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Leaders in search of followership

Leaders in search of followership | LeadershipABC | Scoop.it

In a conversation with Barbara Kellerman journalist Kenneth Mikkelsen explores why leadership is so hard to exercise today. This is a must read for everyone interested in leadership and management trends. 

 
The interview with Barbara Kellerman relates to her latest book: "The End of Leadership."

 

Barbara raises the important questions: Why are our leaders so widely disdained—and why is our trust in leaders of every stripe at a leaden low? Why do incompetence and intemperance continue rampant? Why are ethics so elusive? Why is teaching leading full of “flaws”? Why has it proved so hard to build a body of knowledge? Why has the leadership industry, for all its apparent successes, failed on so many levels? 

 

Barbara has strong opinions about the leadership industry. She doesn't believe that becomming a leader is a quick fix that can be learned from a seven-step guide written by former CEOs or short and expensive leadership courses.

 

For futher information:

 

Visit Barbara Kellerman’s personal blog: http://barbarakellerman.com.

 

Barbara Kellerman discusses some of the core topics of her book in this video: http://www.youtube.com/watch?v=nIo5_eJs5-Y.

 

Get inspirered from this video about followership: Leadership from a dancing guy: http://www.youtube.com/watch?v=hO8MwBZl-Vc

 

Curated by Kenneth Mikkelsen on http://www.scoop.it/t/leadershipabc

 

 

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Fernando Mazzuli's curator insight, August 23, 2013 9:00 AM

Real leadership development - something that takes time and reflection, involves personal values, context and effective practices.

rob halkes's curator insight, July 22, 9:14 AM

Leadership : as much a factor in good health as medical knowledge..


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About LeadershipABC

About LeadershipABC | LeadershipABC | Scoop.it

The purpose of this site - LeadershipABC - is to help leaders rethink, redefine, and reshape their organizations and themselves to meet the challenges of the future.


I collect stories on leadership/management, that I find useful, educational, and inspirational to others. 

 

It is no longer a futuristic vision to talk about a volatile, uncertain, complex and ambiguous business environment. It is the reality that most leaders face every day. 

The way we work is fundamentally under pressure and it is evident that leaders must develop new responses and capabilities to navigate in the world and stay relevant. 

                                                 ★★★★★


I believe that knowledge is everything. Knowledge is ideas. Knowledge is power. Knowledge is hope. 

But only if it is shared and applied.


That is why I created LeadershipABC on Scoop.it. My personal aim is to provide you with stories you can learn and grow from. The kind of stories that provokes personal reflection and constructive action. 

I'm co-founder of Future Associates, a consultancy that helps visionary companies identify and tackle the big shifts in the world by cultivating the skills, mindsets, and organizational cultures needed to succeed in times of change.


You're welcome to connect via: 

 

LinkedIn: www.linkedin.com/in/kennethmikkelsen

Google+: https://plus.google.com/+KennethMikkelsen

Twitter: www.twitter.com/LeadershipABC

 

I hope you'll be inspired.

 

Enjoy!

 

Kenneth

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The Changing Tools of Leadership

The Changing Tools of Leadership | LeadershipABC | Scoop.it

Spending on corporate learning is soaring, and the number one area is management and leadership development. However, the tools are changing, with peer-to-peer learning and coaching rapidly overtaking traditional methods. 

Kenneth Mikkelsen's insight:

The resurgence of coaching, as covered in the July issue of HR magazine, suggests it could be. The Henley study found 83% of organisations intend to make use of coaching, with external coaches preferred for executive and senior management posts and internal coaches more likely for high-potential employees. 


This means a much greater focus on what the organisation values culturally and where certain approaches could work in response to particular situations. 


The biggest challenge in leadership development is around getting individuals to change their behaviour, to help them cope with the rigours of leading more modern, open and democratic organisations. 

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The Most Important Skill for Great Leaders? Trustworthiness.

