The author analyzes cases of failed leadership in developing countries and proposes that transformative leadership is needed to meet people's aspirations and address leadership problems systematically rather than through quick fixes.
LS160219-LeaderShape Global Brochure -Intl Digital-FinalJohn Knights
This document discusses the need for transpersonal leaders who can shape ethical, caring organizational cultures for the future. It notes that the world is changing dramatically due to technological advances, and that tomorrow's global organizations need leaders who are performance-enhancing, ethical, and caring to be sustainable. It advocates for developing transpersonal leaders through programs that enhance their emotional awareness, ethics, and ability to move beyond self-interest to act for the greater good.
The document discusses the LEADERS model, which provides a framework for defining core leadership principles and attributes. The model is based on a mnemonic with the following components: Lead by example, Earn and extend trust, Adopt a bias for action and proactivity, Demonstrate core values, Engage the four E's of involvement, Respect the three C's of communication, culture and change, and Succeed by planning and prioritizing. Each component is then explored in detail with references to additional leadership models and theories.
This document discusses challenges facing organizations in today's rapidly changing environment and the opportunity for HR professionals to help organizations adapt and thrive. Specifically, it notes that:
1) Hierarchical and rigid organizational structures are unsuitable for turbulent times and increased agility is needed.
2) HR can help organizations question past behaviors, develop unique human competencies, and enhance innovation, adaptability, resilience and an empowering culture.
3) By doing so, HR has the opportunity to make people management the ultimate source of an organization's competitiveness and truly contribute in a strategic manner.
In the industry on leadership by William Earleywearley94
The document discusses the differences between leadership and management. It provides insights from sources like a Wall Street Journal article, a TED Talk by Roselinde Torres, and leadership expert Warren Bennis. The key differences highlighted are that managers focus on structure and control, while leaders empower employees, drive innovation, and focus on developing people. The document argues that more companies should adopt leadership approaches to get the most out of employees and better prepare for an uncertain future.
Whether you’re an entrepreneur in the start-up phase or the CEO of a mature business, it’s the right time to pay attention to the culture of your enterprise.
Presented by Mary Stacey, Managing Director of Context Management Consulting Inc.
More information on this event can be found at http://www.marsdd.com/events/details.html?uuid=edad69f7-8d71-49a4-9033-8facfd358a08
This document serves as an introduction and overview of the Weadership Framework. For more information, see the project's website: www.enhancingworkforceleadership.org
This document discusses different leadership styles in organizations. It explores autocratic, democratic, and transformational leadership styles. The autocratic style concentrates power and control with one individual for decision making. Democratic leadership encourages open communication and sharing of ideas across employees. Transformational leadership aims to develop employees and empower them to pursue a shared vision. Most organizations today exhibit a mixture of these styles. Leadership style is important as it shapes organizational culture, performance, and image.
Highly recommended course for everybody who seeks to find himself at dynamic 21st century environment! https://lnkd.in/eHabDGj
You'll find it @ https://www.coursera.org/learn/leadership-21st-century
This paper synthesizes concepts from leadership, organizational theory, and complexity science to develop a model for effective leadership in volatile environments. It makes several key points:
1. Organizations exist in a state of constant change and unpredictability (VUCA). To adapt, they must function as complex adaptive systems poised at the edge of chaos.
2. Effective leadership requires three zones - innovation, continuous improvement, and integration. Leaders must balance experimentation with stability to maintain organizational "poise."
3. Individuals and organizations can never fully develop or "finish" given constantly shifting contexts. Embracing paradox and ambiguity better equips leaders for this reality.
4. Conventional, linear thinking is insufficient.
This document discusses the emergence of generative leadership as a new approach for leading organizations. It outlines three key aspects of generative leadership: 1) developing high self-awareness and aligning individual values with the organization, 2) building collaborative relationships internally and externally, and 3) creating a learning culture where experiments are encouraged and failures are learned from. The implications are that organizations need to develop leaders who can foster trust, constructive conversations, and a shared commitment to learning. Providing time and space for leaders to collaborate and reflect is important for facilitating this new approach to leadership.
The document discusses the need for collaborative leadership in higher education. It argues that traditional hierarchical leadership approaches are no longer sufficient to address the complex challenges facing colleges and universities. True collaboration requires shared decision-making across divisions to achieve mutually agreed upon goals. The barriers to collaboration include hierarchies, campus culture, lack of networking, and collaborating for the wrong reasons. Effective collaboration is disciplined and results-oriented. Senior leaders must develop collaborative skills and distribute leadership to tackle adaptive challenges that cannot be solved through technical changes alone.
CEE 2015 Directory of Executive Briefing - Learn@Lunch Series ceeglobal
This document provides an overview of a series of leadership development programs presented by the Centre for Executive Education. It describes five programs that are designed to help business leaders address contemporary challenges through teachings on topics like developing a leadership legacy, leading during turbulent times, managing a multigenerational workforce, transforming the next generation of leaders, and achieving results through emotional intelligence. The programs utilize lectures, exercises and peer discussion to help participants strengthen their leadership skills and develop personal leadership plans.
This document discusses entrepreneurial leadership strategies and values that are keys to operational excellence. It analyzes research on reflections of excellence in entrepreneurial organizations, which revolve around customer care, constant innovation, committed people, and managerial leadership. The primary entrepreneurial leadership strategies identified are: attention through vision, meaning through communication, trust through positioning, and confidence through respect. At the heart of successful entrepreneurial leadership is a concern for people and interpersonal values that provide an interactive foundation for fulfilling leadership strategies.
The document discusses developing a 21st century leadership mindset. It defines leadership as influence and the process of guiding others toward shared goals while respecting their freedom. Old models of top-down management are shifting to more collaborative, results-oriented models where employees are empowered and organizations prioritize customers. Developing key leadership qualities like vision, risk-taking, and integrity are discussed. Leaders must also reinvent themselves and their organizations to adapt to changing times.
This document discusses the challenges of leadership in an era of increasing globalization and complexity. It argues that traditional ways of thinking and leading are not well-suited to managing the interdependence and fast-paced change happening globally. Most change efforts within organizations only achieve limited, temporary results because they fail to address the inner, cultural aspects of change alongside the external and individual aspects. True transformation requires addressing four quadrants of change: individual internal and external dimensions as well as collective internal and external dimensions.
The symposium brought together leaders from various industries and backgrounds to discuss transformational leadership. The first speaker, Dr. Judith Wright, discussed the need for leaders to transform themselves and their organizations in a changing world. She emphasized that effective leadership requires tapping into human potentials for growth, connection, and making a positive difference.
