This book aims at providing such easy access to crucial insights into sustaining success. International top management and leadership consultants, lifelong learning experts, experienced executive coaches, and leadership faculty from leading business schools share their insights to help leaders cope with today’s and tomorrow’s complexity.
Great leaders know that prestigious appointments do not only entail advantages, but also major responsibilities. They are willing to set high standards: First and foremost for themselves and only thereafter expect others to follow them. They never rest on their laurels, but embrace lifelong learning. They are thus inspirational roles models for others. They walk the talk and earn loyalty - do not just demand it. They have prepared themselves well without risking complacency or overplaying their strengths. They ensure that more than mere luck will allow them to succeed in a world full of ambiguity, change, dilemmas, and even trilemmas. Most importantly, they orient themselves to follow their moral compass. They also know that it has never been so easy to find inspiration, a reality check, and advice on the development of their situational solutions.This book aims at providing such easy access to crucial insights into sustaining success. International top management and leadership consultants, lifelong learning experts, experienced executive coaches, and leadership faculty from leading business schools share their insights to help leaders cope with today's and tomorrow's complexity.
Front Cover 1
Advanced Leadership Insights 2
How to Lead People and Organizations to Ultimate Success 2
CONTENTS 6
PART I: LEADING YOURSELF TO ULTIMATE SUCCESS 6
1. A Quick Guide to Your Leadership Self-Development 6
2. Leadership Presence: The Three Dimensions of a Sought-After Leadership Quality 6
3. Leadership and Neuroscience: An Inconvenient Truth 6
4. The Mindful Leader: Focusing Your Attention on What Matters 6
PART II: LEADING OTHERS TO ULTIMATE SUCCESS 6
5. The Five Success Factors of a Truly High-Performing Team 6
6. Negotiation Skills for Leaders: Transaction Utility in Negotiation 6
7. Reflective Leadership: Successfully Leading Your Team in a Complex World 7
8. Blue Ocean Leadership and Why Psychometric Tools Are Still Useful 7
PART III: LEADING THE ORGANIZATION TO ULTIMATE SUCCESS 7
9. Navigating Complexity: Ten Golden Principles for CEOs Assuming Leadership 7
10. Stakeholder Management as a Leadership Challenge 7
11. Women in Leadership: Aspirations, Obstacles, Opportunities 7
12. Why Radical Innovation Needs Visionary Leadership 7
13. Leaders as Masters of Change 7
14. How to Succeed in a Political Organization 7
15. Conclusions—Emerging Insights on Advanced Leadership 7
Advanced Leadership Insights 4
How to Lead People and Organizations to Ultimate Success 4
Edited by 4
Wolfgang Amann HEC Paris School of Management 4
and 4
Katja Kruckeberg International Leadership Consultant 4
Information Age Publishing, Inc. 4
Charlotte, North Carolina • www.infoagepub.com 4
Foreword and Acknowledgments 8
Wolfgang Amann and Katja Kruckeberg 8
Introduction 10
Wolfgang Amann and Katja Kruckeberg 10
PURPOSE OF THE BOOK 10
STRUCTURE OF THE BOOK 11
REFERENCE 16
part i 18
Leading yourself to ultimate success 18
CHAPTER 1 20
A Quick Guide to Your Leadership Self-Development 20
Konstantin Korotov 20
Objective 20
Explore Your Motivation to Lead 21
Explore and Understand the Costs of Leadership 22
Explore Your Beliefs About What It Takes to be a Good Leader 22
Get Feedback 23
Reinforce Feedback With the Wisdom of People in Your Organization or Beyond 24
Seek Opportunities to Experiment 25
Challenge the Organization 25
References 26
CHAPTER 2 28
Leadership Presence 28
Katja Kruckeberg 28
Objectives 28
Marilyn Monroe, New York, 1955 28
Finding the Light Switch 29
Leadership Presence 29
The Three Dimensions of Leadership Presence 30
Figure 2.1. 30
Mental Presence 31
The Enemies of Mental Presence 32
Three Steps to Create Mental Presence 33