The Most Important Skill for Great Leaders? Trustworthiness. | LeadershipABC | Scoop.it

What makes a great leader? You are probably thinking it’s something buzzword-worthy like confidence.  Or maybe vision.  Or emotional intelligence—you hear about that one all the time.  For sure, those are all good qualities for a leader to have, but the answer is actually trustworthiness. Technically, it’s not just being trustworthy that is key, but being seen as trustworthy.


Kenneth Mikkelsen's insight:

It doesn’t matter how competent you are as a leader, you won’t get very far if your team doesn’t trust you.

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Don Cloud's curator insight, October 1, 2:41 PM

Trust can only be given.  Are you the kind of leader in whom your people choose to put their trust?

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The Career Advice You Probably Didn’t Get

The Career Advice You Probably Didn’t Get | LeadershipABC | Scoop.it

You’re doing everything right at work, taking all the right advice, but you’re just not moving up. Why? Susan Colantuono shares a simple, surprising piece of advice you might not have heard before quite so plainly. This talk, while aimed at an audience of women, has universal takeaways -- for men and women, new grads and midcareer workers.

Kenneth Mikkelsen's insight:

Stuck in middle management? Here's what you need to know if you want a top leadership position. 


You can follow Susan Colantuono on Twitter here: @LeadingWomen.

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Dealing With the Shadow Side of Leadership

Dealing With the Shadow Side of Leadership | LeadershipABC | Scoop.it

Senior executives need exceptional drive and interpersonal skills to push themselves and others to succeed – but under pressure, these qualities can go into overdrive, and lead to catastrophe. So what makes managers act out the darker side of their leadership? How can professionals identify and challenge self-defeating behaviours to ensure that leadership shadows or ‘gremlins’ are disciplined? 


Kenneth Mikkelsen's insight:

Other resources on this topic: 


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Joe Boutte's curator insight, September 29, 5:53 AM

Finding balance and establishing a foundation of integrity keeps leaders from crossing into the dark side.

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Don't Be a "Water Bucket" Leader

Don't Be a "Water Bucket" Leader | LeadershipABC | Scoop.it

A “water bucket” leader is someone whose leadership approach can be likened to sticking a hand into a bucket of water and creating a stir by splashing it around. Eventually, the leader pulls their hand out, and when they do, the water quickly returns to it’s original state. It’s as if they never existed. Even though there was a lot of activity, in the end, the bucket of water looks no different than it did before. 



Via george_reed, Ivon Prefontaine, Dean J. Fusto, John Michel
Kenneth Mikkelsen's insight:

In this blog post Joe Byerly refers to four factors that characterize transformational leadership:


  1. Idealized Influence- Is the emotional component of leadership. Idealized influence describes leaders who act as strong role models for followers; followers identify with these leaders and want to emulate them. These leaders usually have very high standards of moral and ethical conduct and can be counted on to do the right thing. They provide vision, a sense of mission, and instill pride in the organization and the individual.
  2. Inspirational motivation- This factor is descriptive of leaders who communicate high expectations to followers, inspiring them through motivation to become committed to and a part of the shared vision of the organization.
  3. Intellectual stimulation- It includes leadership that stimulates followers to be creative and innovative, challenging their own beliefs and values as well as those of the leader and the organization.
  4. Individualized consideration- This factor is representative of leaders who provide a supportive climate in which they listen carefully to the individual needs of their followers and assists them in developing their own potential. These are leaders who sit down and take the time to develop their subordinates through counseling and coaching.


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Anne-Laure Delpech's curator insight, September 28, 3:12 AM

L'image du leader "seau d'eau" est vraiment excellente : il s'agit d'une personne dont l'approche du leadership ressemble à mettre la main dans un seau d'eau et créer des vagues en agitant la main. L'eau revient rapidement à son état original dès que le leader retire sa main ! 

L'auteur nous invite à nous poser 4 questions pour ne pas être un leader "seau d'eau" : 

- Que puis-je faire pour que chacun dans mon organisation  voit vers où on va, ait le sentiment d'avoir une mission et ressente de la fierté ? - Que puis je faire pour inspirer et motiver ?