Microsoft word leadership in living organizations sengezayanie Syazwanie
This document discusses leadership in living organizations and provides an alternative view of leadership compared to typical views. It argues that viewing organizations as machines limits perceptions of leadership, and that leadership should be understood in the context of organizations as living systems that are continually adapting. The document critiques common views of leaders as top managers who drive change, arguing this diverts attention from developing leadership more broadly and reinforces institutions that lurch from crisis to crisis. It suggests a shift is needed to understand that what we seek to change is alive, not a machine, and that foundations for understanding leadership in living systems already exist prior to the machine age metaphor.
This document provides an introduction to a book about leadership and management in kiruv organizations. It discusses the need for those running such organizations to be both leaders, who set vision and direction, and managers, who ensure implementation. While the book is written from a somewhat secular perspective, the goal is to discuss leadership as avodas Hashem (divine service). The introduction notes that while kiruv work is inherently good, leaders must work to consciously make their organizational work into avodas Hashem as well. It also argues that while there are differences between business and kiruv, the business world's experience with management can provide useful insights when applied carefully and with Torah perspective.
This document summarizes the key discussions and findings from a workshop on leadership in higher education institutions. It outlines two common models of university management structures and examines the tensions between individualistic and distributed concepts of leadership in this context. Interview findings suggest leadership requires a combination of hierarchical and shared approaches. Effective leaders draw on both formal and informal social networks and must navigate competing social identities.
Translation by Tania Patel. Sponsored by Concorde.nl
NEW Leadership is Servant-Leadership. This is the future!
Leaders should manage others based on trust, not power and control.
• They should collaborate with employees in the company to determine targets and moral values, and should allow teams to determine their own targets.
• They should practice collegial management, i.e. they should consult other managers and supervisors.
• They should ensure company teams are diverse, and be willing to accept statutory quota in order to achieve this diversity.
This chapter introduces the concept of leadership and how it differs from management. It defines leadership as an influence relationship among leaders and followers intended to create real change. Leadership involves people, influence, change, shared purpose, and personal responsibility. The biggest challenge for today's leaders is adapting to a changing world that demands a new leadership paradigm focused on empowerment, collaboration, diversity, and higher purpose over control and personal ambition. While management focuses on maintaining stability and efficiency, leadership is about creating vision, inspiring others, and driving change within a culture of integrity. Both management and leadership skills are generally needed for organizations to be effective.
Leadership for 2015 - A Dove Nest Thought PaperMike Kitson
This document discusses leadership needs for 2015. It identifies 7 key competencies needed for modern leaders: 1) Challenging the status quo and having the confidence to speak up, 2) Enabling others to challenge as well to foster reflection, 3) Aligning organizational values, structure, culture and people to achieve goals, 4) Adapting to constant change and complexity, 5) Making decisions with incomplete information and being accountable, 6) Developing talent and succession plans, and 7) Role modeling the behaviors needed to lead change. Effective leadership in 2015 requires challenging assumptions, aligning all levels of the organization, and guiding others through an uncertain environment.
This document discusses challenges facing organizations in today's rapidly changing environment and the opportunity for HR professionals to help organizations adapt and thrive. Specifically, it notes that:
1) Hierarchical and rigid organizational structures are unsuitable for turbulent times and increased agility is needed.
2) HR can help organizations question past behaviors, develop unique human competencies, and enhance innovation, adaptability, resilience and an empowering culture.
3) By doing so, HR has the opportunity to make people management the ultimate source of an organization's competitiveness and truly contribute in a strategic manner.
In the industry on leadership by William Earleywearley94
The document discusses the differences between leadership and management. It provides insights from sources like a Wall Street Journal article, a TED Talk by Roselinde Torres, and leadership expert Warren Bennis. The key differences highlighted are that managers focus on structure and control, while leaders empower employees, drive innovation, and focus on developing people. The document argues that more companies should adopt leadership approaches to get the most out of employees and better prepare for an uncertain future.
Whether you’re an entrepreneur in the start-up phase or the CEO of a mature business, it’s the right time to pay attention to the culture of your enterprise.
Presented by Mary Stacey, Managing Director of Context Management Consulting Inc.
More information on this event can be found at http://www.marsdd.com/events/details.html?uuid=edad69f7-8d71-49a4-9033-8facfd358a08
This document serves as an introduction and overview of the Weadership Framework. For more information, see the project's website: www.enhancingworkforceleadership.org
This document discusses different leadership styles in organizations. It explores autocratic, democratic, and transformational leadership styles. The autocratic style concentrates power and control with one individual for decision making. Democratic leadership encourages open communication and sharing of ideas across employees. Transformational leadership aims to develop employees and empower them to pursue a shared vision. Most organizations today exhibit a mixture of these styles. Leadership style is important as it shapes organizational culture, performance, and image.
Highly recommended course for everybody who seeks to find himself at dynamic 21st century environment! https://lnkd.in/eHabDGj
You'll find it @ https://www.coursera.org/learn/leadership-21st-century
This paper synthesizes concepts from leadership, organizational theory, and complexity science to develop a model for effective leadership in volatile environments. It makes several key points:
1. Organizations exist in a state of constant change and unpredictability (VUCA). To adapt, they must function as complex adaptive systems poised at the edge of chaos.
2. Effective leadership requires three zones - innovation, continuous improvement, and integration. Leaders must balance experimentation with stability to maintain organizational "poise."
3. Individuals and organizations can never fully develop or "finish" given constantly shifting contexts. Embracing paradox and ambiguity better equips leaders for this reality.
4. Conventional, linear thinking is insufficient.
This document discusses the emergence of generative leadership as a new approach for leading organizations. It outlines three key aspects of generative leadership: 1) developing high self-awareness and aligning individual values with the organization, 2) building collaborative relationships internally and externally, and 3) creating a learning culture where experiments are encouraged and failures are learned from. The implications are that organizations need to develop leaders who can foster trust, constructive conversations, and a shared commitment to learning. Providing time and space for leaders to collaborate and reflect is important for facilitating this new approach to leadership.
The document discusses the need for collaborative leadership in higher education. It argues that traditional hierarchical leadership approaches are no longer sufficient to address the complex challenges facing colleges and universities. True collaboration requires shared decision-making across divisions to achieve mutually agreed upon goals. The barriers to collaboration include hierarchies, campus culture, lack of networking, and collaborating for the wrong reasons. Effective collaboration is disciplined and results-oriented. Senior leaders must develop collaborative skills and distribute leadership to tackle adaptive challenges that cannot be solved through technical changes alone.
