Future of Leadership Impact of megatrends on leadership … · Future of Leadership ... Complexity...
Transcript of Future of Leadership Impact of megatrends on leadership … · Future of Leadership ... Complexity...
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Future of Leadership – Impact of megatrends on leadership issues
Collective leadership lab@swissnex San Francisco March 19-20th, 2015 Prof Dr Daniela Eberhardt IAP Institute of Applied Psychology Zurich University of Applied Sciences
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Future workplace – Future of leadership!
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Anything new or same old same old?
Leadership megatrends as future challenges: • Individualization
• Transition to flexibility
• Demography
• Rapid social and economic changes
• Social responsibility and sustainability
Individual perspectives from the leadership experts and consultants about leadership implications and leaders strength
Discussion: The impact of the megatrends for leaders and leadership training and development
see Gürtler (2013) image: https://www.facebook.com/CenterforCreativeLeadership
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“I think as a leader you have to be more aware of what is happening around you in terms of culture, technology, organization, that’s one, the second and the reason you need to be aware is because if you are not aware, how organizations are changing and what the needs are, then you just might lose out on something.”
Ajay Bam, Co-Founder and CEO at Produk.me, Lecturer in Entrepreneurship and Innovation, Haas School of Business at University of California, Berkeley
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Trend Individualization
source image: https://www.dekra-safety-web.eu/fileadmin/Dateien/individualisierung.jpg 5
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Individualization
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Personal leadership Is capable of balancing individual and higher-ranking business interests
Patchwork families Individual goals and wishes as the central focus
Vertical progression
Diversification
Personal fulfilment
Do it yourself principle
Autonomy
Boundaries for companies?
Self determination
Multiple biographies
Connectivity
Co-creation
Co-leadership Integrates new and different forms of collaboration, flexible roles depending on projects and tasks
Trend Individualization (1): Focus on the individual Human = Central optimizing target
Trend Individualization (2): Constantly changing organizational structures and roles
content partially taken from Gürtler, 2013
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“The future questions will have to be more humble, because you can’t build a trusting relationship if you don’t accept a certain amount of humility and vulnerability vis-à-vis the other person.” Prof Dr Edgar Schein, Society of Sloan Fellows Professor of Management Emeritus, Professor Emeritus
“Leadership is going to become more and more about being good at influencing others.” Dr Carole Robin, Director, Arbuckle Leadership Fellows Program, Graduate School of Business at Stanford University
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Individualization: «Personal leadership» -Implications for leaders • Varying generation specific expectancies (e.g. home office, alternative
work models).
• Talented individuals will focus on professional development/ talent management
• Gaining employees’ trust and dealing with expectations as leadership challenge
• Employees change their employer more frequently → Keeping employees long-term and motivated thus represents a challenge.
• Leadership has to be individualized and customized/focus on «unique individuals» and teams
• Developing an appreciation for differences in their team members, identifying and leveraging strengths of their team members.
• Leadership requires coaching and mentoring abilites.
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Trend Individualization: «Co- Leadership» - Implications for leaders
• The need for “co-leadership” increases, centralized structures decrease.
• Instead of one leader there will be “leadership within a team”.
• Leaders should be able to relate to people and hold a diverse network which can quickly be activated when needed.
• Leaders need to work with partners and competitors at the same time and in alternating roles.
• Leaders need to bring people together who hold essential information and leader need to see “the overall picture”
• Leaders need to adapt their leadership styles flexibly.