- Que puis-je faire pour créer une ambiance qui stimule la croissance intellectuelle dans mon équipe ?

- Comment puis-je aider mes subordonnés à développer leur plein potentiel ?

 

donhornsby's curator insight, September 28, 11:30 AM

(From the article): I like these factors because they emphasize behaviors, not traits. We can all incorporate idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration into our commands if we take deliberate steps to do so.  We can all be like my former Sergeant Major or my first Commander if we ask ourselves the following:


What can I do to provide a vision, a sense of mission, and instill pride in my organization?


What can I do to inspire and motivate my organization?


What can I do to foster a command climate that stimulates intellectual growth in my organization?


What can I do to help my subordinates develop to their full potential?


We do not have to walk away from our commands feeling like we just pulled our hands out of a bucket of water. We can make a difference and leave a legacy that will endure long after we are removed from the equation.  Approaching leadership with the goal of being transformational, not only makes the experience more rewarding, it also ensures that the woodpile is a little bit higher on the back end.

Cammie Dunaway's curator insight, September 29, 4:51 PM

A “water bucket” leader is someone whose leadership approach can be likened to sticking a hand into a bucket of water and creating a stir by splashing it around. Eventually, the leader pulls their hand out, and when they do, the water quickly returns to it’s original state. It’s as if they never existed. Even though there was a lot of activity, in the end, the bucket of water looks no different than it did before

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How to Prioritize Your Innovation Budget

How to Prioritize Your Innovation Budget | LeadershipABC | Scoop.it

Leaders and organizations are under more stress than ever to do two things simultaneously: deliver on today’s pressing commitments by troubleshooting and refining processes; and find and invest in innovation opportunities that will create tomorrow’s success.


How your organization responds to this stress in allocating scarce resources is a crucial but often unaddressed issue. The natural bias is to respond immediately to what is in front of you. The problem is, this instinct crowds out longer term, innovative thinking.


Kenneth Mikkelsen's insight:

Here, on average, is what leaders estimate they were currently spending their time on:


  • 85% on day-to-day operations
  • 5% on incremental improvements that produced faster, cheaper, better sameness
  • 5% on small sustaining innovations
  • 5% on big, disruptive innovations


Perspective matters, and is the key to leadership effectiveness. To make sense of what’s happening in the world and anticipate what the future has in store, an intelligent, informed perspective is now more important than ever. 


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How Philosophy Makes You a Better Leader

How Philosophy Makes You a Better Leader | LeadershipABC | Scoop.it

The goal of most executive coaching and leadership development is behavior change—help the individual identify and change the behaviors that are getting in the way of, and reinforce the behaviors associated with, effective leadership.  But what about the beliefs and values that drive behavior? 


Kenneth Mikkelsen's insight:

Executive coaching and leadership development programs rarely include much, if anything, about the power of clarifying one’s philosophical world-view. But there is mounting evidence that they should.

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Ivon Prefontaine's curator insight, September 19, 8:17 PM

Several contemporary educational i.e. Gert Biesta writers express concern about a Platonic approach to education and Socratic circles. Aristotle's work is much more compatible focusing on phronesis. Gadamer felt we needed to rethink the role of praxis which was downplayed in Plato's work. It is the blending of them that makes them function well.

 

@ivon_ehd1

Don Cloud's curator insight, September 22, 2:02 PM

So, what is your leadership philosophy? 

 

(if you don't have one, it's time to think about it and make one)

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The Transparency Trap

The Transparency Trap | LeadershipABC | Scoop.it

“Transparency” is a watchword in management these days, and it’s easy to understand why. After all, if people conduct their work in plain view, won’t they be more open and accountable? Won’t they flag and fix problems more easily, and share information and their good ideas more freely?

Kenneth Mikkelsen's insight:

Is there a dark side to working out loud?