CEE 2015 Directory of Executive Briefing - Learn@Lunch Series ceeglobal
This document provides an overview of a series of leadership development programs presented by the Centre for Executive Education. It describes five programs that are designed to help business leaders address contemporary challenges through teachings on topics like developing a leadership legacy, leading during turbulent times, managing a multigenerational workforce, transforming the next generation of leaders, and achieving results through emotional intelligence. The programs utilize lectures, exercises and peer discussion to help participants strengthen their leadership skills and develop personal leadership plans.
This document discusses entrepreneurial leadership strategies and values that are keys to operational excellence. It analyzes research on reflections of excellence in entrepreneurial organizations, which revolve around customer care, constant innovation, committed people, and managerial leadership. The primary entrepreneurial leadership strategies identified are: attention through vision, meaning through communication, trust through positioning, and confidence through respect. At the heart of successful entrepreneurial leadership is a concern for people and interpersonal values that provide an interactive foundation for fulfilling leadership strategies.
The document discusses developing a 21st century leadership mindset. It defines leadership as influence and the process of guiding others toward shared goals while respecting their freedom. Old models of top-down management are shifting to more collaborative, results-oriented models where employees are empowered and organizations prioritize customers. Developing key leadership qualities like vision, risk-taking, and integrity are discussed. Leaders must also reinvent themselves and their organizations to adapt to changing times.
This document discusses the challenges of leadership in an era of increasing globalization and complexity. It argues that traditional ways of thinking and leading are not well-suited to managing the interdependence and fast-paced change happening globally. Most change efforts within organizations only achieve limited, temporary results because they fail to address the inner, cultural aspects of change alongside the external and individual aspects. True transformation requires addressing four quadrants of change: individual internal and external dimensions as well as collective internal and external dimensions.
The symposium brought together leaders from various industries and backgrounds to discuss transformational leadership. The first speaker, Dr. Judith Wright, discussed the need for leaders to transform themselves and their organizations in a changing world. She emphasized that effective leadership requires tapping into human potentials for growth, connection, and making a positive difference.
Microsoft word leadership in living organizations sengezayanie Syazwanie
This document discusses leadership in living organizations and provides an alternative view of leadership compared to typical views. It argues that viewing organizations as machines limits perceptions of leadership, and that leadership should be understood in the context of organizations as living systems that are continually adapting. The document critiques common views of leaders as top managers who drive change, arguing this diverts attention from developing leadership more broadly and reinforces institutions that lurch from crisis to crisis. It suggests a shift is needed to understand that what we seek to change is alive, not a machine, and that foundations for understanding leadership in living systems already exist prior to the machine age metaphor.
This document provides an introduction to a book about leadership and management in kiruv organizations. It discusses the need for those running such organizations to be both leaders, who set vision and direction, and managers, who ensure implementation. While the book is written from a somewhat secular perspective, the goal is to discuss leadership as avodas Hashem (divine service). The introduction notes that while kiruv work is inherently good, leaders must work to consciously make their organizational work into avodas Hashem as well. It also argues that while there are differences between business and kiruv, the business world's experience with management can provide useful insights when applied carefully and with Torah perspective.
This document summarizes the key discussions and findings from a workshop on leadership in higher education institutions. It outlines two common models of university management structures and examines the tensions between individualistic and distributed concepts of leadership in this context. Interview findings suggest leadership requires a combination of hierarchical and shared approaches. Effective leaders draw on both formal and informal social networks and must navigate competing social identities.
Translation by Tania Patel. Sponsored by Concorde.nl
NEW Leadership is Servant-Leadership. This is the future!
Leaders should manage others based on trust, not power and control.
• They should collaborate with employees in the company to determine targets and moral values, and should allow teams to determine their own targets.
• They should practice collegial management, i.e. they should consult other managers and supervisors.
• They should ensure company teams are diverse, and be willing to accept statutory quota in order to achieve this diversity.
This chapter introduces the concept of leadership and how it differs from management. It defines leadership as an influence relationship among leaders and followers intended to create real change. Leadership involves people, influence, change, shared purpose, and personal responsibility. The biggest challenge for today's leaders is adapting to a changing world that demands a new leadership paradigm focused on empowerment, collaboration, diversity, and higher purpose over control and personal ambition. While management focuses on maintaining stability and efficiency, leadership is about creating vision, inspiring others, and driving change within a culture of integrity. Both management and leadership skills are generally needed for organizations to be effective.
Leadership for 2015 - A Dove Nest Thought PaperMike Kitson
This document discusses leadership needs for 2015. It identifies 7 key competencies needed for modern leaders: 1) Challenging the status quo and having the confidence to speak up, 2) Enabling others to challenge as well to foster reflection, 3) Aligning organizational values, structure, culture and people to achieve goals, 4) Adapting to constant change and complexity, 5) Making decisions with incomplete information and being accountable, 6) Developing talent and succession plans, and 7) Role modeling the behaviors needed to lead change. Effective leadership in 2015 requires challenging assumptions, aligning all levels of the organization, and guiding others through an uncertain environment.
The document discusses the need for a "Third Wave" of leadership development to better prepare leaders for today's challenges. It outlines three pressures leaders face: disruption of industries, erosion of trust in leadership, and a new power equilibrium between leaders and followers. The summary discusses how past models of leadership development focused on knowledge in the "First Wave" and skills/styles in the "Second Wave" but are now outdated. The "Third Wave" proposes focusing on developing leaders' agility, authenticity and sense of purpose through more immersive techniques to prepare them for the new challenges of disruption, lack of trust and shared power.
IN SEARCH OF GLOBAL LEADERSHIP Mark E. Mende.docxjaggernaoma
IN SEARCH OF GLOBAL LEADERSHIP
Mark E. Mendenhall
Burton Frierson Chair of Excellence in Business Leadership
College of Business
University of Tennessee, Chattanooga
615 McCallie Avenue
Chattanooga, TN 37403
[email protected]
Allan Bird
Darla and Frederick Brodsky Trustee Professor in Global Business
Northeastern University
D’Amore-McKim School of Business
360 Huntington Avenue
Boston, MA 02035
[email protected]
Published as:
Mendenhall, M.E., & Bird, A. 2013. “In search of global leadership.” Organizational Dynamics,
42: 167-174.
IN SEARCH OF GLOBAL LEADERSHIP
2
EXECUTIVE SUMMARY
The vast majority of top management teams of firms from all over the world would likely agree
that they need more global leaders in their managerial cadres. Unfortunately, most firms struggle
to develop their existing managers into global leaders. It turns out that developing global
leadership competencies in managers does not occur with “one-size-fits-all” training programs or
traditional management development courses. We contend that firms’ failures in their global
leadership development efforts stem mainly from two “disconnects” – failing to understand what
global leadership is, and failing to understand the core competencies needed for global
leadership. Based on recent research, we provide a framework to assist top management to better
understand the relationship between the “global” dimension of leadership and the strategic
development of global leadership development programs that are effective, and how to decide
which competencies should be included in their global leadership development programs and
how to approach developing those competencies in their managers.