1. We need to be intentional about how we use our time and attention. By respecting boundaries regarding how and when we respond, we diminish stress, improve our capacity to be thoughtful, and create the conditions needed to manifest an engaged prese... 33
2. To avoid mistakes, we need to avoid habitual multitasking. While it’s probably impossible to avoid multitasking altogether, it often becomes compulsive, even addictive. 33
3. We need to recognize that presence requires a purposeful decision and practice (Helgesen, 2016). 33
Mental Presence in a High Performing Team 33
Physical Presence 33
Figure 2.2. Warrior pose. 34
The Three Anchors Exercise for Greater Physical Presence 34
1. Grounding: Ensure you stand on both feet and feel gravity working on your body. If you are seated, feel your bottom touching the chair and your feet resting on the ground. Briefly concentrate on these contact points. 35
2. Breathing: Now concentrate on breathing in and out naturally. Can you relax and breathe in and out with ease? This step is more effective if you combine it with part one of the activity. When exhaling, feel gravity working on your body. 35
3. Centering: Concentrate on the center of your body. Try to breathe from there—just below your belly button. 35
Emotional Presence 35
Insights from Neuroscience 36
Leading with Empathy 37
1. the rapid pace of globalization (which leads to cross-cultural challenges in the workplace) 37
2. the abundant deployment of teams (see Chapter 6) 37
3. the increasing drive to retain talent. 37
Six Recommendations how to Increase Your Emotional Presence 37
1. Truly listen to people. Listen with your ears, eyes, and heart. Pay attention to others’ body language, tone of voice, the hidden emotions behind what they say, and to the context. 37
2. Do not interrupt. Do not dismiss their concerns out of hand. Do not rush to give advice. Do not change the subject. Allow people their moment. 37
3. Be fully present when you are with people. Do not check your email, look at your watch, or take calls when someone talks to you about their report. 38
4. Encourage people, particularly quieter people, when they speak up in meetings. A smile can also boost someone’s confidence. 38
5. Give genuine recognition and praise. 38
6. Take a personal interest. Show people that you care and are interested in their life (Martinuzzi, 2009). 38
Summary 38
References 38
CHAPTER 3 40
Leadership and Neuroscience 40
Jim Shipley 40
Objective 40
“COGITO, ERGO SUM” 41
Two Brains, Two Worlds 42
Figure 3.1. Two hemispheres of the human brain. 43
OUR ARROGANT LEFT-BRAIN 45
Figure 3.2. Visual summary of what Joe sees and the cards he chooses. 46
Organizational Arrogance 47
OUR MEMORY IS NOT PICTURE PERFECT 48
WE ARE NOT OBJECTIVE 49
ANALYTICAL THINKING DOES NOT TRUMP INTUITION 50
AN EXIT STRATEGY FROM OUR THINKING TRAPS: HUMBLE LEADERSHIP 51
A Leadership Practice: Humility 53
References 53
CHAPTER 4 54
The Mindful Leader 54
Jim Shipley 54
Objective 54
Is Your Attention Focused on What Matters Most? 55
Limitations of Our Brains 55
What We Focus on Changes Our Brains 57
Limitations of Our Brain 57
Two Types of Attention 58
Common Distractions for LEADERS 59
Addiction to Your Communication Device 59
Focus on Tasks and Goals at the Expense of People 60
Focus on What Is Wrong Rather Than What Is Right 61
Are You Doing Other People’s Work 61
Are You Leading, Managing, or Coaching? 62
Are You Playing the Victim? 63
Conclusion 65
Leadership Practices: Structuring Our Time and Energy to Focus Our Attention 65
References 66
Figure 5.1. The five success factors of a high-performing team. 73
part ii 68
CHAPTER 5 70
The Five Success Factors of a Truly High-performing Team 70
Katja Kruckeberg 70
Objective 70
The Emergence of Teamwork 70
The Potential Benefits of Teamwork 71
1. Higher-quality outcomes: Teamwork creates outcomes that make better use of resources and produce richer ideas. 71
2. Innovation: Individuals who combine their knowledge, expertise, and experience create more innovative ideas than individuals on their own. 71
3. Higher efficiency: Since teams combine the efforts of many individuals, they can accomplish more in less time than an individual working alone. 71