As social media platforms, wearable devices, and other tools for transparency become more advanced, our sense of being “onstage” is growing. And so, in keeping with the sociologist Erving Goffman’s insights about interpersonal behavior, we spend more time acting, trying to control others’ impressions and avoid embarrassment—particularly at work. We cater to our audience, doing what’s expected.


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The Digital Tipping Point

The Digital Tipping Point | LeadershipABC | Scoop.it

Organizations’ efforts to go digital - and drive growth through digitization - are picking up steam. But many have more work to do before they can scale their efforts and see material impact. 

Kenneth Mikkelsen's insight:

When it comes to digital initiatives, the board of directors seems to be lagging. The vast majority of survey respondents indicated that their company’s board not only wasn’t directly engaged in digital projects, but was not even a supportive sponsor.


Perhaps most troubling, board support for digital projects has barely budged in the last three years, unlike support from senior executives which has grown meaningfully.

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First Know Yourself, Then Your Team

First Know Yourself, Then Your Team | LeadershipABC | Scoop.it

Effective leaders are those who meet the needs of their followers; pay careful attention to group processes; are able to calm anxieties and arouse hopes and know how to liberate and inspire people to positive action. To create or manage an effective organisation we need to understand the complexity of why leaders and followers act the way they do and accept that people are not one dimensional entities but intricate beings with rich and myriad motivational drivers and decision-making patterns.

Kenneth Mikkelsen's insight:

Understanding how an organisation works is not enough. To be truly effective, a leader must understand the unconscious motivations of people around them.

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To Be Interesting - You Need To Be Interested

To Be Interesting - You Need To Be Interested | LeadershipABC | Scoop.it

In these head-spinning times, even more so than when John Gardner offered his timeless advice, the challenge for leaders is not to out-hustle, out-muscle, or out-maneuver the competition. It is toout-think the competition in ways big and small, to develop a unique point of view about the future and get there before anyone else does.


It takes a real sense of personal commitment, especially after you’ve arrived at a position of power and responsibility, to push yourself to grow and challenge conventional wisdom. Which is why two of the most important questions leaders face are as simple as they are profound: Are you learning, as an organization and as an individual, as fast as the world is changing? Are you as determined to stay interested as to be interesting?

Kenneth Mikkelsen's insight:


To be interesting you need to be interested. 


Being an influential leader draws on an openness to being influenced. And the best way to be interesting is to be interested. Someone who finds excitement in what they can learn from others and show a genuine interest. Leaders that listen to other people’s stories and then draws them into an activity connected to that story are often considered being interesting, likeable and trustworthy.

 

To be worth following, leaders will need to work primarily on the contribution they make, rather than the direction they give to others. This requires them to develop enough executive maturity to be able to see participation as an opportunity to create value rather than a threat to their existence.

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What VUCA Really Means for You, Getting Prepared and Agile with It

What VUCA Really Means for You, Getting Prepared and Agile with It | LeadershipABC | Scoop.it

VUCA, short for volatility, uncertainty, complexity, and ambiguity, and a catchall for “Hey, it’s crazy out there!”    It’s also misleading: VUCA conflates four distinct types of challenges that demand four distinct types of responses. That makes it difficult to know how to approach a challenging situation and easy to use VUCA as a crutch, a way to throw off the hard work of strategy and planning—after all, you can’t prepare for a VUCA world, right?
 

Actually, you can. Here is a guide to identifying, getting ready for, and responding to events in each of the four VUCA categories.

Authors:  Nathan Bennett and G. James Lemoine

Related posts by Deb:

      

   


 


Via Deb Nystrom, REVELN
Kenneth Mikkelsen's insight:

The world of work is increasingly volatile, uncertain, complex and ambiguous. As a result it is time to view surprises as the new normal and steady state as the exception. The difference over the past decade is the increasing speed at which leaders need to address multiple challenges, often at the same time.