IN SEARCH OF GLOBAL LEADERSHIP
3
IN SEARCH OF GLOBAL LEADERSHIP
Few executives disagree with the notion that “we need more people — at all levels of the
company — who have the ability to effectively operate in their roles from a global perspective.”
A recent study by the World Economic Forum that investigated the most urgent issues that
leaders face, reported:
One theme that recurs more than any other is the need for clear, dynamic leadership in a
fast changing world. Given … that most of today’s leaders … grew up in a vastly
different world from today’s, it is perhaps no surprise that leadership remains the biggest
challenge of all for 2013 and beyond.
Yet, by all accounts, the effectiveness of efforts to develop global leaders for most
companies has been mixed at best, and in most cases disappointing. Why is that?
We, along with our colleagues, have been studying global leadership since it emerged as
an important issue for companies in the late 1990s. While it is too early to say that we know all
about global leadership and.
Ivey Business Journal The New Leadership Challenge July August 2008mcarljohnson3
- The document discusses the challenges of leadership in a rapidly changing global environment and argues that the key to overcoming these challenges is removing emotional barriers to sustainable high performance.
- It reviews studies showing that companies with cultures that tolerate truth-telling and embrace dissent achieve better long-term results, but that creating such cultures is difficult due to leaders' emotional limitations.
- The authors propose a model of leadership development focused on enhancing emotional intelligence to remove these barriers and create an environment where open and honest communication can occur, leading to more effective decision-making and performance.
The document discusses the need for a new "Third Wave" approach to leadership development. It outlines three key pressures facing today's leaders - disruption, diminished trust, and a new power equilibrium. Previous approaches to leadership development (First Wave focused on traits, Second Wave on styles) are no longer sufficient. The Third Wave proposes an integrated ideology, a focus on leader purpose over traits/styles, developing ecosystems not just individuals, immersive techniques, and developing the three A's of agility, authenticity and agency in leaders. This Third Wave approach is needed to develop leaders for the new world.
This document discusses the concepts of leadership including definitions, theories, and characteristics of effective leadership. It begins with defining leadership as an influence relationship between leaders and followers intended to create real change. It then discusses leadership theories, the importance of leadership, and the difference between leadership and management. The document also examines characteristics of effective leadership such as encouraging teams, transformational leadership styles, and traits proposed by different leaders.
Qualities Of A Great Leader In A Whole New, By Dan PinkBrianna Johnson
The document discusses corrupt leaders in William Golding's novel "Lord of the Flies". It examines how power can corrupt leaders and influence their behavior and decision-making. The novel portrays this concept through the characters of Jack and Ralph, showing how seeking power and control over others can change one's character and priorities in a negative way. It highlights the importance of followers critically evaluating their leaders and being wary of solely following power-hungry individuals, as corruption and poor leadership can endanger others.
By Judith H. Katz and Frederick A. MillerFar from incr.docxRAHUL126667
By Judith H. Katz and
Frederick A. Miller
“Far from incremental change in leadership approaches, the new marketplace requires an entirely new
paradigm: nothing less than admitting that the concept of the all-knowing, all- powerful leader is obsolete
and that our entire image of leadership itself must change. While some teams and organizations have
made this shift, many have not—at a great cost to both the organizations and their people.”
Leaders Getting Different
Collaboration, the New Inclusive Workplace, and OD’s Role
There is a leadership change in the air;
an urgency, not only for organizations to
be different, but for “titled” leaders to be
different: to join people, to connect work
to the organization’s purpose, to inspire, to
move away from silos and toward a flow of
ideas and information across the work-
place, to create a sense of safety so that peo-
ple can bring their best selves to work—all
to foster an inclusive workplace in which
collaboration can flourish. This urgency
stems from a variety of trends. Consumers
are demanding more. Markets are moving
faster and growing more complex. Millen-
nials are demanding a new workplace.
This means that the “adapt or fail”
tipping point for organizations, long
rumored, is here with a vengeance
(Devereaux, 2004; Laloux, 2014; Stack,
2014). Far from incremental change in
leadership approaches, the new market-
place requires an entirely new paradigm:
nothing less than admitting that the
concept of the all-knowing, all- powerful
leader is obsolete and that our entire image
of leadership itself must change. While
some teams and organizations have made
this shift, many have not—at a great cost
to both the organizations and their people.
This article examines the convergence of
trends, describes several keys to the new
leadership paradigm, and explores the
role that OD practitioners need to play in
supporting leadership for a collaborative,
inclusive workplace.
A Convergence of Trends
Many elements of the traditional organi-
zation and leadership model have come
under scrutiny in recent years:
» Leaders know best (or leaders as
all-knowing).
» Leaders as “super doers” who were
promoted from individual contributor
roles to managerial ranks, not because
of their skill with people but because of
their technical ability.
» Leaders as “fixers” who provide answers
and solutions to every problem under
their purview.
» Leaders seeing it as their role to accept
the status quo and not challenge the
opinions or ideas of their leaders.
» People of the organization seen as
hands and feet: filling specific roles in
the organization, required to “just do
their job” and “do as they are told.”
This model has been giving way to a
greater emphasis on collaboration—and
an inclusive workplace as the ideal envi-
ronment for fostering that collaboration
(Baker, 2014). We have now reached
the point where the inclusive workplace
is a must for organ ...
The CEO Report_Oxford Univeristy & Heidrick & StrugglesNiren Thanky
Our unique research initiative brought together two globally renowned institutions with a shared purpose of helping to enhance the practice and positive impact of leadership throughout the world.
The CEOs we interviewed represent every industry and geography, these global leaders have nearly 900 years of CEO experience at companies employing 6 million people, generating nearly $2 trillion in revenue.
‘The CEO Report – Embracing the Paradoxes of Leadership and the Power of Doubt’ was launched in Davos at the World Economic Forum 2015
The CEO Report offers unique insights into how CEOs experience the changing nature of their role and turn their new challenges into opportunities for business and personal growth.
Oe prezentacja richarda barretta - nowy templateBarrett Academy
The document discusses the need for a new leadership paradigm focused on sustainability and the common good. It outlines several global sustainability challenges and argues that the current division of society into public, private, and social sectors is not working to address these problems. A new approach is needed where leaders from all sectors collaborate to define policies that support societal evolution by focusing on values and consciousness over narrow self-interest. Cultural transformation begins with leaders' personal growth and can be measured to facilitate organizational and societal management and improvement.
