The Leadership Triad Summary

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BookSummaryTheLeadershipTriadAuthor:DaleZand

SECTIONI:SummaryKnowledgeSection Chapter1:LeadershipTheNewConditionsWhatconstituteseffectiveleadershipinaturbulent,informationdrivensociety?Thesubjectmatterin thebookattemptstoanswerthatquestionbyconstructingamodelofleadershipbasedonthreeforces: knowledge, trust and power. The author refers to his model as the "leadership triad." It forms the foundationforacomprehensiveprimerontheprinciples,skills,andattitudesthatconstituteeffective leadership. "Leadership in the new world has three dimensions: processing knowledge, building trust and using power sensitively," author writes. Successful leaders enhance and integrate all three of the forces. Heretheauthortalksaboutthechangethattheconceptofleadershiphasundergone.Thetraditional roleofamanagerinamanufacturingconcernthinkingofasolutionandexpectingthecomplianceofthe same and the role of knowledge that is bringing about a fundamental change in how leader should operate. Thetransmissionofknowledgeisveryfastbutthebarrierscouldbeemotionalaswell.Theroleofan effective leader is to unlock this potential and transient knowledge that is inherent in the individuals thatbuildanorganizationandharnessthistodefineandachieveappropriategoals. Knowledge is critical to effective leadership in today's globally competitive and informationdriven society. In the contemporary marketplace, Author says, "the core competence of organizations is shifting to the processing of knowledge." This shift in strategic direction necessitates an equally important shift in the attitudes of leaders who now find they heading knowledge organizations. In a knowledgedriven society, leading by directive proves dysfunctional and is rapidly overwhelmed by structuralchanges.Knowledgeis thesourceofcompetitiveadvantage; the leaderandhis staffareno longerthefontofallwisdominthecompany,disseminatinginformationandissuingedictsfromonhigh. "Theheroicfantasyofonepersonattheheadofacolumnoffollowersshouting'Charge'astheymount thebattlementsisoutdated,"Authorwrites. In the information age, the sheer volume of knowledge production is staggering and continuously increasing. In such a society, knowledge becomes dispersed throughout organizations. Subordinates, particularly specialists, know more than the leaders, whose role is to search out and marshal the knowledgeofallthepeoplewithintheorganization.Failuretoactonthisrolecanleadtoisolationfor the leader and to disastrous consequences for the company. Author gives the example of General Motors, with billiondollar buyout of major stockholder Ross Perot. Much to the chagrin of GM's management,Perotwalkedtheplantfloorsseekingoutproblemsandpossibleimprovements.Fromhis discussionswithemployees,PerotrealizedthatGM'smanagementhadisolateditself,creatingastifling bureaucracy.AllthewhileGM'scompetitivepositionandcapabilitieswereeroding.Perotsubsequently used this information to openly question management's policies at board meetings. GM's buyout of Perotwasa"spectacularexampleofmisdirectedpositionpoweratwork."

BookSummaryTheLeadershipTriadAuthor:DaleZand The diffused nature of knowledge is now the defining the new leader one who can learn and think acrosstheorganization. Fear of falling behind competitors is the major impetus behind the search for new knowledge in a company. Finding and disseminating knowledge in an organization is a key role of the leader, whose attitudes and behaviors can help or hinder that process. Effective leaders understand the organic and systemicnatureoftheirorganization.Theyfosteraseamlesscommunicationnetworkandafreeflowof information.Theyencouragediverseviewsamongsubordinates.Thisopennessinturnenablesleaders to facilitate the implementation of new knowledge in an organization. Ineffective leaders suppress knowledge and communication by punishing those who disclose adverse information or express opinions at odds with the leaders. This behavior causes subordinates to protect themselves by concealingknowledgefromtheirleaders. Leaderscannotusethetraditionalauthoritytocommandotherpeopletorevealorusewhattheyknow. Northeleaderscanassumethatformalpowergivesthegreaterinsightandunderstandingoftheothers. Duetoconflictsthemanagersareunabletousethedistributedknowledgeinanorganization. Marketuncertainty,newproductrisk,rapidtechnologicaladvancementsnewapproachestomarketing haveshortenedtheproductlifecycles.Decisionsonnewproducts/predictingthecompetitionafterX number of years offer you a range ofchoices. Add to that the factor of Globalization, the factors and answersmultiplymanifold. Theuncertaintyfactorsaretheregionaltradeagreements,removingthetradebarriersandopeningof the gigantic market areas. These changes present a huge challenge to a single designated leader to comprehend the 3600 import of the challenges so presented. For a better comprehension the leader needstousethedistributedknowledgepresentwithintheorganizationandevaluatethechallengesso presented. A leadership that is based on knowledge and trust is more effective than the one that is based on authoritygiventhenatureofcrossculturalteamsandmarkets. Theleadersneedtobalancethevisionwiththeoperationalneedsandthemanagersneedtobalance theoperationalneedwiththevision.Hencetherolesareinterchangeablewithinanindividual. Most of the profitable companies are knowledge intensive. The way knowledge is utilized and the manner in which the manager has derived that knowledge from the subordinates who formulate judgments,designs,proposalsetc.Thesmallercompaniescannotduplicatethelevelofknowledgethat these companies possess. The leaders in a knowledge organization are fairlypressured to release and usethedistributedknowledgepresentintheorganization. Knowledgeexistsintheheaditcannotbeseenorcannotbeproducedintangiblequantitiesplusitis difficulttomeasure.Theprogressinknowledgeisalsononlinear,itisveryhardforaleadertoknow whatstimulatesthemindandhowtheworkisprogressing.Thethinking,ideasalhappensinthemind