4. Greater effectiveness: When people coordinate their efforts, they can divide up roles and can deploy their strengths to achieve better business results. 71
5. Collective learning and motivation: The social aspect of teamwork provides a superior work experience for team members, which can lead to higher motivation. People learn from one another, push one another to accelerate their learning, and celebrat... 71
Ineffective Teamwork 72
Success Factors that Lead to High Performance 72
Success Factor 1: Team Vision, Goals, and Mission 73
Team Vision 74
Team Goals 74
Team Mission 74
The Leader’s Role 75
Germany’s National Football Team 75
Success Factor 2: People and Roles 76
Who Is on the Team 76
Forming a New Team 76
Working With an Existing Team 76
Clarity About Roles and Responsibilities 77
Team Size 77
Success Factor 3: Modern and Collective Leadership 78
Table 5.1. Six Leadership Styles 79
A Quick Test 79
Interpreting Your Results 79
Collective Leadership 81
Success Factor 4: Establishing a We Culture 81
Negative Effects of a Me Culture in a Team 82
1. have problems accepting negative feedback 82
2. are less likely to see the positive aspects their job 82
3. have exaggerated expectations about themselves and their work 82
4. are more likely to engage in workplace conflicts 82
5. are more likely to blame others for whatever happens on the job 82
6. are more likely to take credit for other people’s work 82
7. are considered less effective at leading teams and bringing people together. 82
The Three Pillars of a We Culture 82
1. Clarity about goals: As noted, every high-performing team needs clear individual and team goals. Without clear individual goals, single team members might be demotivated, without clear team goals there is no cooperative interaction between team me... 82
2. Agreement on mission and team values: I have already emphasized the importance of having a team mission or a set of team values on which everybody agrees and tries to live up to. Two values have to be part of your mission statement if you want to ... 82
3. Be conscious of what you reward: If your recognition activities focus on individual results rather than team results, you will most likely nourish individual success at the expense of team success. If you verbally emphasize team cooperation, but r... 83
Building Trust 83
Coaching for We 83
Success Factor 5: Effective External and Internal Communication 84
Figure 5.2. The trust equation. 84
Constructive Conflicts About Subject Matter 84
Table 5.3. We-Centric Communication Culture 85
Balanced Communication With Relevant Stakeholders 86
Conclusion 86
Team Assessment 86
Interpreting Your Results 88
References 88
Table 5.2. A Quick Text 80
Table 5.2. (Continued) 81
Table 5.4. Team Assessment 87
Table 5.4. (Continued) 88
CHAPTER 6 90
Negotiation Skills for Leaders 90
Matthew Mulford 90
Objective 90
Understanding Consumption Choices 90
It Was Such a Great Deal, I Had to Buy It 92
Application: Negotiation 94
Distributive Negotiations 94
Integrative Negotiation 97
Final Thoughts 99
NOTES 99
REFERENCES 99
CHAPTER 7 102
Reflective Leadership 102
Felix Müller and Ragna Kirberg 102
OBJECTIVE 102
INTRODUCTION 102
THE THEORY BEHIND IT 103
Exploring The Drop In Confidence 103
Confidence as an Indicator of Self-Efficacy 104
USING REFLECTION WITH THINKING AND FEELING TO BUILD SELF-EFFICACY AND CONFIDENCE 105
Getting Going: Acknowledging and Releasing Stress 106
Getting People Back Into Confidence 106
Building Self-efficacy from Within Using Self-reflection 107
Building Self-efficacy by Reflecting with Others 108
Building Self-efficacy by Leveraging Positive Emotional Arousal 109
LEADERS SUPPORTING AN ITERATIVE PROCESS 109
APPLICATION IDEAS 110
Application 1a: 110
Get Started: Experiencing Reflection by Thinking and Feeling 110
1. Please think about a current business-related challenge of yours. Write it down. (Take 2 minutes.) 110
2. Allow yourself a moment to feel if it already contains the core challenge – if not, rewrite it. (Take 2 minutes.) 110
