the new face of leadership by prof mohamed zairi

7/31/2019 The New Face of Leadership by Prof Mohamed Zairi

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Professor Mohamed Zairi

SABIC Chair in Best Practice ManagementDean of eTQM College

Dubai


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There will be more

confusion in the thebusiness world in the next

decadethan in any decade inhistory. And the current pace of

change will only accelerate.

Steve Case


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The corporation as we know it,

which is now 120 years old, isnot likely to survive the

next 25 years. Legally andfinancially, yes, but not

structurally and economically.

Peter Drucker, Business 2.0(08.00)


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We have transitionedfrom an asset-based

strategy to a talent-

based strategy.Jeff Skilling, Enron


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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

ack Welsh


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They say I claim to understand human nature as

no one else does. I believe I am certainly right, butif I do not believe in my rightness and my methods,

I would be unfit to be at the helm of affairs.

M. K. Gandhi


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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 rightFedEx LeadersFedEx Leaders


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Market Changes Slow Fast

Life Cycle of Products

& ServicesLong Fast

Innovative, EntrepreneurialKnowledge-based firms

Global Hyper-competition

The fast eats the slow

Large Industrial Firms

Local

The big eats the small

Key Economy Drivers

Scope of Competition

Competition:

Name of the Game


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Emphasis on Stability Change Management

Success Measure Profitability Market Capitalisation

Knowledge, Innovation

ICT

Human Capital

Capital

Automation

Mechanisation

Financial Capital

Key Drivers to Growth

Key Technology Driver

Scarce Resource

Production Focus Internal Processes Entire Value Chain

Organisational

Structures

Hierarchical, bureaucratic

Pyramid Structure

Inter-connected Sub-systems

flat or networked structure


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Leadership VerticalEmpowerment

self-Leadership

SkillsMono-skilled,

standardizedMulti-skilled, flexible

Continuous Learning

Cooperation, Teamwork

Affected by Market

Opportunity/risks

A skill or a degree

Confrontation

Stable

EducationalRequirement

Management-Employee

Relations

Employment

Employee seen as Expense Investment


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Product

Development

Supplier

ManagementTransport

Warehouse &Inventory

Management

Category

Management

Store

Management

CustomerRelationship

Management

B-to-B B-to-C

ProductDevelopment

ManagementE-procurement

Software

Supply Chain

ManagementCategory

Management


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Value Addingthrough Manual

Means

Value Adding

through capital

Value Addingthrough skills &competencies

Value Addingthrough K

(Intellectual

Capital)

Virtual Value Chain


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RE-THINKING LEADERSHIP

FOR K-ECONOMY

Leadership in theLeadership in the

future will need tofuture will need to

be anchored in abe anchored in a

purposeful set ofpurposeful set ofassumptions thatassumptions that

are intended toare intended to

advance humanadvance human

capacity andcapacity and

consciousnessconsciousness

K.E. Allen et al (1998)

Leadership in the Twenty-First Century


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SHARE/COLLABORATIVE

LEADERSHIP

Shared

participatory

collective

collaborative

cooperative

democratic

Fluid

inclusive

roving

distributed

relational

post-heroic

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.


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THE PREMISE OFSHARED/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


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THE MEASURE OF

LEADERSHIP

In a constantly changingIn a constantly changinghigh tech knowledgehigh tech knowledge

economy, the subtler Mr.economy, the subtler Mr.

