One Secret for Greatness: Choose The Right Leadership Development Goals Forbes There has been a great deal of talk in organizational psychology about moving our emphasis in leadership development away from our fixation on weakness to a more...
Individuals in groups, whether composed of humans or other animal species, often make important decisions collectively, including avoiding predators, selecting a direction in which to migrate and electing political leaders. Theoretical and empirical work suggests that collective decisions can be more accurate than individual decisions, a phenomenon known as the ‘wisdom of crowds’.
[...] Our results demonstrate that the conventional view of the wisdom of crowds may not be informative in complex and realistic environments, and that being in small groups can maximize decision accuracy across many contexts.
Too many people aspire to leadership roles for the wrong reasons. “Becoming a leader,” they think, “is the best way to make the most money” or “get the most perks” or “have the most control.” Ambition fuels achievement and is essential to a thriving career. But it is a mistake to pursue leadership roles for selfish reasons. Seeking leadership roles shouldn’t be about what the role can do to advance your career. Lots of things can help you be an effective leader. But selfishness isn’t one of them.
Generation C and technology will transform business and the workplace.
Individuals will need to demonstrate adaptability and flexibility to rapidly changing work environments and become lifelong learners.
Also a focus on critical thinking skills, and a prominence on soft skills such as interpersonal skills and collaboration will be valued more than pure technical skills. A revised and redefined role for Human Resources in organizations will be critical, by developing a mindset to hire people for positions that do not even exist today, and helping us navigate a collaborative economy.
By Daniel Goleman Today's executives operate in an atmosphere of distraction more intense than ever. HR can help keep these workers focused, but in order to see solutions, they need to first analyze the problems.
The basic strength of hierarchies is that if they are designed well -- the departments/silos make sense in light of your business strategy and your competition, there aren't too many levels, the rules that accompany the hierarchy are smart and sensible -- hierarchies can be an incredibly efficient and reliable way to get work done. In fact nobody has found a more efficient and reliable way.
The problem is that hierarchies change slowly to changing conditions, to new rapid-fire strategic challenges, to technological discontinuities. They're not agile, they can't jump to the left or to the right quickly. In today's world you have to be fast and agile, but you also have to be efficient and reliable.
So the problem is that a well-designed hierarchy is still needed but it's insufficient. You need two systems, one that can handle speed with agility, and one that gets the work done today with quality and efficiency. And the two have to work together hand in glove.