The document outlines six paradoxes of leadership that leaders must navigate in today's complex world: globally-minded localist, high-integrity politician, humble hero, strategic executor, tech-savvy humanist, and traditioned innovator. It explains each paradox, how the elements seem contradictory yet are interrelated, and how leaders must balance both aspects to be effective. Mastering these paradoxes is critical for leaders to address urgent global challenges and create positive change.
The document discusses the lack of gender diversity in senior leadership roles in Canadian corporations despite 25 years of focus on advancing women. While women make up 48% of the workforce, only 36.5% of lower managers, less than 18% of top executives, less than 14% of boards, and 6% of CEOs are women. This lack of diversity represents a competitive disadvantage as research shows the most successful companies have diverse leadership that incorporates multiple perspectives. The authors argue that true change requires leadership that values diversity and holds teams accountable through transparent processes rather than just counting women or focusing on tactics. Leaders must uncover and address underlying biases to create lasting cultural change at all levels of an organization.
The purpose of this Book is to clear the misunderstanding of many Leaders in the corporate world. Those who believed and lived with the notions that best leaders are meant for the Corporate World and evolution of good leadership is in the world of business; I would want them to have a rethink as I explained the social and societal evolution of good leadership that has impacted the corporate world today. Please come along with me to some historical contextual truth derived from this concept of leadership. This book will deal with styles and concepts of leadership and help to build your understanding as to what is needed to be good leaders in Society. From Chapter to Chapter you will see the chronological order of leaders’ leadership and duty requires of them for better Society, Nations and the World at large.
When people talk about leadership, they mostly want to learn how to be good leaders at work. Leadership in the corporate context is one of the hottest topics in the world, and everyone wants to learn how to become a billionaire and be the best possible boss. However, leadership is not just limited to the work frontier; it extends to all of society. In fact, leadership began as a societal phenomenon much before it evolved into a professional one. In fact, many of the present-day leadership qualities that corporate and professional leaders aspire to are based on the social and political leaders of the yesteryears.
Human beings are social animals and living together in large groups naturally meant that people needed to adopt different roles and accomplish different groups. In order to give structure to society and help society grow and develop, people were naturally divided into leaders and followers. The leaders paved the way and moved from one frontier to another, directing the others, while the followers completed the tasks assigned to them and helped bring the changes about.
Leadership Formulation
Formulating Leadership
In today's workforce, there are several ways in which organizations can pursue individual or group talent to represent all it stands for and how it would like to be presented to the workforce. Successfully recruiting people should start with the organization realizing what its purpose is and how it plans to remain relevant along with many other organizations doing the same things. Once recruited and trained, it is important organizations find a means of retaining these individuals who excel in all areas and portray the characteristics of one who can eventually lead the staff in their charge as well as ensure new talent is brought in to keep the organization growing.
Leadership Development
Leadership development is a critical focus area for any organization that needs to be successful. In such a constantly changing business world leadership trends and practices need to keep evolving to adapt to the shifts in the environment (Snyder, 2013). One of the rapidly increasing trends in leadership development is the increased hiring and development of millennial workers into leadership positions. Leadership needs a lot of skills and experience, and as much as an organization may want to put millennial workers into leadership positions, they need to make sure that they are ready. Best practices for increasing the number of millennial leaders in an organization include:
Leadership Training
Organizations need to ensure that they engage their millennial workforce in both internal and external leadership training sessions. Leadership training is necessary for developing leadership skills and competencies in millennial leaders. This works as a mentorship program to enable experienced leaders to pass knowledge and expertise in leadership, they have gained with experience to the millennial. This is helpful since it allows them to gain leadership expertise which positions them to be viable for leadership positions in the organization.
Delegation of Responsibilities
This is a role that is very difficult for most managers in an organization since they fear incompetence. A delegation of roles and responsibilities is, however, crucial in developing millennial leaders since it gives the millennial workers and individuals the chance to show what they can do and a learning opportunity on how to carry out various leader roles. They can learn through feedback and thus gives then the opportunity to develop more skilled and empowered leaders.
Giving the Millennial a Voice inside the Organization
This is a form of engagement whereby they are encouraged to raise their opinions on various issues affecting the organization and in the decision-making process. Giving them a voice helps to develop more value for the employees and it also helps the administration to identify individuals among the millennial employees with the potential of being leaders. This also contributes to expand their skills in communication and ...
Management focuses on directing employees and maintaining existing systems, while leadership inspires people and focuses on organizational vision and development. Effective organizations need both managers to implement plans and leaders to motivate employees. Both roles are important for a healthy culture, but leaders empower employees and encourage innovation, while managers focus on processes and problem-solving within existing structures.
Effective Leadership Essay
Essay about The Importance of Leadership
Motivation and Leadership Essay
Essay about Leadership
Essay about Leadership
Essay on Effective Leadership
Essay on Management and Leadership
Business Leadership Essay
Servant Leadership Essay
Essay on The Leadership Challenge
Leadership Development Plan Essay
Definition Essay Leadership
What Leadership Means to Me Essay
Leadership and Change Essay
Essay about Leadership in Early Childhood
The document summarizes a Smartworking Summit organized by Quora Consulting to explore how smartworking can positively impact the workplace. The full-day event featured prominent industry executives discussing challenges and opportunities in addressing the changing nature of work. Over 250 executives attended to network and participate in roundtable discussions on business-critical issues. Olympic champion Greg Searle shared his experience transforming the culture of Great Britain's Olympic teams, attributing their increasing success over multiple games to breaking down barriers by having unified uniforms and encouraging cross-team socialization.
How-can-purpose-reveal-a-path-through-uncertainty. By EY. 2017Gemma Alcalá
El propósito y la empresa en el siglo XXI. El concepto de
propósito empresarial adquiere un significado cada vez más relevante en la estrategia de crecimiento de las compañías.
Una de las conclusiones de este informe es que la mayoría de las empresas y marcas confían actualmente en el poder del propósito, pero encuentran dificultades para completar su integración en la estrategia y en el funcionamiento diario de la compañía.
El propósito de una empresa, más allá del beneficio económico, se producen en respuesta a las demandas de los trabajadores, a la necesidad de que haya marcas inspiradoras o compañías socialmente más responsables.
En el informe se habla de las empresas 'Capital P.'. Ser una empresa con “Capital P” son aquellas que tienen un propósito bien integrado y que es clave para sobrevivir en un entorno muy volatil, repleto de incertidumbres, complejo y ambiguo.
