LEADERSHIP IN THE 21 ST CENTURY. WHAT IS LEADERSHIP?
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Transcript of LEADERSHIP IN THE 21 ST CENTURY. WHAT IS LEADERSHIP?
The Leadership Pipeline
GeneralManager
1st Time Manager
FunctionalManager
Senior Leader
Individual Contributor
The leadership continuum
Business Government
CivicSociety
Leading
Leading Business
Leading A Team
Leading Self
Four way view of personal leadership
Self
Home
Community
Work
Source: Total Leadership, Stewart Friedman
Four way view of personal leadership
LEADERMUST
MANAGESELFINTERNAL
STAKEHOLDERS
CUSTOMERS
EXTERNALSTAKEHOLDERS
Source: Thomas DeLong
Aspects of leading an organization
VISION
ENROLMENT
COMMITMENT
INTEGRITY
COMMUNICATION
AUTHENTICITY
Source: The Handbook of Leadership
Leadership behaviorsLeader acts as… Consistent leadership behaviors
• Independent• Autonomous• Act with limited information• Directive• Motivator• Orderly• In charge• Aggressive• Nurturing• Connecting• Helping• Collaborate• Build support• Creative• Complex• Improvisational• Observant• Creative• Integrative
Leaders known for…
Cowboy
Coach
Military Officer
Parent
Part of Nature
Musician
Artist
Inward orientation without regard to external world
Ability to compete to win or beat competition
Desire to control or dominate company or
industryDesire to build
relationships in the community
Ability to create equilibrium among competing forces
Ability to achieve harmony and balance
Ability to create patterns, innovate, form relationshipsSource: Ulrich & Smallwood, Leadership Brand, 2007
A galaxy of stars
The sum total of the minds in the group, organized and directed to a definite end, in a spirit of harmonious cooperation is the
power that got my success for me.- Henry Ford
The Indian Leadership Crucible
• Velocity of growth• Scale and volume of operation• Entrepreneurial, Can-do• Service at your doorstep – customer centricity• Business ideas at the nexus of business-society-government• Hierarchical, but changing
AND
• New “sunrise” sectors• Younger managers handling greater responsibility • Stretch versus break
The talent gap in India
Barely employableHigh degree of in-house trainingChurn
Grow with business, grow fastNo time to invest in developmentNeed for greater polish and structureAnd learn soft business powerOperations to people
Global business understandingDriving P&L, aggressive executionLead change, manage complexityBring the best out in peopleAdvocacy versus autocracy
There is no “right” way…
There is only “right” performance!
“Diversity of India means there is no one behavior that is important, its not as marginal as a US operation might be…”
“I love being with people, working with people and that makes for work being fun, that you want to be in an environment with like minded bright people who can give you
food for thought, can challenge and that becomes a motivator in itself because it keeps pushing you to get on.”
“What I bring about is the can-do attitude, which I use effectively to galvanize people around a strategy and an action following that strategy”
“What works in South Africa doesn’t work in India, what works in India doesn’t work in Latin America so I think that ability to see the differences in people and how to use
those differences to even greater advantage”
Star Women Project, 2009
Behaviors and Traits beyond the CV
Decision-making
IntegrityAuthenticity
Commitment
Ability to structure
Leading change
flexible
Diagnosing situations
consistency
Create teams
Model for team
Coaching
Assertive
Create cooperation
Ability to motivate
PowerNarcissism
Committed to action
Isolation From reality
avoid conflict
Abrasiveparanoia
Micromanagement
hypomania
Generational envy
Dominance
Leadership in family business
Shareholder Meetings
Top ManagementFamily Council & Family Assembly
Board ofDirectors
FamilyBusiness
Ownership
Source: John Davis on Family Business
Continuum of Company lifecycle,
Ownership status
(first generation or subsequent),
Delegated authority and
hence “fit” leadership style
What after the leader is placed?
• Chasing Stars– The Myth of Talent and the Portability of Performance, Boris Groysberg, 2010
• Misalignment in…– Organizational goal and CEO vision– Organizational culture to empower (or not)– Ability to coalesce a team– Networks and colleagues
• Possibilities– Wrong person– Right person in wrong role– Right person in wrong organization– Right person in right role in right organization
Unlearning to learn again
FunctionalManager
General Manager
Senior Leader
Unlearn Specialization
Meta level understandingOf linkages across sectors and functions
Greater degree of independenceAnd interdependenceConflict resolution
Current processes, structuresAnd ways of thinking
InnovationUnderstanding cross-business And society-governance linkagesCreating and enabling Vision and Organizational structure
Communicating and negotiatingwith all stakeholdersCreating and managing co-dependence
Learn New Competencies
Learn New Behaviors
Perception of an “alpha” leader
Admiration- Active helping
and passive cooperating
Pity- Compassion
and sadness, neglect
Envy- Respect and resentment
Contempt- Neglect,
marginalization
Competent Incompetent
Cold
War
m
Understanding oneself and others, verbal and non-verbal cues are essential in managing the team or executing change
or negotiating or resolving conflicts
Source: Amy Cuddy, 2009