transcultural leaderhip in complex contexts

1. Transcultural Leadership in
Complex Systems
Prof. Dr. Dietmar Treichel MA MBA
Institute of Communication & Leadership IKF
Lucerne, Switzerland
@ University of Miami, Feb 09
MBA GL:IM
IKF Luzern
D. Treichel

2. The Human Context of Leadership
Society
Norms & Practices
Attitudes & Artefacts
Acting
Objective Reality
Objective Reality
Institutions Organizations
Culture
Believing Thinking
Groups Individuals
Feeling
Values & Interests &
MBA GL:IM Basic Assumptions Developments
IKF Luzern
D. Treichel Subjective Reality

3. Components of Leadership
FOCUS
Guide- System & Context & Personal Business
lines Culture Situation Objectives Objectives Perform
Transact
Transform
Innovator Broker
Strategies Proact
CONTEXT
Coordinator Controller
ADDED
VALUE
Roles Task*
Producer Director
Competencies resolve
Facilitator Mentor decide
enact
Require- Emotional Trust- Cognitive Task-relevant communicate
ments Maturity worthiness Ability Knowledge enable
collaborate
PERSONALITY
MBA GL:IM
IKF Luzern
* What am I really paid for?
D. Treichel

4. Complex Systems are characterized by …
self-referential forces
self-organizing structures
dynamic changes of state
intransparent elements
interconnected feedback loops
internal competition for scarce resources
non-linear cause-and-effect relations
apparently incoherent principles
MBA GL:IM
trial-and-error driven emergent developments
IKF Luzern
D. Treichel
overlapping cultures & culture levels

5. Dimensions of Excellence
Customer
Intimacy
Resources
MBA GL:IM
Processes Products
IKF Luzern
D. Treichel

6. Sources of Competitive Advantage
Resource Cost
acquisition &
& use efficiency
Creativity Marketing
Competitive
& &
Advantage
innovation penetration
Systems Problem-
flexibility & solving &
MBA GL:IM effectiveness service
IKF Luzern
D. Treichel

7. Determinants and Selection Procedure for
Coordination of Transnational Corporations
Specific Industry, Specific Product,
Business & Process or
Culture Project Characteristics of
Characteristics Characteristics Dispersion of
Lead Markets &
Transnational Customer Needs
Architecture of
Type & Extent of Capabilities Transnational
Global Dispersion Corporate
of Capabilities Strategy &
Coordination Organization
Requirements Across
Relative Size of Units and Borders
Home Country Corporate
and Talent Base Culture
at Headquarters Selection,
Implementation and
MBA GL:IM Adaptation of
IKF Luzern Coordination
D. Treichel
Mechanisms
Adapted from Guido Reger & Alexander Gerybadze: New Coordination Mechanisms and Flexible Lateral Organisation
within Transnational Corporations. Discussion Paper 97-04. Stuttgart, Dezember 1997.

8. Value-Based Leadership
Mission Vision Strategy
price
satisfaction
reliability
loyality
Customer Value
Leadership Value
business acumen
motivation return on
loyality guidance investment
integrity sustainability
competencies brand stregth
Human Values Shareholder Value
MBA GL:IM
IKF Luzern
D. Treichel People Processes Technology

9. Leadership Models
Traits
intelligence, confidence,
Transactional determination, integrity, Cognitive Ressources
contingent rewards, sozial skills, charisma intelligence, experiences,
active/passive mgt by performance orientation
objectives/exception,
laissez-faire leadership
Leader
Skills
Psychodynamic Path-Goal social & situation-based
socialisation (parent as goal attractiveness, knowledge, solving complex
role models), maturity, staff development, problems
reflexion & insight supportive/directive/
participative/perform. LPC Contingency
Participative Transformational task/relation
decisons: autocratic, competence, character/situation
consulted, shared, motivation, positional power,
delegated; inspiration, stimulation task structure
competence development
Team Situation
Leader Member Exchange
relations management, Situational
MBA GL:IM
in-group / out-group, Social Exchange task / maturity: direct/sell/
IKF Luzern
performance, commitment benefits, gifts, involve/delegate,
expectations, developments & adaptations
D. Treichel
selection

10. Systemic Leadership
Self- Constructivism
organization
Learning
Context
Organization
Steering
Development- Innovation &
Oriented Change
Management Management
MBA GL:IM
IKF Luzern
D. Treichel „Like a rolling thunder chasing the wind“

11. System-Effective Leaders …
… develop authority through personality, performance,
integrity & continuity
… help people join forces to bring about holistic profits
… consider the potential impact of their actions in & between
social systems
… relate to their followers cognitively, emotionally &
behaviorally to make them (feel) significant
… know that everyone has feelings, intellect, curiosity &
potential courage
… use their powers in pro-social and pro-active ways
… make good use of cultural & personal diversity
MBA GL:IM … generate excitement & excellence
IKF Luzern
… love what they do and therefore always aim to excel at it
D. Treichel for the benefit of their social system

12. Forces
Administrative Force
beaurocratic
authority
Symbolic Force Human-social Force
power through competence-based or
symbols & rituals structural authority
Leadership
Political-moral Force Disciplinary Force
value-based professional
authority authority
MBA GL:IM
IKF Luzern
D. Treichel

13. Leadership Skills
MBA GL:IM
IKF Luzern
D. Treichel