The New Leadership

7/29/2019 The New Leadership

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The New Leadership

Leading and Leadershipin the Age of

Chaos, Confusion, and Change

Dr J. Martin Hays

Dr Jae Myoung Kim


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The New Age

The New Age is characterised worldwide by:

Global Concerns

Complex Challenges

Increased Competition Unprecedented Opportunities

Multiple Bottom Lines

Sophisticated Employee Demands

Increasingly Diverse Markets

Increasingly Higher Value for Money Demands

i.e., tailored specifications, quality, service,

reliability, responsiveness


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The New Age

Not to mention:

Boundaryless Organisation.

Virtual modes of working.

Complex networks.

Alliances, partnerships, and collaborations.

Outsourcing.

Flexible working arrangements.

Around the clock / around the globe

working arrangements.


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Implications

Leaders, today, face challenges that are largerand more complex than ever before.

They are not prepared.

Conventional and traditional strategies for

leader development and succession are not

adequate to meet the needs of todays leaders.

This holds true for business, government,

schools, churches, and other institutions,

and volunteer organisations.


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Implications

The whole way we look at leaders andleadership must change, including how

we develop leadership for the New Age.

Leadership can no longer be looked at as

one person (or small minority) at the topdirecting the activities of subordinates

confined by space and time.

No one person or executive team, and noamount of layers of management below, can

know what to do and coordinate and control

efforts in this chaotic, confusing, and

changing world.


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Implications

While there remain examples of successfulleaders from the old school, their leadership

styles will become increasingly less effective.

Command and control, top-down, power-based,positional leadership works (perhaps) in crisis

situations and in the short-term.

This is the kind of leadership that assumes the

leader knows best, knows all, and must not be

questioned; leadership that assumes the worst

of workers, not the best.

(See paper, McGregors Theory X.)


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Implications

Old School leadership will ultimately fail

because it fails to enlist and engage employees

in ways that tap their individual and collective

intelligence, abilities, and passion.

On the contrary, such leadership alienates

people from their work, the organisation, and

its leaders.


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Implications

Worst of all, Old School leadership has

within it the seeds of its own demise it

undermines the organisations future andimpedes development of enlightened

leadership.


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Implications

Old School leadership will ultimately fail

because it imposes an inflexible structure on

human behaviour that is inherently organic

and adaptive.

Human beings progress through organic

[psychosocial] processes such as

communication, learning, experimentation,risk-taking, and creative impulse.


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Implications

Old models of leadership based on

antiquated ideas of organisation, traditional

sources of power, and assumptions of

workers (uneducated, undisciplined, etc.)

cannot work in the New Age.


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At the Same Time

Leaders rightly and wrongly are being

criticised for ineptitude and unethical

behaviour.

Organisations constantly seek to find and

leaders who can lead, as if one great leader

were all any organisation needed to succeed.

The world still seeks the one great leader,and few are to be found.


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What We Know

Leaders and leadership do make a difference.

There is a shortage of leaders.

Leadership development programs often fail

because they still try to develop leaders the

way they used to, based on false assumptionsand built around irrelevant skills.


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What We Know

The best leaders develop their people as

leaders.

Adults dont want or need to be led.

Most are capable of leading themselves

(self-direction) and of working effectively

and productively in teams.


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What We Know

The most creative, innovative, and productive

collaborative groups and teams are comprised

of people who lead themselves.Their managers / leaders create the conditions

wherein they can succeed, including helping

them learn to work together.

These individuals are ready, willing, and able to

lead when called upon.


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A Conceptual Model

Performance of 10 Person Team

Told What to do by One Leader

1 Person 10 Times 11 People

Performance of 11 Person Team

Working toward Common Purpose

Lateral Synergy /

Creative Breadth

Vertical Growth

Leader

Collaborative Team


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The New Leader

The New Leader has and demonstrates

at least the following:

Consummate facilitation skills.

Exemplary teamwork and collaboration skills.

A passion for his or her own learning and

professional development, and for that of peers

and subordinates.

A dedication to serve all stakeholders, including

the community, customers, employees, and

shareholders.


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The New Leader

The New Leader has and demonstratesat least the following:

Courage and ability to lead up. The idea of

courageous followership.

The ability to transform ideas, others, and self.

