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ASSESSING LEADERSHIP REQUIREMENTS
Learning outcomes
Use appropriate methods to review current leadership requirements
Plan for the development of future situations requiring leadership
Factors in General Environment
Factors in task environment
Factors in internal environment
Challenges for 21st century leadersUnreasonable customer
expectationsGenerational shift in attitudesSocial media and the webFlexible workingSustainability and the triple
bottom lineDoing more with less
More challenges for 21st century leaders (Hay Group)
Globalization 2.0Climate changeDemographic shiftsIndividualizationDigital lifestyle and workTechnology convergence
These shifting trends indicate that the next generation of leaders will have to be:◦Multilingual◦Flexible◦ Internationally mobile◦Adaptable◦Highly collaborative ◦Strong in conceptual/strategic thinking
skills ◦Able to create loyalty among employees.
Transactional change Transformational change
Leadership is responsive Proactive
Focus is on solving problems; delivering defined results
On setting stage for revelation; delivering innovations
Process works within the organizational culture
To change the organizational culture by implementing new ideas
Participation is by pushing employees to through reward and punishment
By pulling employees through motivational and empowerment
Motivates followers by appealing to their own self-interest
By encouraging them to transcend their own interests for those of the team
Commitment is buy-in and sign-off
Built on trust; invested in process
Transactional and transformational change
Episodic change Continuous change
Organization is inertial Emergent and self-organizing
Change is infrequent, discontinuous and intentional
Constant, evolving and cumulative
Change is an occasional interruption or divergence from equilibrium
A pattern of endless modification in processes and practices
Change is driven externally Driven by organizational instability
Perspective is macro, distant, global Micro, close, local
Emphasis is short-term adaptation Long-run adaptation
Intervention is Lewinian (unfreeze, move, refreeze)
Confucian (freeze, rebalance, unfreeze)
Role is prime mover who creates change
Sense maker who redirects change
Episodic and continuous change
Reactive change Proactive change
Closed to new ideas Open to new ideas
Distrust among managers Trust among managers
Only a privileged few have access to information Open flow of information
Intolerance of people who show initiative
Support for people who show initiative
Custodial attitude toward staff and customers/service-users
Humanistic attitude toward staff and customers/service-users
Focus on staff and customer/service-user needs only when convenient or forced
Clear and specific focus on staff and customer/service-user needs
Lowest level of staff job satisfaction Higher level of staff satisfaction
Each initiative is kept separate – does not encourage coordination, as this could present a challenge to authority
Careful coordination of new initiatives with existing commitments
Reactive and proactive change
Organizational change in the 21st centuryForces or sources of change: external
environment and internal environmentProcess of change: diffusion,
institutionalization, adaptation, innovation and reform
Degree of change: first-order and second-order
Timing of change: evolutionary and revolutionary
Scale of change: individual, interpersonal, and organizational
Focus of change: structure, process, and attitude
Intentionality: planned and unplannedResponse time: proactive and reactiveTarget of change: change process and
outcome
Leadership requirementsVirtual
organizationsDiversityGlobalizationEthics and CSRPartnerships and
alliancesMergers and
takeoversRestructuring
Regulatory compliance
Changes in reporting
New technologyIntegrityEconomic climateCustomer
demands
Strategic leadership practice20th century practice 21st century practice
Outcome focused Outcome and process focused
In control and confident Confident, but without arrogance
Sought to acquire knowledge Seeks to acquire and leverage knowledge
Guided people’s creativity Seeks to release and nurture people’s creativity
Work flows determined by hierarchy
Work flows influenced by relationships
Articulated the importance of integrity
Demonstrates the importance of integrity by actions
Demanded respect Willing to earn respect
Tolerated diversity Seeks diversity
20th century practice 21st century practice
Reacted to environmental change
Acts to anticipate environmental change
Served as the great leader Serves as the leader and as a great group member
Views employees as a resource
Views organizational citizens as a critical resource
Operated primarily through a domestic mindset
Operates primarily through a global mindset
Invested in employees’ development
Invests significantly in citizens’ continuous development
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