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Deb Nystrom, REVELN's curator insight, September 1, 10:52 AM

VUCA is a term from the military, put into popular use by futurist Bob Johansen in 2010, as mentioned in his book, now in a its second edition,  Leaders Make the Future: Ten New Leadership Skills for an Uncertain World.  The quadrant model depicted, by authors  is handy for thinking through what you can learn and do to be fully prepared and agile enough for this VUCA world.  ~  Deb

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Reinventing Organizations

A talk, followed by Q&A, by Frederic Laloux about "Reinventing Organizations", a research and book that is turning into an international phenomenon. 


Increasingly, employees and managers (but also doctors, nurses, teachers, etc.) are disillusioned with the way we run organizations today. We all somehow sense that there simply must be better ways to run our businesses, nonprofits, schools and hospitals. 

Kenneth Mikkelsen's insight:

This hopeful talk shares the key insights from groundbreaking research into the emergence, in different parts of the world, of truly powerful and soulful organizations that have made a radical leap beyond today's management thinking.


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Behaviour, not technology, must be primary driver of change

Behaviour, not technology, must be primary driver of change | LeadershipABC | Scoop.it

HR directors and their CEOs are increasingly coming to terms with the fact that as many as one in four of the people they employ are either consciously or unconsciously undermining their organisations. Such is the power of disengagement at work.


Kenneth Mikkelsen's insight:

An increasing number of today’s leaders are turning to technology. Social media-style tools are being deployed to deliver online ‘crowdsourcing’ conversations to include employees in the process of strategic planning and problem solving. This move away from command and control management styles is something to be welcomed and celebrated. These tools have incredible potential. 


Unfortunately, few are managing to deliver on the promise of this leadership approach. Too many leaders still think that if you buy the right piece of technology and give it to your comms and HR people, staff will automatically start using it and become more engaged as a consequence.  


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We Need Better Managers, Not More Technocrats

We Need Better Managers, Not More Technocrats | LeadershipABC | Scoop.it

Digital technology is the biggest agitator of the business world today. Mobile technology, social media, cloud computing, embedded devices, big data, and analytics have radically changed the nature of work and competition.  And digital innovations will continue to do so for the foreseeable future. Technology has tremendous potential to be the engine of increasing human, organizational, and economic prosperity.


However, digital technology is not the true story. Digital transformation is.


Kenneth Mikkelsen's insight:

Building digital organizations is ultimately about leadership. 


This post is part of a series leading up to the annual Global Drucker Forum, taking place November 13-14 2014 in Vienna, Austria.


In October 2014 the people behind this blog post will publish a new book along with Andrew McAfee: Leading Digital: Turning Technology into Business Transformation

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The Six Types of CEO

The Six Types of CEO | LeadershipABC | Scoop.it

The single biggest problem for HRDs is their inability to influence and shift their CEO towards the right HR agenda for the company. Despite the image most HRDs portray, with a few notable exceptions, they do not tend to have a major impact on the CEO and broader business agenda beyond the mechanics of HR. 


Kenneth Mikkelsen's insight:

Each CEO type has a different set of motivations, strengths and challenges. Sometimes a CEO can have two or three different CEO types, but they normally have only one. These types are: the commercial executor, the financial value driver, the corporate entrepreneur, the corporate ambassador, the global missionary and the people champion.

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Lisa McCarthy's curator insight, September 30, 8:49 AM

HRDs often talk a big game when in reality they don’t have the impact and influence they’d like. There are several reasons for this, such as not being commercially savvy enough, but the most important is the inability to have more courageous conversations.

Ian Berry's curator insight, September 30, 6:23 PM

If you're not a people champion in today's world you are sabotaging your role as a CEO whatever "type" you may be drawn to

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New model leaders: How leadership is changing

New model leaders: How leadership is changing | LeadershipABC | Scoop.it

Are the days of 'rock star' CEOs over? Do we need collaborative networks over rigid hierarchies? Read on to find out how leadership models are changing and explore HR's role in getting them right. 


Kenneth Mikkelsen's insight:

Evidence suggests organisations’ leadership strategies are failing to keep up with a fast-changing world. To bridge this gulf, the notion of what a leader looks like needs to change.


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Has Capitalism Reached A Turning Point?