3. Please think about the challenge and what you can do to solve it. Write down your thoughts. (Take 3 minutes.) 110
4. Now, please look at the feelings your challenge creates in your body. (Take 2 minutes to feel and write down these feelings.) 110
5. Now, imagine how it feels after the challenge has been solved. (Allow yourself a minute to feel.) 110
6. Please write down, in one word, how you would describe this state. (Allow yourself a minute.) 110
7. Please think about what you could do to reach this state. (Take 2 minutes.) 110
8. Write down what you have gained from this exercise. (Take 2 minutes.) 110
Application 1b: 111
Discovering the Gains From Reflection by Thinking and Feeling 111
Application 2: 111
Reflective Decision Making 111
Figure 7.2. The decision quality model leads to good outcomes. 112
Application 3: 112
Develop a Reflection Habit 112
Application 4: 113
Figure 7.3. The decision quality model leads to good outcomes. 113
Inviting Others to Experience Reflection by Thinking and Feeling 113
Application 5: 113
Create a Relaxed Meeting Atmosphere 113
Figure 7.4. Reflection habit form. 114
IMPLEMENTATION ADVICE 115
References 116
Figure 7.1. Confidence lost through a stressful challenge is rebuilt using reflection with thinking and feeling. 106
CHAPTER 8 118
Blue Ocean Leadership And Why Psychometric Tools Are Still Useful Today 118
Wolfgang Amann 118
Objective 118
Market realities in leadership 118
Detailing blue ocean leadership 119
1. What behaviors should a leader reduce? 120
2. What should a leader completely skip? 120
3. What should a leader do more of? 120
4. What should a leader add to his or her portfolio of behaviors in order to motivate, steer and engage staff members? 120
Why psychometric tests still matter now and in the future 120
SEMCO as a case in point 122
Summary 122
Reference 122
part iiI 124
CHAPTER 9 126
Navigating Complexity 126
Katja Kruckeberg 126
Objective 126
Golden principle 1: Do your homework before you start 126
Golden principle 2: Find a sparring partner 127
Golden principle 3: Start with a mixture of confidence and humility 128
Golden principle 4: Build your high-performing top team as quickly as possible 128
Golden principle 5: Set the business agenda 129
Golden principle 6: Define the corporate culture 131
Match Strategy and Culture 131
Focus on a Few Critical Shifts in Behavior 131
Honor the Strengths of Your Existing Culture 131
Integrate Formal and Informal Interventions 132
Measure and Monitor a Cultural Evolution 132
Golden principle 7: Manage your stakeholders 132
Golden principle 8: Communicate deliberately 133
Golden principle 9: Manage your energy sustainably 133
Golden principle 10: Broaden your leadership capabilities continuously 133
Mindset 134
Leadership Skills 135
Table 9.1. Six Leadership Style 135
Time Application 135
Resources 136
Figure 9.1. The Five Success Factors of a High-Performing Team pyramid. 130
Figure 9.2. Three levels of your leadership presence. 134
Figure 10.1. Corporate diplomacy options for stakeholder management 140
CHAPTER 10 138
Stakeholder Management as a Leadership Challenge 138
Wolfgang Amann 138
Objective 138
MCDONALD’S IN ARGENTINA AS A CASE IN POINT 138
ON DIPLOMACY AND STAKEHOLDER MANAGEMENT SKILLS 139
Summary 141
REFERENCE 142
CHAPTER 11 144
Women in Leadership 144
Ruth Ann Lake and Cristina Bombelli 144
Objective 144
Leadership Ambitions 144
Continued Inequality on the Home Front 147
The Obstacles for Women in Finding the Delicate Balance Between Visibility and Appearing Brash 147
CHANGE THE WAYS RECRUITMENT AND HIGH POTENTIAL INDUCTION WORK 148
HIGH POTENTIAL PROGRAMS OFTEN TARGET YOUNG TALENT IN THEIR 30S, THE BEST AGE BRACKET FOR SUCCESSFUL CHILD-BEARING 148
MANAGEMENT OF PARENTAL LEAVE 149
WHERE FATHERS TAKE PATERNITY LEAVE, ALL INDICATORS FOR FEMALE PARTICIPATION ARE HIGHER 149
WOMEN STILL TEND TO GRAVITATE TOWARD STAFF RATHER THAN LINE POSITIONS, LIMITING ASCENT UP THE LADDER 150
The Quest for Balance 150
TRAINING, COACHING, AND MENTORING OPPORTUNITIES 151
Figure 11.2. What does it take for companies to develop a better leadership pipeline for women? 151
CONTENT OF TRAINING PROGRAMS FOR DEVELOPING WOMEN IN LEADERSHIP 151
