Future of Leadership Impact of megatrends on leadership … · Future of Leadership ... Complexity...

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Zurich University of Applied Sciences 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

Transcript of Future of Leadership Impact of megatrends on leadership … · Future of Leadership ... Complexity...

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Zurich University of Applied Sciences

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!

2 source: YouTube

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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.

image: https://www.facebook.com/CenterforCreativeLeadership 17

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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

source image: http://www.pmdeskreference.com/newsletter-article.php?id=36 28

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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

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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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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»

image:https://www.facebook.com/CenterforCreativeLeadership/photos/pb.16501652102.-

2207520000.1396800347./10151866102637103/?type=3&theater

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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.

image: http://www.costumecraze.com/product/SUPR51

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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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