Las empresas líderes afirman que su propósito está integrado en todas sus actividades, con un enfoque tanto a corto como a largo plazo, lo que genera valor a todo lo que hacen.
La Cuarta Revolución Industrial incrementa las necesidades de las empresas y pone en peligro a aquellas que no tienen un propósito bien integrado. Resulta necesario aportar valor a todos los stakeholders (grupos de interés), aspirar a mejorar la sociedad, tener una visión más amplia de la actividad y afrontar las oportunidades que se presenten de
forma inesperada.
This document discusses principles of effective leadership according to Peter F. Drucker. It covers various leadership theories including trait theory, behavioral theory, and transformational leadership. Transformational leaders are able to inspire and motivate followers to achieve higher goals. They provide vision, inspire commitment to change, and empower followers. Effective leaders focus on continuous self-improvement, serving the community, and achieving results through effective planning and accountability.
Level the Playing Field is a symposium that will bring together 150 leaders to discard entrenched ways, go beyond the current know how and learn new practices to increase the representation of women in leadership roles.
This document discusses a business improvement program called TakeON! that is designed to engage employees in continuous improvement efforts. It notes that while continuous improvement programs often achieve initial benefits, they frequently fail to create sustainable organizational change without also improving company culture and behaviors. TakeON! aims to address this by providing leaders with tools and resources to have productive conversations with their teams about improving performance. The program is intended to help motivate employees at all levels to actively participate in business improvement and embed the needed behaviors and skills for methodologies like Lean.
The document describes the TakeON! Change series, a program that enables groups of leaders to navigate through change as it is happening in their business. It uses workshops and online resources to provide leaders with awareness, tools and support to successfully manage change. The program focuses on discussing the specific changes currently affecting the business to increase focus and application. This leads to stronger individual development and more sustainable outcomes from the change efforts. The key principles are building on past successes, focusing on the current context, and allowing momentum to grow over time as leaders apply their learning.
Strong differences in personalities and views can lead to robust discussions and decisions - or a dysfunctional Board of limited value. This article explores how directors can become a meaningful part of the dialogue. Phillip Ralph from The Leadership Sphere contributes a thought leadership piece in the article.
This document outlines a presentation on team coaching in a complex world. It discusses how focusing solely on performance can undermine team effectiveness and that team coaching requires continued investment, honest dialogue and support. It also provides practical tools and tips for coaching teams. Some key points include: complexity and chaos are increasing in the business world; teams need continued coaching beyond just forming; and high performing teams focus on both performance and health through discovery processes, clear goals and mutual accountability.
The document describes the TakeON! Change series, a program that enables groups of leaders to navigate through change as it is happening in their business. It uses workshops and online resources to provide leaders with awareness, tools and support to successfully manage change. The program aims to build leaders' confidence and competence and promote effective teamwork. It focuses on applying learning directly to the current change challenges in a business, which leads to stronger individual development outcomes and better sustained business results. An example is provided of positive results experienced by a client after using the series to integrate their business following a merger.
TAKEON! IS A PROGRAM FOR IMPROVING BUSINESS PERFORMANCE THAT GETS PEOPLE WORKING TOGETHER ON WHAT MATTERS MOST.
The results are immediate and measurable.
TakeON! resources and concepts are easily woven into existing practices.
You own it, you lead it, it’s your take on what matters to your business now.
Imagine people across your organisation coming together regularly, discussing what’s already working, what could be improved, and how they can contribute. Dozens of suggestions are generated and acted upon. The power comes not from a single silver-bullet idea, but in creating a culture of constant incremental change.
TakeON! enables these conversations at leader level or across your whole business. What’s more, it focuses them on the specific challenges that you face today. This creates quick wins that build confidence and momentum across the business.
The Leadership Sphere is a consulting firm that specializes in leadership development, team development, and cultural transformation. They were formed in 2007 and use a structured, systematic approach to create sustainable positive change and breakthrough performance for their clients. Their services include leadership programs, high performance team development, cultural transformation support, and executive coaching. They have worked with major companies across various industries in Australia and internationally.
The document describes TakeON!, a flexible system and process designed to connect an organization's strategy to day-to-day operations. It involves regular team discussions around key business themes to generate ideas and actions. The goal is to build internal capability and create a culture of continuous improvement. TakeON! is proven to deliver tangible results such as increased sales, staff engagement, innovation, and collaboration. It provides organizations with tools and resources to tackle important challenges in a manageable way.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
buy old yahoo accounts buy yahoo accountsSusan Laney
As a business owner, I understand the importance of having a strong online presence and leveraging various digital platforms to reach and engage with your target audience. One often overlooked yet highly valuable asset in this regard is the humble Yahoo account. While many may perceive Yahoo as a relic of the past, the truth is that these accounts still hold immense potential for businesses of all sizes.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
3 Simple Steps To Buy Verified Payoneer Account In 2024SEOSMMEARTH
Buy Verified Payoneer Account: Quick and Secure Way to Receive Payments
Buy Verified Payoneer Account With 100% secure documents, [ USA, UK, CA ]. Are you looking for a reliable and safe way to receive payments online? Then you need buy verified Payoneer account ! Payoneer is a global payment platform that allows businesses and individuals to send and receive money in over 200 countries.
If You Want To More Information just Contact Now:
Skype: SEOSMMEARTH
Telegram: @seosmmearth
Gmail: seosmmearth@gmail.com
FIA officials brutally tortured innocent and snatched 200 Bitcoins of worth 4...jamalseoexpert1978
Farman Ayaz Khattak and Ehtesham Matloob are government officials in CTW Counter terrorism wing Islamabad, in Federal Investigation Agency FIA Headquarters. CTW and FIA kidnapped crypto currency owner from Islamabad and snatched 200 Bitcoins those worth of 4 billion rupees in Pakistan currency. There is not Cryptocurrency Regulations in Pakistan & CTW is official dacoit and stealing digital assets from the innocent crypto holders and making fake cases of terrorism to keep them silent.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
How to Implement a Real Estate CRM SoftwareSalesTown
To implement a CRM for real estate, set clear goals, choose a CRM with key real estate features, and customize it to your needs. Migrate your data, train your team, and use automation to save time. Monitor performance, ensure data security, and use the CRM to enhance marketing. Regularly check its effectiveness to improve your business.
Evgen Osmak: Methods of key project parameters estimation: from the shaman-in...
Our Leadership Declaration
1. Leadership Without
Silver Bullets
A Guide to Exercising Leadership
Phillip Ralph
Our aim in writing this Leadership Declaration is to inspire
and ignite leadership action that makes a difference for you,
your organisation and the world we live in.