Has Capitalism Reached A Turning Point? | LeadershipABC | Scoop.it

People have fears and anxieties similar to those felt in the aftermath of the Renaissance where medieval thinking created myths of falling of the edge of the earth. Enlightenment did not come cheap then, as it does not come cheap now. However it is what we make of these facts and how to utilize these, that differs. We are living in times that offer us great opportunities for reinvention. 


Kenneth Mikkelsen's insight:

Pro-business thought leaders are calling for a Reformation of capitalism: will they be able to agree on a common cause at the Drucker Forum in November 2014?


Steve Denning is one of my favorite writers. I encourage you to follow his blog on Forbes here. Steve is also on Twitter here: @stevedenning


In this blog post Steve also made a great curation of articles related to the current shift away from "the world's dumbest idea" of maximizing shareholder value. 



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Is Integrity the Secret to Great Leadership?

Is Integrity the Secret to Great Leadership? | LeadershipABC | Scoop.it

The actions of a business are its value statement. Actions speak volumes about what really matters most – not what should matter, not what we wish mattered, but what really does matter to us. They swamp mission statements, speeches or memos, and they eclipse intentions.


Having the kind of integrity that leaves no room between what we say and what we do is really hard work. It’s much easier to follow the words of JR Ewing of the TV series Dallas, who said: “Once you lose your integrity, everything’s easy. Lots of people have chosen this path. Others find it to be too much work to align their decisions and actions with what they claim as priorities.


Kenneth Mikkelsen's insight:

Many are simply out of touch, preferring to believe that their intentions – rather than their actions – are their priorities. This is because intentions usually sound better and are loftier; and unfortunately, when we take a hard look at our actions, we may not like what we see.

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Amy Melendez's curator insight, September 26, 12:41 PM

From the article: If you force yourself to look at where you actually spend your time and what you do with your resources, you may notice an internal conflict arising. It will not revolve around what I think of as “level 1 integrity” – things like never lying, cheating or stealing. Instead, it will likely challenge your “level 2 integrity” – the kind that has to do with not being divided or misaligned.

Ivon Prefontaine's curator insight, September 26, 1:13 PM

Integrity is important. It has multiple meanings beginning with honesty and authenticity. It also has to do with being part of the greater whole. Too often, I found School managers were just that managers and operated as observers. It allowed them to hang on to the idea of cause and effect without thinking of the bigger picture as complex with considerable uncertainty.

 

@ivon_ehd1

Ian Berry's curator insight, September 26, 6:15 PM

Excellent article. A key is living values. Are there agreed behaviours for your values?

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The Values of “Insightfully Aware” Leaders

The Values of “Insightfully Aware” Leaders | LeadershipABC | Scoop.it

The ability to identify and communicate values is critical to self-awareness and leadership development.

Kenneth Mikkelsen's insight:

Values exploration holds an important place in any leadership development initiative, be that coaching, leadership training, executive education courses, or reflection activities. 


Once armed with deep knowledge of who they are, and what they can be, a transformative blueprint for effective personal leadership and development can be created and implemented

.

In work and life, self-aware leaders make tough decisions that will be guided by core values.



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Lisa McCarthy's curator insight, September 22, 5:24 AM

An “insightfully aware” leader has a profound and clear understanding of his or her purpose and the reasons behind it. Self-awareness of values helps leaders to reflect upon their emotions, goals, needs and motives. Individuals who are able to identify and articulate their values will generate meaningful insights about how they see themselves, the circumstances they face, the behaviours they display, and their potential reactions to specific situations. Comprehending their values (personal, work and organisational) enables leaders to know and accomplish what they believe is important. 

Steve Bax's curator insight, September 22, 10:28 AM

Very good article scooped by Kenneth Mikkelsen. Well worth reading about the 'Values Types and the Personal Values System' which shows the 12 Values Types identified too. 

