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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.
Implications
Leaders, today, face challenges that are larger and 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.
Implications
The whole way we look at leaders and leadership 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 top directing the activities of subordinates confined by space and time. No one person or executive team, and no amount of layers of management below, can know what to do and coordinate and control efforts in this chaotic, confusing, and changing world.
Implications
While there remain examples of successful leaders 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.)
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.
Implications
Worst of all, Old School leadership has within it the seeds of its own demise it undermines the organisations future and impedes development of enlightened leadership.
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.
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.
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.
What We Know
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.
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.
A Conceptual Model
Performance of 11 Person Team Working toward Common Purpose
Collaborative Team
1 Person 10 Times
11 People
Yet, thats
What people expect How we train and develop leaders The basis on which we promote
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.
Leadership Curriculum
In a Nutshell.
A one-year, comprehensive course in leadership, covering theory and practice. Six month intensive option. 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)
Incorporates a required organisational / institutional project of the participants choosing, supervised by experienced management consultants. Built around individual and team projects.
Leadership Curriculum
In a Nutshell.
Incorporates a required organisational / institutional project of the participants choosing, supervised by experienced management consultants. Highly experiential learning activities enhanced through 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. Equivalent to a 12 18 hour masters or MBA course.
Leadership Curriculum
Topic Overview.
Short Course in Leadership
An introduction to the theory and practice of leadership. Ancient wisdom, conventional thought, and new ideas.
Sequence and inclusion depending on organisational requirements.
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).
Leadership Curriculum
Topic Overview.
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.
Leadership Curriculum
Topic Overview.
The Courageous Follower Leading Up! Organisational Learning and Wisdom
Change as if it mattered. Leadership for the learning organisation.