Wisdom

Commitment to doing the right thing for the greater

good within appreciation of the fullness of context.

Judicious and prudent response to complex problems in

contentious circumstances, with due care about and

preparation for a future that matters.


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The New Leader

Transformational Leadership

The New Leader is a Transformational Leader.

Transformational Leaders:

Articulate a compelling vision of the future, and

help people connect with it find their own pieceof that vision and how they can contribute to it,

while fulfilling their individual desires.

Lead by role-modeling. They walk the talk,

consistently demonstrating the kinds of behavioursthat are needed by and valued in all employees.

Inspire people to see new possibilities and to

stretch themselves.


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The New Leader

Transformational Leadership

Transformational Leaders:

Care about their people; treat them as valued

individuals, respecting and treating them as adults.

Provide a safe environment for people to takerisks, make mistakes, show initiative, and reward

them for doing so.

Encourage people to question, challenge, dig; to

go deeper, farther, and higher.

Practice the belief that everyone is a leader, every-

one is a follower; everyone one a teacher, everyone

a learner.

Th N L d


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The New Leader

In summary, The New Leadership

is about working with, not over.

Th N L d hi


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The New Leadership

Is not about being master

Of others

Of technical or managerial skills

Yet, thats

What people expect

How we train and develop leaders

The basis on which we promote

Th N L d


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The New Leader

To achieve a meaningful change in

leadership requires

A change in attitudes and values about

leadership and followership in all employees.

Dramatic improvements and radical trans-

formation in the way leaders are developed,

including new ways to measure and reward

leadership behaviour.

S


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Summary

The New Leadership covers a lot of ground,and includes radical new understandings

about leadership and who leads, and new

and different skills and abilities.

Conventional and traditional strategies for

leader development and succession are not

adequate to meet the needs of todays leaders.

This holds true for business, government,

schools, churches, and other institutions, and

volunteer organisations.

Wh t t d b t it?


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What to do about it?

A novel approach to leadership developmentis both needed and possible.

A proposed model follows, that is adaptable to

most corporate / organisational environmentsand schedules.

This approach incorporates best practice in

leadership development programs andrepresents the leading edge of such programs.

L d hi C i l


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Leadership Curriculum

In a Nutshell.

A one-year, comprehensive course in leadership,

covering theory and practice. Six month intensive

option.

Incorporates a required organisational / institutional

project of the participants choosing, supervised by

experienced management consultants.

Built around individual and team projects.

Flexible format options.

Weekend schedules (i.e., 4 weekends in 6-month period.

Evenings one or two nights per week

Holiday periods (e.g., two-week sessions)

L d hi C i l


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Incorporates a required organisational / institutional

project of the participants choosing, supervised by

experienced management consultants.

Highly experiential learning activities enhancedthrough individual and group reflection.

Tailored to the individual; starts each participant from

where he or she is.

Guaranteed to build skills and improve leadership

capability.

In a Nutshell.

Equivalent to a 12 18 hour masters or MBA

course.

L d hi C i l


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Short Course in Leadership

An introduction to the theory and practice of leadership.

Ancient wisdom, conventional thought, and new ideas.

Topic Overview.

Management Minds East and West

Whats different and why.

What works the best of both worlds.

The New Leadership: Leading in the New Age

Principled Leadership: Ethics, Morality, and Humanity

Transformational Leadership: Transforming Self, Others,

and Work

The Organisation / Institution Project

A supervised leadership or change project (3 6 months).

Sequence and inclusion depending

on organisational requirements.

L d hi C i l


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Crash Course in Change Leadership

Conflict, collaboration, and change.

Converting chaos to capability.

Managing Projects, Process, and People

The Organisation as a Community Democracy and Citizenship

at Work

The obligations and privileges of citizenship.

Corporate citizenship and being a good neighbour.

Communities of Practice Learning and Change through

Group Action

Topic Overview.

Leading High-Performance Teams





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The Courageous Follower Leading Up!

Topic Overview.

Organisational Learning and Wisdom

Change as if it mattered.

Leadership for the learning organisation.

The CFO Chief Facilitation Officer

Service for Success

The Leader as Servant

Public Service

Reflection and Reflective Practice Learning from Experience

Keys to professional development and performance improvement.



Documents

The New Leadership