Our intention in writing a Leadership Declaration is to clearly state the
case for leadership and its importance to all of us at this time. At an
organisational level, there is little doubt that real leadership is the “engine
room” of performance. In the absence of systemic, results-focused leadership,
breakthrough performance and high commitment will not be achieved.
Why the World Needs Leaders Like You
The world needs leaders perhaps more than any time in history. We are
just starting to emerge from one of the worst economic crises ever seen – the
Global Financial Crisis or ‘GFC’ – arguably a failure of leadership at the
individual, government and organisational levels. Perhaps not surprisingly, trust
in institutions is running on empty while at the same time we expect more from
our leaders.
For example, in an annual measure
of trust, the Edelman Trust
Barometer (2009), where 4,475
opinion-leaders in twenty countries
were interviewed, nearly two in three
people said they trusted corporations
less now than they did a year ago.
Conventional wisdom suggests and,
the data confirms, that trust affects
consumer spending, corporate
reputation and a company’s ability to
navigate the regulatory environment.
2. Our Leadership Declaration
Also, according to the United Nations, the defining characteristic of
today’s world is change. In almost every sector, the pace of change is
unprecedented in recent history. Technological change, especially in
information and communications technology, affects virtually all aspects of our
lives. Internationalisation and rapid economic growth in many societies has
altered traditional socio-economic structures. Exacerbating the challenge of
economic development is the issue of climate change, the sustainable use of
resources and the maintenance of key ecological systems.
The global issues we face will require unprecedented leadership
and unprecedented levels of co-operation, concurrently, to
mobilise communities and organisations.
At the time of writing, the United Nations has just hosted the Climate Change
Summit in Copenhagen (December 2009). Whilst some are disappointed with
the results, it did introduce the Copenhagen Accord and a new kind of dynamic
in global climate policy – which some are saying is a new world climate order.
Only real leadership being demonstrated by nations around the world will
ensure a positive impact is felt in the future.
Despite our affluence in many parts of the world, there were estimated to be
1.4 billion people in the developing world (one in four) living on less than
US$1.25 a day in 2005, down from 1.9 billion (one in two) in 1981. Justin Lin,
Chief Economist of the World Bank and Senior Vice President, Development
Economics said, “However, the sobering news—that poverty is more pervasive
than we thought—means that we must redouble our efforts, especially in Sub-
Saharan Africa.” More than a billion people – almost one-fifth of the world’s
population – lack access to safe drinking water and 40 percent lack access to
basic sanitation. The global issues we face will require unprecedented
leadership and unprecedented levels of co-operation concurrently, to
mobilise communities and organisations.
A New Paradigm for the Future
To make progress on our most significant issues, I believe that we
need a new paradigm – one that inspires us to:
act constructively in a values-driven way.
empower each other to take responsibility and accountability at all
levels of the organisation.
shift our focus from problem-centric to solution-centric (positive
change).
make progress on the toughest issues and challenges.
create an environment of breakthrough performance, high levels of
commitment and learning.
www.theleadershipsphere.com.au Page 2
3. Our Leadership Declaration
liberate ourselves from old ways of thinking about how to manage and
lead people, and
develop systems intelligence.
As the industrial age wanes, new possibilities emerge for us to create a
different paradigm of leadership. The new paradigm I am proposing draws
from many sources and builds on them in an integrative way. However, one
doesn’t change a paradigm by writing a book. The mechanistic, industrial
paradigm has been in existence since the latter part of the 18th century and
continues to shape society and modern organisations. It is a long, slow
journey, yet incredibly worthwhile.
This is not a paradigm I claim to be inventing, but
rather a paradigm that is emerging slowly after
almost a 100-year stalemate. The essence of
what I am proposing, however, has driven and
continues to drive me and my colleagues to do
this type of work.
We are striving to create organisations that
are more humanistic, where behaviour is
values-driven and where each and every
person’s potential and contribution can be
optimised in service of the organisational
mission, which in turn, should make a
positive contribution to the world.
We are interested in developing leaders from
many different industries, fields and walks of life. We have had the privilege
over many years to come into contact with some wonderful leaders – the men
and women who are able to continually meet or exceed performance
expectations while having the wonderful ability to draw forth the great potential
of those around them.
As the industrial age wanes, new possibilities merge for us
to create a different paradigm of leadership.
It also should be pointed out that I am not trying to provide the definitive
answer on what leadership is and is not – people have been trying to do that
for over 100 years. The words of Margaret Thatcher resonate when she said:
To me, consensus seems to be the process of abandoning all beliefs,
principles, values and policies. So it is something in which no one believes
and to which no one objects.
www.theleadershipsphere.com.au Page 3
4. Our Leadership Declaration
My intention is to build a case for a new way of leading that incorporates a
number of principles and leading schools of thought. Having begun the
declaration with a call for leaders to stand up and make a difference in the
context of global challenges, the focus will now be firmly grounded in the
organisational context, starting broadly and then becoming more focused on
tangible and practical steps that can be taken to lead more effectively or
develop leaders to ensure the best chance of success.
During the exploration, there will be opportunities to reflect and contextualise
the discussion for your own situation. I am optimistic that you will apply many
of the ideas in this book to your own organisation, as well other aspects of your
life, whether it be as a parent, junior sports coach, or community leader.
Leading “With”, Not Leading “Over”
The discussion about relationships and teams being central drivers for high
performance organisations flows nicely into the idea that leadership is about
“leading with” rather than “leading over” and has been explored previously by
people such as Burns, Hollander and Rost.
…leadership is viewed as not something that is
done to others, but rather as a relationship.
Again, drawing from Rost as a building block, leadership is viewed as not
something that is done to others, but rather as a relationship. Of course, the
word follower becomes a problem if we dispense with the traditional notion of
leader/follower. While Rost settled on calling followers “collaborators”, I will
simply refer to them as “team”. While perhaps not precise in terms of what a
team really is, I find it less clumsy than other terms.
Rost’s definition of leadership then becomes an influence relationship among
leaders and team members who intend real changes that reflect their mutual
purposes.
This definition of leadership includes four essential elements:
1. The leader-team relationship is based on influence and is
multidirectional. It is non-coercive because the relationship would
turn into an authority, power, or dictatorial relationship if coercive
behaviours were used to gain compliance.
2. Leaders and team members are the people in this
relationship. If leadership is what the relationship is, then both team
members and formal leaders are all ‘doing leadership’. All leadership
relationships need not look (or be) the same.
www.theleadershipsphere.com.au Page 4
5. Our Leadership Declaration
3. Leaders and team members intend real changes. The word
“intend” means that the changes the leaders and team members
promote are purposeful, that the changes didn’t happen by chance or
accident. Change should be substantive, significant or transforming.