9 image: http://www.multioffice.pl/pl/o-firmie/partnerzy-handlowi.html
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Individualization -What makes leaders strong? • Emotional intelligence • Awareness on affect of own leadership behavior and communication style
• Active listening, open and respectful behavior, posing the right questions • Talent attraction and retention; «the work has to be fun itself»
• Strengthening the ability to compromise • Accepting employees’ individuality • Acting as “facilitators”, who set up conditions and systems enabling
employees to reach their goals
“
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“We are going to need more leadership style that includes emotional intelligence or capacity to relate.” Prof Dr Chris Sablynski, Associate Professor, Eberhardt School of Business at University of the Pacific
“So leadership is really being able to connect to other people and to find and elicit and catalyze greatness through an effective interaction.” Dr Jeannie Kahwajy, CEO, Effective Interactions
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Trend Transition to Flexibility
source image: thttps://www.facebook.com/CenterforCreativeLeadership/photos/pb.16501652102.-2207520000.1396822806./10152227388712103/?type=3&theater 12
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«The Next Generation»
13 source: YouTube
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Transition to Flexibility
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Liquid leadership Flexible forms of work organization, social networks influence relationships inside and outside of the organization and dissolve system boundaries
«Always on»
Individualization
Mobile offices Boundary spanning
Virtual teams
No boundaries between private and work life
Digital networking Open Innovation
Technological progress
Creative workforce Many different age
groups
Knowledge-based society
Flexible production structures
Complexity leadership Dealing with ambiguity, quantity and complexity: Intuitive decisions based on heuristics vs. data based leadership decisions
Trend Transition to Flexibility (1): Generation APP , dissolution of solid structures Æ unstable relationships, frequent changes in team constellations, large networks
Trend Transition to Flexibility (2): Large databases, short planning phases Æ but existent need for fast decisions
content partially taken from Gürtler, 2013
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“I think there is an issue of focus with all of these new communication technologies. Everybody checking their Facebook page every minute or their e-mail has made focus much more difficult. So it’s become a difference in degree rather than kind, but the leaders still need to keep people focused on what they need to be doing, and the people need to keep themselves focused of what they need to be doing.” Prof Dr Jeffrey Pfeffer, Thomas D. Dee II Professor of Organizational Behavior, Graduate School of Business, Stanford University
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Transition to Flexibility: «Liquid leadership» - Implications for leaders • Efficient allocation of cognitive resources • People are widely connected and well informed, information is available
everywhere
• Virtual environments require leading teams remotely, leaders have to set clear goals and expectations
• Technical developments (i.e. twitter) will energize followers to enter into a direct connection with leaders
• Being more flexible adapting to flat hierarchies • An increase in online relationships increases the need for shared face-to-
face experience
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Transition to Flexibility: «Complexity leadership» - Implications for leaders
• Operate in an environment of increasing complexity und uncertainty
• Data management and statistical knowledge will be of increasing importance
• Try, error and retry in a limited time frame as strategy to test new ideas and emerging markets.
• Management and business strategies need to be monitored and adapted in regular intervals.
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Transition to Flexibility - What makes leaders strong? • Be a mentor and navigator for the employee building up networks
• HR policies and tools to facilitate liquid organizations
• Being responsive, supportive and helpful and act as a role model • Setting clear protocol for behavioural respectful conduct • Demonstrating intellectual curiosity, “thinking like a scientist” • Identifying key information out of complex information
• Avoid “trap of big data” • Posing the right questions to retrieve essential information
• Introducing more widely post decision evaluations
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“I am suggesting that data is not the only element in the decision. It informs the decision but it doesn’t make the decision.” Dr Larry Robertson, Associate Dean, Leavey School of Business at Santa Clara University
“Try, fail, restart, try is upmost, it’s a management process and we do it quite frequently.” Ken Mooyman, President, Hexagon Geosystems NAFTA
“Networks – the ability to connect these LEGO’s who each individually make sense, but if you bring them together it makes bigger sense.” Frederic Mauch, Founder, BioApply
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Trend Demography
source image: http://www.abendblatt.de/img/vermischtes/crop121168454/0098729208-ci3x2l-w620/Mother-using-laptop-while-baby-plays.jpg 20
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“I think experience really matters so I think you would want to keep your more experienced sales people healthy and not burned out, so that they want to stay on and train the newer generation.” Kate Sherwood, Founder, Execution Strategy, Managing Director
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Demography
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Female power / equality
Silver Society
Skill shortage Liquidation of traditional role models
Declining birth-rate
Increased life expectancy Generation gap
Shift in values
Age-related leadership Paying attention to demographic aspects and multiple generations, harnessing strengths and distinctive features of each age group or age cohort
Gender-related leadership Dealing with and supporting women in management positions, gender-specific work-related actions and working methods
Trend Demography (1) Age: Increasing amount of older employees, shift in values, increasing working demands in cross-generational teams
Trend Demography (2) Gender: Increasing participation rate of women in top management positions, women change communication patterns and social interactions at management level
content partially taken from Gürtler, 2013
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0 10 20 30 40 50 60 70 80 90 100
Italy
France
Spain
The Netherlands
Ireland
Germany
Finnland
UK
Denmark
USA
Japan
Switzerland
Iceland
20132008
Labour - force participation rate in the industrial nations
Labour-force participation rate (%) of the people at the age of 55-64 in 2008. Eurostat (2008).
Labour-force participation rate (%) of the people at the age of 55-64 in 2013. Eurostat (2013). 23
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Demography: «Age-related leadership» - Implications for leaders • Knowledge advantage of younger employees vis-à-vis their supervisors
• Age-specific strengths (e.g. „digital-natives“ and new communication technologies / social media)
• Experience matters – keeping older employers in the company to pass their experience
• Providing further education offers to senior employees • Information processing capacity and information asymmetries • Sensitivity trainings on diversity issues will be a growing trend (assumptions
and expectations need to be clarified in the leader-follower-relationship)
• Positive encounters for different age groups as leadership task.
• Leading cross-generational teams/building age diverse high performance teams.
