THE NEW FACE OF LEADERSHIP

Professor Mohamed Zairi SABIC Chair in Best Practice Management Dean of eTQM College Dubai

There will be more confusion in the the business world in the next decade than in any decade in
history. And the current pace of change will only accelerate.
Steve Case

The corporation as we know it, which is now 120 years old, is

not likely to survive the next 25 years. Legally and

financially, yes, but not structurally and economically.
Peter Drucker, Business 2.0 (08.00)

We have transitioned from an asset-based strategy to a talentbased strategy.

Jeff Skilling, Enron

You cant grow long term if you cant eat short term. Anybody can manage short. Anybody can manage long. Balancing those two things is what management is

Jack Welsh

They say I claim to understand human nature as no one else does. I believe I am certainly right, but if I do not believe in my rightness and my methods, I would be unfit to be at the helm of affairs.

M. K. Gandhi

High Performance Organisation Leaders Charisma - Instils faith, respect and trust. Conveys a strong sense of mission Individual Consideration - Coaches, advises and teaches people who need it Intellectual Stimulation - Gets others to use reasoning and evidence, rather than unsupported opinion Courage - Willing to stand up for ideas even if they are unpopular Dependability - Follows through and keeps commitments Flexibility - Functions effectively in changing environments. Changes course when the situation warrants it Judgement - Reaches sound & objective evaluations of alternative courses of action through logic, analysis and comparison Respect for others - Honours an does not belittle the opinions or work of other people, regardless of their status or position Integrity - Does what id morally and ethically right
FedEx Leaders

Market Changes Life Cycle of Products & Services Key Economy Drivers Scope of Competition Competition: Name of the Game

Slow Long Large Industrial Firms Local The big eats the small

Fast Fast Innovative, Entrepreneurial Knowledge-based firms Global Hyper-competition The fast eats the slow

Emphasis on Success Measure Key Drivers to Growth Key Technology Driver Scarce Resource Production Focus Organisational Structures

Stability Profitability Capital Automation Mechanisation Financial Capital Internal Processes

Change Management Market Capitalisation Knowledge, Innovation ICT Human Capital Entire Value Chain

Hierarchical, bureaucraticInter-connected Sub-systems Pyramid Structure flat or networked structure

Leadership Skills Educational Requirement Management-Employee Relations Employment Employee seen as

Vertical Mono-skilled, standardized A skill or a degree Confrontation Stable Expense

Empowerment self-Leadership Multi-skilled, flexible Continuous Learning Cooperation, Teamwork Affected by Market Opportunity/risks Investment

B-to-B
Product Development Supplier Management Transport Warehouse & Inventory Management Category Store Management Management

B-to-C
Customer Relationship Management

Product Development Management

Supply Chain E-procurement Software Management Category Management

Virtual Value Chain

Value Adding through Manual Means Value Adding through capital Value Adding through skills & competencies

Value Adding through K (Intellectual Capital)

RE-THINKING LEADERSHIP FOR K-ECONOMY

Leadership in the future will need to be anchored in a purposeful set of assumptions that are intended to advance human capacity and consciousness

K.E. Allen et al (1998) Leadership in the Twenty-First Century

SHARE/COLLABORATIVE LEADERSHIP
The patterns of hierarchical leadership that served us in the past are not well suited to the global complexity, rapid change, interdependency, and the various multi-faceted challenges.

Shared participatory collective collaborative cooperative democratic

Fluid inclusive roving distributed relational post-heroic

THE PREMISE OF SHARED/COLLABORATIVE LEADERSHIP

Information age requires better educated workforce Self-Management and Life Long Learning are key ingredients to organisational success People-focused style of leadership Leaders are facilitators, coaches and mentors Total empowerment Reliance on knowledge & creativity, enabled by good systems and NOT the other way round Change and adaptability are core competencies

THE MEASURE OF LEADERSHIP

In a constantly changing high tech knowledge economy, the subtler Mr. Motivator knows that success comes from teamwork.With such diverse and changing models of leadership, measuring performance is inevitably tricky.
Council for Excellence in Management and Leadership

THE MEASURE OF LEADERSHIP

There is a drawing realisation that the traditional split between soft and hard corporate issues is in fact misleading. What have been considered soft, non-financial areas are in fact key areas that are fundamental to business success

Sir Anthony Cleaver Chairman of Council for Excellence in Management and Leadership

THE MEASURE OF LEADERSHIP

Morale Motivation Investment Long Term Development External Perception

Employee satisfaction, absenteeism, board and management turnover Appraisal completion rates, employee understanding of strategy and vision (use staff surveys) Human resource spent per employee Review the potential for management and leadership capability Job vacancies and acceptances

The old organisational pyramids of the nineteenth century are crumbling, being replaced by upside down pyramids and circles and connections.
Greenleaf Centre, 1997

A NEW LEADERSHIP MODEL FOR THE K-ECONOMY

Structures & Processes

Caring Communities of Leaders Integrity & Authenticity

H-Growth & Development

Courage

Learning Facilitation

Quality of Life & Nature Preservation

Adapted from Leadership in 21st Century By: Kathleen E. Allen et al (1998)