4. The leader and team members’ intended changes reflect their
mutual purposes. The changes must not only reflect what the leaders
want but what team members also want.
Rost’s definition clearly distinguishes leadership from management, not only
because of the people who are possible leaders (thus, managers are not
automatically leaders and non-managers can be leaders), but in the three other
essential elements required for leadership: influence, intended real change, and
mutual purposes. None of those three elements are essential to management.
The intention here is not to denigrate management but to
distinguish it from leadership.
The intention here is not to denigrate management but to distinguish it from
leadership. Management plays a vital function in all organisations and societies.
We need both management and leadership in organisations and societies to
survive and prosper.
A New Leadership Paradigm
If we integrate the thinking and principles of Rost (leadership is a relationship)
Beer (Three Pillars of Performance); and Heifetz and Laurie (adaptive
leadership), we can see a great deal of commonality and power.
The essential elements of leadership become:
1. Leadership is about the relationship.
2. Anyone can lead from anywhere in the organisation.
3. Leadership is about influencing and mobilising people.
4. The action of leadership involves real change to make progress on tough
challenges to serve a mutual purpose.
My definition of leadership is not meant to be a pithy one-liner, but rather a
statement that captures the essence of what I think is important for the future
of the planet and organisations:
Leadership is a shared relationship, where people are
positively influenced to mobilise themselves around their
toughest challenges, in service of a mutual purpose consistent
with fundamental values.
www.theleadershipsphere.com.au Page 5
6. Our Leadership Declaration
Dee Hock perhaps sums up this
definition when he says, “The most
abundant, least expensive, and most
constantly abused resource in the
world is human ingenuity. The source
of that abuse is mechanistic, Industrial
Age, dominator concepts of
organisation and the management
practices they spawn.”
Everyone was born a leader – until we were sent to school and taught
to be managed, to manage and comply. You will remember my opening
story – you were either the leader or the follower. It was unheard of to have
two leaders. Today, far too often, we manage things and people in exactly the
same way, the way we’ve done it since the 19th century. It’s time for a new
reality.
The new paradigm is about tapping into the awesome potential that we
all have, including the desire to make a significant contribution. This call
for a new paradigm is beyond surviving to something much grander. Covey
describes it as “tapping into the higher reaches of human genius and
motivation.” It is the intersection of people’s talents (your natural gifts and
strengths), passion (those things that naturally energise, excite and inspire
you), needs (including what your organisation or the world needs from you)
and conscience (what you know to be the right thing to do).
This is an exciting time to be a leader or indeed involved in
developing our leadership capability for the next generation.
A new paradigm must place much more value and emphasis on leveraging
strengths while managing around our weaknesses. For example, the positive
psychology literature demonstrates that there is very little evidence to support
the value of aspiring to become a “well-rounded” leader. No-one became
extraordinary by trying to be good at everything. In organisations and in the
community generally, we must each play a role to help people tap into their
dormant or under-utilised talents and strengths.
What You Should Know About Leadership and
Management Development
This is an exciting time to be a leader or, indeed, involved in developing our
leadership capability for the next generation. No matter what your role, as a
leader one of your primary responsibilities is to develop the leadership
capability of future generations. Jack Welch of GE fame has been reported as
saying that he used to dedicate at least fifty per cent of his time to this critical
www.theleadershipsphere.com.au Page 6
7. Our Leadership Declaration
task and has said, “Developing leaders is more important than developing
strategy”.
Critics of leadership and management development programs and culture
change efforts argue that spending finite budgets on programs that normally
don’t show immediate benefits is a waste of money. On the contrary,
developing your leadership and management capability, including a rich
pipeline of talent, could not be a better use of finite resources. Building
extraordinary leadership and management capacity is the future of any
organisation.
It is also true that both management and leadership
development go hand-in-hand, thus there are often
benefits in incorporating management and leadership
development programs together. After all, good
leaders do not set aside their leadership skills when
they focus on the managerial aspects of the enterprise,
nor do good managers set aside their managerial skills
when they focus on the leadership side of the
enterprise. Since both can be extremely complex
processes, it is often hard to say where one begins and
the other one ends.
I would like to provide several recommendations and guidelines (some from
Rost) for those responsible for leadership development programs:
Ensure leadership development doesn’t occur in a vacuum. Ensure
that leadership and management development aligns with (1) a values-
based culture (which every organisation should strive be striving for) and
(2) is fit-for-purpose (for example, builds capacity to execute the
organisation’s strategy).
Always build organisational capacity around the Three Pillars of
Performance. Development programs need to be always firmly grounded
within the Three Pillars of Performance: (1) Capacity for Learning and
Change, (2) Performance Alignment, and (3) Psychological Alignment.
Ensure programs are well-balanced with a healthy bias on self-
management.
Involve key stakeholders in design. As much as possible, involve
relevant stakeholders in program design, including executive members,
managers of participants (those who will be attending the program) and
some of the participants themselves, to raise awareness, excitement and
engagement.
Stop focusing on the leader. Leadership programs that only attempt to
produce leader qualities among participants are less useful. Programs must
www.theleadershipsphere.com.au Page 7
8. Our Leadership Declaration
reach well beyond emphasising leader traits, behaviours, and personal
characteristics (Rost).
Prepare participants to use influence within non-coercive
relationships. Program activities should train participants to use
persuasive and rational strategies of influence (Rost).
Help participants understand the nature of transformational
change. Leadership development programs should illustrate the key role
organisational change plays in the post-industrial view of leadership.
Reconstruct participants’ basic view toward a collaboration
orientation.
Our leadership programs should promote and foster
learning, adaptability, openness, authenticity, and the
skills required to live leadership as a relationship and
shared journey
If it is our goal to prepare those who work in our organisations, governments
and communities, to lead effectively in the 21st century, then we must
embrace this new paradigm in order to be successful in a world where rapid
and constant change is the new ‘status quo’.
Our leadership programs should promote and foster learning, adaptability,
openness, authenticity, and the skills required to live leadership as a
relationship and shared journey. Anything less and we will be selling ourselves,
our employees and society short.
Contact Details
454 Collins Street, Melbourne, Vic, 3006
Aust: 1300 100 TLS (857) Intl: +61 3 8319 4077 F: +61 3 8080 1686
e: inquiries@theleadershipsphere.com.au web: www.theleadershipsphere.com.au
www.theleadershipsphere.com.au Page 8