BookSummaryTheLeadershipTriadAuthor:DaleZand andunlessthesubordinatestrusttheleaderitisverydifficulttoextractthatknowledgefromtheminds ofknowledgeworkersorsubordinates. Theroleofleadersinfindingthedistributedknowledgeinany organization iscrucial.Itistheleaders thatcreatetheconditionsthatwouldleadtoknowledgesharingandcreateplatformsthatwouldmake thathappen. Theleadershiphas3dimensionsKnowledge,trustandpower.Theleaderhastoprocessknowledge, buildtrustandusepowerjudiciously.Theleaderswhenuserelevantknowledge,peopletrustthemand grantthemthepowertoasthepeopleknowthattheleadersknowwhattheyaredoing.Anydeficiency inthe3dimensiondistortstheleadershiproleandreducestheeffectivenessofanyleader.

CHAPTER2:FINDINGKNOWLEDGE Theorganizationisastorehouseofknowledgeasideasandinformationareconstantlygeneratedand disseminated.Theleaderscontinuouslyutilizethisknowledgetomakecrucialdecisions.Theproblem liesinthefactwhentheleadersdonotcreateconditions/situationsthatwouldmakethepathforfree flow of knowledge and the result is that crucial knowledge stands blocked. The role of an effective leader is also to create knowledge pathways for free flow and dissemination of information and knowledge. Theroleofleadersisalsotoactasteachers,plantingideasandnurturingthem.Theeffectiveleaders knowandbuildnetworksofpeopleasthenetworksofpeopleactasreservoirsofknowledgeandactlike acomplexnetworkthatactslikeabrainthatcontinuouslysynthesizesknowledgeanddisseminatesit. Thecruxoftheteacherlearnerleaderliesinthefactthatfindingtherightknowledgeandutilizingthe knowledgesodistilledfromtheinternalchannelswithinanorganization. Thepoorleadersignoreandsuppresstheknowledge,theerrorsarenottakenintoaccountandawillful neglect is there in not learning from mistakes so made. These leaders ignore the persons who are at variancetotheirideasandignoreanyinputsgivenareignored. The leaders depend on the knowledge of the subordinates and do not conceal the fact that they are dependentontheknowledgethatispresentintheorganizationandinthemindsoftheindividualsin theteam. At the same time the knowledge as to be synthesized from a plethora of sources that continuously dumpstheknowledgetotherecipient.Thejobofaleaderistolookforusefulknowledgethatistherein the vast dump of knowledge and extract it for utilization. The knowledge that is worthwhile helps to reduceuncertainty.Theknowledgethatisworthwhilecanbecategorizedastheknowledgethatimpacts anybusinessdecision.