Debra Pittam's curator insight, September 23, 7:18 PM

Indeed it is

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Why Managers Still Matter

Why Managers Still Matter | LeadershipABC | Scoop.it

In today’s knowledge-based economy, managerial authority is supposedly in decline. But there is still a strong need for someone to define and implement the organizational rules of the game.



Kenneth Mikkelsen's insight:

Managerial authority is essential when decisions are time-sensitive, knowledge is concentrated and decisions need to be coordinated.

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Hey CEOs, Social Media is Watching You

Hey CEOs, Social Media is Watching You | LeadershipABC | Scoop.it

Everyone messes up from time to time. But these days, the ever-vigilant public can call even the rich and powerful to account.

Kenneth Mikkelsen's insight:

Maintaining privacy as a leader is harder than ever with smartphones present on every street corner and 24/7 publication channels like Twitter and YouTube. In this day and age followers feel entitled to pry into their leaders’ private lives - and to hold them accountable for what they do. As the culture changes and technology along with it, followers today are familiar with the flaws of leaders, with the foibles of leaders, as they never were before. Chief executives’ every move is scrutinized, analyzed and criticized not only what they do in the present, but also what they did in the past. 


Barbara Kellerman wrote about the fundamental shift in leadership/followership causes by social media in her book: "The End of Leadership."  


You can watch a video with Barbara talking about the book here

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Capitalism's Future Is Already Here

Capitalism's Future Is Already Here | LeadershipABC | Scoop.it

A new era is emerging.


Harking back to Peter Drucker’s insistence in 1973 that “there is only one valid definition of business purpose: to create a customer,” Roger Martin has declared that we are finally entering “the age of customer capitalism.”  If firms serve customers well, Martin asserts, benefits for shareholders and the community follow. Customers as stakeholders become the new center of the capitalist universe and its new gospel.


The shift in goal entails a transformation in management practices from those of hierarchical bureaucracy, including a shift from controlling individuals to enabling teams, networks, and ecosystems; a shift in the way work is coordinated from rules, plans, and reports to agile processes and dynamic linking; a shift from the values of efficiency and predictability to those of continuous improvement and transparency; and a shift from one-way, top-down communications to interactive conversations. These shifts are not just a grab-bag of unconnected management gadgets. They constitute a coherent constellation of leadership and management practices, as described by more than a score of books.


Kenneth Mikkelsen's insight:

This post is part of a series of perspectives by leading thinkers participating in the Sixth Annual Global Drucker Forum, November 13-14, 2014 in Vienna. For more information, see the conference homepage.

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The Shifts and the Shocks

The Shifts and the Shocks | LeadershipABC | Scoop.it

Martin Wolf is an influential commentator. His weekly column in the Financial Times is required reading for the international financial elite. Paul Krugman of the New York Times may be the darling of the left and the Wall Street Journal editorial page the bible of many on the right, but inside finance ministries few are cited as often as Mr Wolf.


He likes to admonish policymakers. As a centrist who favours free trade and free markets, though, he does so from within the mainstream.


That makes his latest book striking. "The Shifts and the Shocks" is a fierce indictment of the global economy and a call for radical reform.



Kenneth Mikkelsen's insight:

Wolf asks if we are now on a sustainable course when it comes to finance, and concludes that we are not, arguing further crises in the future seem like a certainty.


Read also Joseph Stiglitz's review of ‘The Shifts and the Shocks’ in Financial Times here


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A Framework for Understanding VUCA

A Framework for Understanding VUCA | LeadershipABC | Scoop.it

Executives have taken to using the military acronym VUCA–Voltility, Uncertainty, Complexity, Ambiguity–to describe the world in which they operate and to ask that question: In a VUCA world, what’s the point of strategy?


Strategy does still have a purpose, but building one in a VUCA environment requires more nuanced thinking. And treating those four traits as a single idea leads to poorer decision making. Watch and listen as Nathan Bennett provides a framework, first featured in an HBR article, for how you should deal with a world that includes V, and U, and C, and A.




Kenneth Mikkelsen's insight:

How to build strategy in a world that's volatile, uncertain, complex, and ambiguous.

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