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					          leadership
             4.0




Kennisportaal.com, 2009
 as I explained in a previous
      presentation; every
employee and customer will
take control of the work and
   consumer experience…
everyone
  CEO
I don’t think in working hours, but
in ways to maximize my talents
todays business leaders are
    faced with 5 major
      developments…
age of rapid technological
innovation & adoption
                                           age of shortening life-span (S&P
                                           500*) companies


*http://www.standardandpoors.com/indices/sp-500/en/us/?indexId=spusa-500-usduf--p-us-l--
age of informal over formal
organizations
Formal hierarchy   Informal hierarchy
age of social media and hyper-
connectivity
IDG report: The Hyperconnected: Here They Come!
IDG report: The Hyperconnected: Here They Come!
IDG report: The Hyperconnected: Here They Come!
IDG report: The Hyperconnected: Here They Come!
age of transparency
http://www.flickr.com/photos/home_of_chaos/5227029117/sizes/l/in/photostream/
  “Leaders are
visionaries with
    a poorly
   developed
 sense of fear
and no concept
  of the odds
 against them”
 Robert Jarvik
the leadership challenge of
   the coming years ……
unleashing
creativity,
flexibility and
speed
and what about the future
  of knowledge work……
“What do I have to do to earn
and deserve the key
relationships that are going to
get me where I want to go?”
– David Maister
source model: David Maister
according to Maister the ‘only’
   knowledge work that will
  florish has a high degree of
expertise in combination with
 a high personal involvement
…..so what does that mean
for leadership and why the
           4.0?
      it combines
      Maslov’s
      theory of
      ‘social
      needs’…

http://www.mathsoc.spb.ru/pers/maslov/
with the theory and practice of
constantly evolving interaction
  between technologies, the
 culture of participation and
    knowledge building……
http://johnantonios.com/2010/02/06/the-social-media-hierarchy-of-needs/
this derives from two
 opposing leadership
      theories…
 with knowledge workers
 ‘climbing’ the Maslov’s
pyramid and increasingly
using online collaboration
          tools…
“A leader can be defined by an ability to get
others to follow willingly” - David Hakala




http://www.flickr.com/photos/hmclin/338413919/
so leadership 1.0 to 4.0 in a
 small YouTube marathon…
                                                   Source of Influence

                                              formal               real (moral)
                       formal
    Nature of impact

                       real (moral)




source: Four models of leadership, Gobillot
         Personalized leadership
• Leaders have power over people based on their
  position
• The role of the leader is to have others execute tasks
• People that do not participate pro-actively are not
  motivated
• The leader is responsible for strategy & planning
• Employees work mostly to secure an income and are
  therefore never fully committed to the organization
                                                   Source of Influence

                                              formal               real (moral)
                       formal
    Nature of impact

                       real (moral)




source: Four models of leadership, Gobillot
             Distributed leadership
• Leaders have power over others on basis of their
  position
• The role of a leader is to cooperate with others to
  ‘enroll’ them to execute tasks
• People that do note participate pro-actively miss
  chances
• The leader is responsible for strategy & planning; in
  cooperation and with input of others
• Employees work for an income, but can be more
  committed through a sustainable relation
                                                   Source of Influence

                                              formal               real (moral)
                       formal
    Nature of impact

                       real (moral)




source: Four models of leadership, Gobillot
               Authentic leadership
• Leaders have power over others on basis of who they are
• The role of the leader is to create the right conditions for
  followership
• The role of the leader is to create the right conditions for
  “follower-ship”
• People that do not participate pro-actively limit their
  choices and leaders have to point this out to them
• The leader is responsible for strategy & planning
• Although employees work for an income; a coherent vision
  makes commitment easier
                                                   Source of Influence

                                              formal               real (moral)
                       formal
    Nature of impact

                       real (moral)




source: Four models of leadership, Gobillot
               Connected leadership
• Leaders don’t have power over others, but they have based
  on their position the opportunity to have others develop
  themselves
• The role of the leader is to facilitate, co-create and ‘sell’ the
  common goal
• People that do not participate pro-actively are not motived
  the right way by the leader
• The leader is responsible for the fact that the right strategic
  choices are made
• Regardless of why employees work, their contribution is
  based on the balance between their personal goals and
  those of the organization
“online games put
the future of
business leadership
on display” –
IBM research 2007
  there is no Connected
Leadership without social
         media…
mennolanting@gmail.com
www.twitter.com/mlanting
www.mennolanting.nl
www.linkedin.com/in/mennolanting

				
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posted:4/14/2011
language:English
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