STRUCTURES & PROCESSES

Placing emphasis on Vision and Core Values Generating & Supporting Interdependent and Interdisciplinary group processes Establishing and sustaining inclusiveness of stakeholders Creating & Maintaining a free flow of information Sharing & Distributing Power and Authority Building a system of peer responsibility and accountability Demonstrating equity Cultivating ritual and celebration

Adapted from Leadership in 21st Century By: Kathleen E. Allen et al (1998)

HUMAN GROWTH & DEVELOPMENT

Engaging in continuous self-development and reflection Enhancing and using intuition Strengthening and sustaining spirituality Coaching and nurturing the development of others Creating opportunities for people to experience success (Efficacy) Promoting group and community capacity building and progress Expecting the best from people Celebrating individual and group success

Adapted from Leadership in 21st Century By: Kathleen E. Allen et al (1998)

LEARNING FACILITATION
Creating learning communities Including diverse individuals and perspectives Fostering and demonstrating open-mindedness Developing meaning and insight through individual and collective reflection Seeking feed back and critique to enhance development Developing creative and intuitive abilities Sharing ideas through engaging in dialogue Practising deep listening Using creative tension to foster change and new ideas Acknowledging and using mistakes as opportunities to learn, reflect and forgive
Adapted from Leadership in 21st Century By: Kathleen E. Allen et al (1998)

QUALITY OF LIFE & PRESERVATION OF NATURE

Understanding interdependency between Human and Natural Systems Practising enoughness Achieving balance in emotional, spiritual, and physical aspects of life Use long term perspective (catering for needs of future generations) Use systems thinking (holistic thinking) as a basis for action

Adapted from Leadership in 21st Century By: Kathleen E. Allen et al (1998)

CARING COMMUNITIES OF LEADERS

Develop Trusting Relationships Attending to the well being of others Supporting basic freedom of others Maintaining opportunities for people to make choices for themselves

Adapted from Leadership in 21st Century By: Kathleen E. Allen et al (1998)

DEMONSTRATE COURAGE

Taking risks Tackling the difficult issues Serving others Challenging others when they depart from core values held in trust Initiating change transforming self, groups and institutions

Adapted from Leadership in 21st Century By: Kathleen E. Allen et al (1998)

MODEL INTEGRITY & AUTHENTICITY

Showing mutual respect Carrying out responsibilities Being accountable for ones actions Modelling integrity and authenticity (Walk The Talk) Being honest with self and others Demonstrate equity Practice inclusiveness
Adapted from Leadership in 21st Century By: Kathleen E. Allen et al (1998)

Action Oriented

A bias towards action. Uses experience and knowledge to capitalise on opportunities and challenges in pursuit of a common mission Takes charge in challenging, difficult and/or ambiguous situations Modelling and reinforcing the organisations key values in the pursuit of organisational goals Relationship building both within and outside

Building Team Spirit Creates an atmosphere where people work together Command

Skills

Ethics and Integrity

Interpersonal Savvy the organisation Creates and communicates a compelling vision of Managing Vision the future. Translates the vision into clear and meaningful and Purpose strategies and specific priorities which help others focus their efforts Provides string leadership and finds ways to get Motivating and maximum results from others Inspiring Others Problem Solving and Identifies both overt and underlying issues. Makes sound and Decision Quality timely decisions in support of organisational vision and strategic thrusts Results Orientation Executes strategies and goals to reach objectives. Produces results Strategic Agility
consistent with the organisations vision and mission Creates corporate alignment. Has broad knowledge and perspective and can anticipate and adapt to future consequences and trends accurately

The Pyramid Of Excellence

Vision Values

The WHERE The WAY The WHAT

Value-creating objectives Management Systems (Baldridge)

The HOW

The Pyramid Of Excellence

The WHERE This is the vision of where you want to be in the future The WAY Our values are the way, that by living them day to day will keep us on track. The WHAT This is the value creating objectives which basically says that everything the company does will be grouped in 3 broad objectives (Customers, employees and owners) that are fundamental for the long term success of the company. The HOW This is the basic management system which everything else rests on.

The Values
Focus on specifics, and plans for best-in-class Should reflect in everything undertaken. Forms boundaries within which to move in towards the road of excellence. Should have integrity at the top of the list Once set, values must be constantly stressed, ommunicated, used and referred to.

A TOTAL LEADERSHIP FRAMEWORK

POLICY

PERFORMANCE

PEOPLE

PROCESS

The starting point of all achievement is desire. Keep this constantly in mind. Weak desire brings weak results, just as a small amount of fire makes a small amount of heat

Sports do not build character. They reveal it

If winning isnt everything, why do they keep score?

Why is leadership important

In my experience every time I have examined a World Class operation there is a visible leader at the helm who believes in and puts into practice the fundamentals of servant leadership Bob Greenleaf AT&T 1988

As for my leadership, if I have it, it has not come for any seeking, it is a fruit of faithful service. A man can as little discard such leadership as he can the colour of his skin. And since I have become an integral part of the nation, it has to keep me with all my faults and shortcomings, of some of which I am painfully conscious and of many others of which candid critics, thanks be to them, never fail to remind me.

M.K. Gandhi