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Together is better?
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Demography: «Gender-related leadership» - Implications for leaders • Inclusive initiatives becomes part of leaders’ agenda
• Internal attitude and culture of organization supports women in their career paths
• Women receive strong mentoring and networking support • Recognizing gender dynamics at work
• HR policies to implement a gender balanced workforce
• Talent management should be gender neutral: Women should be trusted with the same tasks as men
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“I think women need to take care of themselves. They should stop waiting for the organizations to become more inclusive.” Prof Dr Jeffrey Pfeffer, Thomas D. Dee II Professor of Organizational Behavior, Graduate School of Business, Stanford University
“The first thing we need to do is help men become more aware of their privilege as men. It’s not, that they are deliberately marginalizing women…. it’s like if you are the fish in the water you don’t realize that you are a fish in the water or that there is even water. You only know that if you happen to not be the fish in the water and you are having to learn to cope and adapt to living in the water when you are not a fish.” Dr Carole Robin, Director, Arbuckle Leadership Fellows Program, Graduate School of Business at Stanford University
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Trend Rapid social and economic changes
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“We have become interconnected across cultures, across economies and the leader, who doesn’t understand the different motivations of people from different cultures is not going to survive, and will not be the leaders who develop the next generation of leaders.” Ed Chaffin, President of IMPACT Group, Founder of The Uncommon Leadership Institute
“It’s going to be important for whatever kind of leadership training in the future that intercultural aspects are a piece of it and maybe even require time spent abroad in a few different locations, so that you are able to challenge your assumptions.” Laura Erickson, Associate Director, Head of Finance and Operations at swissnex San Francisco
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Rapid social and economic changes
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Intercultural leadership, Change leadership Dealing with heterogeneity and multiple social / cultural backgrounds of the work force, adaptation to fast economic and organizational changes
Scarce resources
http://www.trendundzukunft.com/einzeltrend-analysen/individualisierung Enste, D. , Eyerund, T. & Knelsen, I.(2013). Führung im Wandel
Digitalization
Complex work environment
Urbanization
Globalization
Global brands
Social media Lifelong learning Service society
Intercultural collaboration
Trend rapid social and economic changes: Globalization and internationalization, multicultural societies, changes of the world economic order Æ Increasing levels of mobility and flexibility of employees, collaboration of different cultures
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Rapid social and economic changes -Implications for leaders • Promotion of cultural diversity
• Develop one’s cultural mindset and horizon • Learning how to connect culturally different people • Send people abroad to gather intercultural leadership competence
• Encourage cross-cultural teambuilding • Developing a vision for the future • Adapting leadership styles according to rapid economic, national and
political changes
• Being good system thinkers • Learning how to prototype fast – the essence of innovation
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Rapid social and economic changes - What makes leaders strong? • Openness to experience
• Holding a global mindset
• Demonstrating the willingness to harness and embrace diversity at various levels of the organization
• Developing an awareness how deeply cultures are embedded in people’s identities
• Communicating cultural differences sensitively and accurately
• Remain cognizant of what’s going on in the world around
• Learn to live with and anticipate - the effects of a particular political trend or a new set of environmental policies.
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“If you are not taking the best elements and best resources that are available you are hurting your own ability to run a great organization. You’re limiting yourself. And so that is kind of a mistaken notion that homogeneity can kind of help reduce friction and that’s good, but that’s not really the case if you want a high performing organization.” T.M. Ravi, Co-Founder, The Hive
“Top-down always is the only way you can begin a cultural change.” Prof Dr Ed Schein, Society of Sloan Fellows Professor of Management Emeritus, Professor Emeritus
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Trend Social responsibility and sustainability
source image: https://www.facebook.com/CenterforCreativeLeadership/photos/pb.16501652102.-2207520000.1396823026./10151559164992103/?type=3&theater 34
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Social responsibility and sustainability
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sustainable leadership Long-term, sustainable thinking and action taking (triple bottom line), recognizing social responsibility (CSR and CC), applying governance-standards
http://www.trendundzukunft.com/einzeltrend-analysen/individualisierung/ Enste, D. , Eyerund, T. & Knelsen, I.(2013). Führung im Wandel
Strategic consumption
Sustainability
Organic-boom
Climate change
Green investment
Ecological awareness Corporate citizenship
Corporate social responsibility
Governance
Fair trade
Renewable energy
Trend Social responsibility and sustainability Challenging organizations to assume social responsibility and sustainability; promoting the long-term perspective