AWARENESS OF INTERNAL BARRIERS AND DEVELOPING PATHS TO MINIMIZE SELF-LIMITING BEHAVIORS 152
DEVELOPING APPLIED ASSERTIVENESS 153
Practicing Assertive Communication 153
BODYFULNESS 154
Developing Visibility 154
INFLUENCING AND POWER DYNAMICS 154
A MULTITUDE OF APPROACHES TO INFLUENCING 155
Stress Management 155
Perfectionism 156
INCREASING CREDIBILITY AND VISIBILITY 157
GAINING VISIBILITY 157
WHAT COMPANIES NEED TO DO 158
WHAT WOMEN NEED TO DO 158
References 158
Figure 11.1. Companies are not meeting women’s needs for development. 146
CHAPTER 12 160
Why Radical Innovation Needs Visionary Leadership 160
Tamara Carleton, William Cockayne, Andreas Larsson, and Bernhard Küppers 160
Objective 160
Big Thinking leads to Big Change 161
The Power of Big Ideas 162
Common Mechanisms for Radical Innovation 163
Vision in Small and Medium-Sized Enterprises 165
Vision in Social Enterprises 166
Visionary Leadership at DARPA 168
Figure 12.1. DARPA’s radical innovation network. 170
Figure 12.2. DARPA’s process of formulating technology visions for radical innovation, 171
Conclusion 172
Acknowledgment 173
References 173
CHAPTER 13 176
Leaders as Masters of Change 176
Marios I. Katsioloudes and Vicky Katsioloudes 176
Objective 176
Leaders as Master of Change 176
Insight 1: Leaders as Learners 177
Insight 2: Leaders Must Actively Work to Close the Skills Gaps for Effective Change Agents 178
Figure 13.1. Based on the HBR article Leadership for Change: Enduring Skills for Change Masters, by Rosabeth Moss Kanter (November, 2005). 178
1. Tuning in to the environment: Actively collect information to gain knowledge about what is going on inside and outside your organization, and pay attention to broad signs of change (e.g., competitors doing something differently). 178
2. Kaleidoscope thinking: Challenge the prevailing organizational wisdom and question long-standing assumptions look through a different lens to find different solutions to a problem
3. Communicating a compelling vision: Make a compelling case for the change you are pursuing communicate an aspiration, not just a picture of what could be
4. Getting buy-in and building coalitions: Find key supporters and influencers into, across, and outside the organization who will champion your ideas and gain valuable feedback in the process.
5. Nurturing the working team: Form a working team that will focus on implementing the change initiatives, and support these initiatives and develop a broad outline and allow the team to explore new possibilities.
6. Persisting and persevering: Leaders must persist and persevere, particularly in the midst of change, when hard work is needed to make change efforts sustainable. 179
7. Making everyone a hero: Recognize, celebrate, and reward the people involved in the change process this not only brings the change cycle to its logical conclusion, it also keeps people motivated to attempt change again.
Insight 3: Consider the Softer Skills 179
Conclusion 180
References 180
CHAPTER 14 182
How to Succeed in a Political Organization 182
Tobias Mahr and Bertolt Stein 182
Objective 182
DO THE VALUE-DRIVEN PEOPLE ALWAYS “LOOSE”? 182
VALUES AND POLITICS 183
THE CURSE OF AUTHENTICITY 184
EXAMPLE 1: A MATRIX ORGANIZATION 186
EXAMPLE 2: CAREER PROGRESS 187
EXAMPLE 3: DECISION-MAKING 188
EXAMPLE 4: A DIFFICULT BOSS 189
SOME NUGGETS FROM THE FOUR 190
Values and Skills 190
Leadership 191
Dealing With Challenges, Difficulties, and Difficult Bosses 192
Influencing Others and Negotiations 192
CHAPTER 15 196
Conclusion 196
Wolfgang Amann and Katja Kruckeberg 196
Reference 198
About the Contributors 200
ABOUT THE EDITORS 200
ABOUT THE AUTHORS 201
About the Contributors 200
| Erscheint lt. Verlag | 1.4.2017 |
|---|---|
| Sprache | englisch |
| Themenwelt | Schulbuch / Wörterbuch ► Lexikon / Chroniken |
| Wirtschaft ► Betriebswirtschaft / Management ► Unternehmensführung / Management | |
| ISBN-10 | 1-68123-818-7 / 1681238187 |
| ISBN-13 | 978-1-68123-818-0 / 9781681238180 |
| Haben Sie eine Frage zum Produkt? |
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