Motivator knows thatMotivator knows that

success comes fromsuccess comes fromteamworkteamwork.With such diverseWith such diverseand changing models ofand changing models of

leadership, measuringleadership, measuring

performance is inevitablyperformance is inevitablytricky.tricky.Council for Excellence in Management and Leadership


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THE MEASURE OF

LEADERSHIP

There is a drawingThere is a drawingrealisation that therealisation that the

traditional split between softtraditional split between soft

and hard corporate issues isand hard corporate issues is

in fact misleading. Whatin fact misleading. Whathave been considered soft,have been considered soft,

nonnon--financial areas are infinancial areas are in

fact key areas that arefact key areas that are

fundamental to businessfundamental to business

successsuccess

Sir Anthony Cleaver Chairman of

Council for Excellence in Management and Leadership


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THE MEASURE OF

LEADERSHIP

MoraleEmployee satisfaction, absenteeism,

board and management turnover

Motivation

Investment

Long TermDevelopment

External Perception

Appraisal completion rates, employee understandingof strategy and vision (use staff surveys)

Human resource spent per employee

Review the potential for management and leadershipcapability

Job vacancies and acceptances


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The old organisational pyramids of theThe old organisational pyramids of the

nineteenth century are crumbling, beingnineteenth century are crumbling, being

replaced by upside down pyramidsreplaced by upside down pyramidsand circles and connections.and circles and connections.

Greenleaf Centre, 1997Greenleaf Centre, 1997


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Structures

& Processes

CaringCommunities

of Leaders

Courage

Quality of Life

&

Nature

Preservation

Learning

Facilitation

H-Growth&

Development

Integrity

&Authenticity

A NEW LEADERSHIP MODEL

FOR THE K-ECONOMY

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


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STRUCTURES & PROCESSES

Placing emphasis on Vision and Core Values

Generating & Supporting Interdependent and Interdisciplinarygroup 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



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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 andprogress

Expecting the best from people Celebrating individual and group success



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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



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QUALITY OF LIFE &

PRESERVATION OF NATURE

Understanding interdependency between Human and NaturalSystems

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



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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 forthemselves



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DEMONSTRATE COURAGE

Taking risks

Tackling the difficult issues

Serving others

Challenging others when they depart from core values held intrust

Initiating change transforming self, groups and institutions



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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



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Action OrientedA bias towards action. Uses experience and

knowledge to capitalise on opportunities and challengesBuilding Team Spirit Creates an atmosphere where people work together

in pursuit of a common mission

Command Skills

Ethics and Integrity

Takes charge in challenging, difficult and/or ambiguous

situations

Modelling and reinforcing the organisations key

values in the pursuit of organisational goals

Interpersonal SavvyRelationship building both within and outside

the organisation

Managing Visionand Purpose

Creates and communicates a compelling vision of

the future. Translates the vision into clear and meaningful

strategies and specific priorities which help others focus their effortsMotivating and

Inspiring Others

Provides string leadership and finds ways to get

maximum results from others

Problem Solving and

Decision QualityIdentifies both overt and underlying issues. Makes sound and

timely decisions in support of organisational vision and strategic thrusts

Results Orientation Executes strategies and goals to reach objectives. Produces resultsconsistent with the organisations vision and mission

Strategic AgilityCreates corporate alignment. Has broad knowledge

and perspective and can anticipate and adapt to future consequences

and trends accurately


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The Pyramid Of Excellence

Vision

Values

Value-creating

objectives

Management

Systems

(Baldridge)

The WHERE

The WAY

The WHAT

The HOW


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The ValuesThe 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.


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POLICY

PROCESS

PEOPLEPERFORMANCE

A TOTAL LEADERSHIP FRAMEWORK


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The starting point of all achievement is desire.

Keep this constantly in mind. Weak desire bringsweak results, just as a small amount of fire makes a

small amount of heat


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Sports do not build character. They reveal it


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If winning isnt everything, why do they keep score?


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Why is leadership important

In my experience every time I have examined a World ClassIn my experience every time I have examined a World Class

operation there is a visible leader at the helm who believesoperation there is a visible leader at the helm who believes inin

and puts into practice the fundamentals of servant leadershipand puts into practice the fundamentals of servant leadership

Bob GreenleafBob Greenleaf

AT&TAT&T

19881988


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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 suchleadership 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


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the new face of leadership by prof mohamed zairi

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