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Social responsibility and sustainability - Implications for leaders • Balance between social responsibility and profit
• Employees who act as role models and stand up for issues
• Feedback loops and communicating consequences
• Giving in to customers’ wishes to «go green» and acting proactively
• True commitment to sustainable leadership
• Increasing one’s awareness of how individual leadership decisions will affect various systems, communities and stakeholders outside the organizational boundaries
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“I think it’s being able to think in systems, I think that leaders are going to have to think of, they are trained very well to keep the boundary on the system of their company, what they have to see is that there are inputs and outputs that they are not used to considering.” Dr Cynthia Scott, Founder, Changeworks Global and Presidio Graduate School, Sustainable Leadership Program
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Zürcher Hochschule für Angewandte Wissenschaften
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Future leadership challenges
• Rapid innovation cycles
• Fast-paced work environments • Increased levels of complexity: Leaders will need to rise to the
challenge of prioritizing • Time and space for innovation
• Guiding change
• Long-term orientation
• Leaders need to adopt a new mindset: Try, fail and restart as a leadership tool for innovation
• Globalized organizational structures
• Leading various individuals in various cultures
« I think the main difference is going to …. continually update, your mental models, your skills, your choices. »
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Learning fields and competencies for leaders
Soft skills: • Building large networks • Practicing active listening skills • Paying more attention to collaboration • Communication skills • Leading an increasingly growing diverse working force (e.g. age, sex) • Being willing to understand and listen to other people’s opinions
Hard skills: • Continuously updating your technical and professional knowledge
« People skills will become more and more important»
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Elements which strengthen leaders in their leadership roles
• The right set of soft skills and the willingness to continuously develop
one’s soft skills
• Mentoring / coaching opportunities • Networking • Regular feedback
• Clear structures
• Being giving the space to be vulnerable
• Being adaptable
• Leading good employees
• Resilience
«We need leaders who understand that people do business with people» «I think you need to know who you are and what you can do!»
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BE THE KIND OF LEADER THAT YOU WOULD FOLLOW.
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Leadership and HRM in «new working environments», What holds the future? What remains?
What holds the future? Megatrends as future challenges
• Individualization • Transition to flexibility • Demography • Rapid economic and social changes
• Social responsibility and sustainability
Leadership and HRM will need to face new challenges
What remains? • Organizations are part of social and economic systems and guide their decisions along
the «bottom-line», the job market will be of increasing strategic importance
• Humans are individuals with needs, expectancies, wishes and competencies. Their experience and behavior affects the success of the company substantially and can be positively influenced by leadership practices and HRM but can never be completely regulated.
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“I think leaders need skills, need to understand human motivation and human behavior and they need skills in organizational dynamics and one of the most important skills is the ability to see the world from another person’s perspective. But that’s not the new skill, that’s an old skill” Prof Dr Jeffrey Pfeffer, Thomas D. Dee II Professor of Organizational Behavior, Graduate School of Business, Stanford University
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References
Digital Natives- YouTube. Zugriff am 06. November 2014 unter http://www.youtube.com/watch?v=DHCxsPeLyQk
Gürtler, D. (2013). Die Zukunft der Führung: Eine Trendstudie. Zürich: Sonderegger Druck: SIB Schweizerisches Institut für Betriebsökonomie, Dokumentation..
image:https://www.facebook.com/CenterforCreativeLeadership/photos/pb.16501652102.-2207520000.1396800347./10151866102637103/?type=3&theater
image: http://www.costumecraze.com/product/SUPR51
image: http://www.multioffice.pl/pl/o-firmie/partnerzy-handlowi.html
Labour-force participation rate (%) of the people at the age of 55-64 in 2008. Eurostat (2008).
Labour-force participation rate (%) of the people at the age of 55-64 in 2013. Eurostat (2013).
source image: http://www.dreamstime.com/royalty-free-stock-photography-leadership-word-cloud-image21076077
source image: https://www.dekra-safety-web.eu/fileadmin/Dateien/individualisierung.jpg
source image: https://www.facebook.com/CenterforCreativeLeadership
source image: http://www.abendblatt.de/img/vermischtes/crop121168454/0098729208-ci3x2l-w620/Mother-using-laptop-while-baby-plays.jpg
Skyfall - Quartermaster Clip (HD) YouTube. Zugriff am 6. März 2015 unter https://www.youtube.com/watch?v=AQ9H31z7OqM
THE INTERNSHIP TEASER TRAILER -- ENGLISH/ENGLISCH- YouTube. Zugriff am 06. November 2014 unter hwttps://ww.youtube.com/watch?v=sq8WH9k6LpY
Truth About Gender Communication, Colette Carlson www.SpeakYourTruth.com – YouTube. Zugriff am 16.05.2014 unter http://www.youtube.com/watch?v=qSqaTOnQw5o
What Does the Workplace of the Future Look Like ? | From Future Workplace YouTube. Zugriff am 06. März 2015 unter https://www.youtube.com/watch?v=HPedKi-5k6o
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