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Leadership 4.0

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Leadership 4.0

  1. 1. leadership 4.0<br />Kennisportaal.com, 2009<br />
  2. 2. as I explained in a previouspresentation; every employee and customer will take control of the work and consumer experience…<br />
  3. 3. everyone CEO<br />
  4. 4. I don’t think in working hours, but in ways to maximize my talents<br />
  5. 5. todays business leaders are faced with 5 major developments…<br />
  6. 6. 1<br />age of rapid technological innovation & adoption<br />
  7. 7.
  8. 8. 2<br />age of shortening life-span (S&P 500*) companies<br />*http://www.standardandpoors.com/indices/sp-500/en/us/?indexId=spusa-500-usduf--p-us-l--<br />
  9. 9.
  10. 10. 3<br />age of informal over formal organizations<br />
  11. 11. Formal hierarchy Informal hierarchy<br />
  12. 12. 4<br />age of social media and hyper-connectivity<br />
  13. 13.
  14. 14. IDG report: The Hyperconnected: Here They Come!<br />
  15. 15. IDG report: The Hyperconnected: Here They Come!<br />
  16. 16. IDG report: The Hyperconnected: Here They Come!<br />
  17. 17. IDG report: The Hyperconnected: Here They Come!<br />
  18. 18. 5<br />age of transparency<br />
  19. 19. http://www.flickr.com/photos/home_of_chaos/5227029117/sizes/l/in/photostream/<br />
  20. 20. “Leaders are visionaries with a poorly developed sense of fear and no concept of the odds against them” Robert Jarvik <br />
  21. 21. the leadership challenge of the coming years……<br />
  22. 22. unleashing<br />creativity,<br />flexibility and<br />speed<br />
  23. 23. and what about the future of knowledge work……<br />
  24. 24. “What do I have to do to earn and deserve the key relationships that are going to get me where I want to go?” <br />– David Maister<br />
  25. 25. source model: David Maister<br />
  26. 26. according to Maister the ‘only’ knowledge work that will florish has a high degree of expertise in combination with a high personal involvement<br />
  27. 27. …..so what does that mean for leadership and why the 4.0?<br />
  28. 28. it combines Maslov’stheory of ‘socialneeds’…<br />http://www.mathsoc.spb.ru/pers/maslov/<br />
  29. 29. with the theoryandpractice of constantlyevolvinginteractionbetweentechnologies, the culture of participationandknowledge building……<br />
  30. 30. http://johnantonios.com/2010/02/06/the-social-media-hierarchy-of-needs/<br />
  31. 31. thisderivesfromtwoopposing leadership theories…<br />
  32. 32.
  33. 33.
  34. 34. withknowledgeworkers ‘climbing’ the Maslov’spyramidandincreasinglyusing online collaboration tools…<br />
  35. 35. “A leadercan be defined by an ability to get othersto follow willingly” - David Hakala<br />http://www.flickr.com/photos/hmclin/338413919/<br />
  36. 36. so leadership 1.0 to 4.0 in a small YouTube marathon…<br />
  37. 37. Source of Influence<br />formal<br />real (moral) <br />formal<br />Nature of impact<br />real (moral) <br />source: Four models of leadership, Gobillot<br />
  38. 38. Personalized leadership<br />Leaders have power over people based on their position<br />The role of the leader is to have others execute tasks<br />People that do not participate pro-actively are not motivated<br />The leader is responsible for strategy & planning<br />Employees work mostly to secure an income and are therefore never fully committed to the organization<br />
  39. 39. Source of Influence<br />formal<br />real (moral) <br />formal<br />Nature of impact<br />real (moral) <br />source: Four models of leadership, Gobillot<br />
  40. 40. Distributed leadership<br />Leaders have power over others on basis of their position<br />The role of a leader is to cooperate with others to ‘enroll’ them to execute tasks<br />People that do note participate pro-actively miss chances<br />The leader is responsible for strategy & planning; in cooperation and with input of others<br />Employees work for an income, but can be more committed through a sustainable relation<br />
  41. 41.
  42. 42. Source of Influence<br />formal<br />real (moral) <br />formal<br />Nature of impact<br />real (moral) <br />source: Four models of leadership, Gobillot<br />
  43. 43. Authentic leadership<br />Leaders have power over others on basis of who they are<br />The role of the leader is to create the right conditions for followership<br />The role of the leader is to create the right conditions for “follower-ship” <br />People that do not participate pro-actively limit their choices and leaders have to point this out to them<br />The leader is responsible for strategy & planning<br />Although employees work for an income; a coherent vision makes commitment easier<br />
  44. 44. Source of Influence<br />formal<br />real (moral) <br />formal<br />Nature of impact<br />real (moral) <br />source: Four models of leadership, Gobillot<br />
  45. 45. Connected leadership<br />Leaders don’t have power over others, but they have based on their position the opportunity to have others develop themselves<br />The role of the leader is to facilitate, co-create and ‘sell’ the common goal<br />People that do not participate pro-actively are not motived the right way by the leader<br />The leader is responsible for the fact that the right strategic choices are made<br />Regardless of why employees work, their contribution is based on the balance between their personal goals and those of the organization<br />
  46. 46. “online games put the future of<br />business leadership on display” –<br />IBM research 2007<br />
  47. 47. there is no ConnectedLeadership without social media…<br />
  48. 48.
  49. 49. mennolanting@gmail.com<br />www.twitter.com/mlanting<br />www.mennolanting.nl<br />www.linkedin.com/in/mennolanting<br />

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