BookSummaryTheLeadershipTriadAuthor:DaleZand Theleadersinthepresentcontexthavetodependonothersforseekingknowledge,learningandaction. A confident leader will not believe everything that he/she hears. But they are discriminatory in their approach at the same time not demeaning the subordinates. These values are observed by the subordinates and the leader gains respect over time. In contrast the arrogant leaders are in a denial mode for knowledge sharing. They neither share nor seek knowledge. Subordinates with such leaders arefearfulofthefactthattheseleaderswhenitcomestosharingandexchangeoffreshideas. The informed leaders keep asking questions and focus on the relevant answers. The questions flow a logical cycle and same goes for logical answers. The leaders separate the wheat from the chaff and derive knowledge that is consistent with the assumptions. These go a long way in relating to the important decision making process. The magic is in identifying what is unknowable and searching for those answers to the unknowables. By continually monitoring the unknowables the fine tuning of the assumptionshappens.Anygoodquestionformulationdependsontheknowledgethatonehasonthe subjectandthatunlocksabranchingprocessthatopensupnewthoughtsandpossibilities.Thisusually comes when the leader uses an extensive body of knowledge about business strategy to frame the relevantquestions. The key is that the leader has to keep abreast of the important changes and improvement that is happening in these areas to ask the questions those are really relevant. These questions have no immediateanswersbutnonethelesstheseneedtobeaskedinordertokeeptheorganizationsstrategy finetunedtothemarket. Even failure to get the correct answer should result in reverse logic being applied to learn from any failure. And its the leaders job to make that happen. The leaders need to ask penetrating questions thatprovokenewconceptsandideas.Thisissobecausetheknowledgedoesnotfollowalogicalpath andcancomefromreallyunknownareasandsources. In view of imperfect knowledge the leaders know that how to base their decisions on the existing knowledge and work on that, in the event of a failure they learn from it and move on to refine that strategy. The synergy unless defined by asking hard nosed questions proves to a worthless strategy, unless boosted by making concrete information available about all the aspects of the synergy and taking decisionsbasedonthem.Thedangercomesinformofuselessknowledgeandthetimetakentoprocess suchinformation.Thedecisionsthatarebasedonappropriateusageoftimetoassesstheinformation athandresultsinfewerfailures. Againthedangerstemsfromthefactthatanyorganizationschurnvolumesofdatathatismeaningless tothepeoplethathavetotakedecisions.Theleadersshouldtakeinitiativetoaskforandprocessonly the information that is usable. The formulation of new knowledge should alter the existing structures and paradigms. Knowledge is a precursor to the success or failure of any company as in the case of M&Aindustry.Thisknowledgeisnewtotheleaderbutknowntoothers.Theotheraspectdefinesthe knowledge that is new to all. Here the leader has to make a strategy that is based on speculative creativethinkingandoriginalinsightstocreatethenewknowledge.

BookSummaryTheLeadershipTriadAuthor:DaleZand Thecreationofknowledgeisaprocessthatneedsfreedomofthoughtandthethoughtthatquestions the established norms and procedures. Working in a routine and a structured environment kills this aspect of creating knowledge. Acquiring knowledge from others requires negotiation skills whereas creativity depends on the ability to concentrate on a problem without sensitivity to others and an indifferencetopowerthatmightinhibitthepursuitofunconventionalideas. The leaders need to formulate studies and guidelines that how their organization stimulates, creates and absorbs new knowledge. The negative trait of a leader is hiding the new knowledge lest their positiongetsdiminishedorsearchingfornewknowledgetheleadermayfeelthathe/sheisappearing asaweakleader.Anyeffectiveleaderwouldstimulatenewideasandinformationbuttheyaresubject toresistanceasthepeoplemaysaythatthenewinformationisnottheircreation.Ontheotherhand the poor leaders resist acquiring of new knowledge as it may lower their image in the eyes of their superiors. Theleadershavetomakethenewknowledgeasameanstobetterthecompetition.Thefearoflagging behind a competitor is perhaps the greatest motivators to acquire and utilize new knowledge. The process of acquiring the new knowledge has to be practical and demonstrable that it will impact the desiredchangeinapositiveway.

CHAPTER3:FROMKNOWLEDGETOACTIONWithoutactiontheknowledgeisofnouse.Fromtheactionstheoutcomesarestrategies,investment plansandcoordinatedperformancetobettertheproductandserviceofferingsoftheorganizationthat theyrepresent.Theroadtoactionshastobenavigatedwithmanypitfallsthataleadercanencounter. Thepitfallscanbetermedasstatusquoleadership,successthatbreedscomplacency,unfamiliaritythat blocksaction,aresistantorganizationcultureandnegativeattitudetowardstechnology. Theactiondesiredtobetakenfaces2potentialdilemmas.Thefirstistheoptionsconflict,thesecondis the conflicting views on competition and the third is the vision conflict. These can be aggravated by peoplewiththeirownvisionsanddilemmas.Thejobofaleaderistocutbeyondtheseandformulatea coherentcourseofactionbyeffectivelyresolvingthesedilemmas.Somedoitbynotdoinganything.The resultant is that there is a small island of prosperity until the sea of competition drowns them out or forcesthemintoaction.Theassumptionhereisthatthecompetitionwillallowthemtimetoactoutbut oppositeisthecase.Theseleadersneedtohaveanalternativecourseofactionandimplementinthe event of competition catching up with them. Potential obstacles that can cloud a leaders vision are success, lack of familiarity with some aspects of business, corporate culture and a fear of technology. Thefeartointroducecompetingproductsintheexistingonesstemsfromtheideathatitwilldisplace theexistingsuccessfulproductlineorthattheexistingmonopolypositionwillallowthemtodominate themarketforyearstocome. The success is a fragile commodity and it needs to be nurtured and sustained by attention and adaptation/ innovation for the status quo to be maintained in the dominant position that is currently

BookSummaryTheLeadershipTriadAuthor:DaleZand beingenjoyedbythecompany.Thatisachievedbypeoplebeingconstantlymadetogetahigherdegree ofknowledge,goalsandperformance. Theknowledgeandstrategiesemanatingfromotherdivisionsaremostlyignoredbyleadersfromother divisions. This has to be countered by rotating these...