Rethinking leadership and middle management

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1 Rethinking leadership and middle management 17 October 2013 Prof. dr. Jesse Segers The Future Leadership

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3 challenging thoughts about leadership.

4 Ego-dominant ( macht ) Rationeel - situationeel Relationeeltransformationeel Gedeeld Jaren.- 50 Ondernemende, kleine organisaties. Jaren 60 grotere bureaucratieën & productie Jaren 80 - Start globalisering Fusies & overnames Jaren 00 VUCA Context Leiderschap is kenmerk van de leider. Je hebt het. + organiseren + inspireren & ontwikkelen + loslaten/ samenwerken Kenmerk De ondernemer De pater familias De gloriejaren van de middle manager Leaders The end of middle mgmt De nieuwe man Co-leaders Middle leaders Co-ouderschap Voorbeelden Great man theory The 100 secrets of Situationeel leiderschap Positief leiderschap Gedeeld leiderschap Theorie Power corrupts Niet emanciperend. Eendimensioneel Niet emanciperend Conservatief Eendimensioneel Eendimensioneel Traag beslissingsproces Tekortkoming

5 The middle leader has 4 strategic roles Upward influence Integrative Divergent Implementing strategy Downward influence

6 The middle leader has 4 strategic roles Synthesizing information Upward influence Integrative Divergent Implementing strategy Downward influence

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8 Leadership is acknowledging the elephant in the room Which elephant have you acknowledge lately in the room? When have you been the skunk at the lawn party?

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10 Leadership is working with the system Do you have a good sense of organizational timing? Who warns you for bad timing?

11 Adult development New experiences Feedback Exploring biography, reflection Safety: a third place «Self authoring «Socialized mind «Self transforming

12 Leadership is developing as a human being What have been situations lately that you didn t understand? Where do you reflect? Where is your third place? On what does your self-worth depend? On being liked by others?

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14 challenging thoughts about leadership.

15 The middle leader has 4 strategic roles Synthesizing information Upward influence Integrative Divergent Facilitating adaptability Implementing strategy Downward influence

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22 Leadership is a shared process How well do you manage social distance? On what does your self-worth depend? On being better than others? How often do you ask for help? Do you grant others a leadership identity?

23 The middle leader has 4 strategic roles Synthesizing information Upward influence Championing alternatives Integrative Divergent Facilitating adaptability Implementing strategy Downward influence

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26 Trust is the power of leadership How do you build, maintain and repair trust? Do you still try to walk your talk? Or do you talk your walk?

27 Conclusion Synthesizing information Upward influence Championing alternatives Integrative Divergent Facilitating adaptability Implementing strategy Downward influence

28 Conclusion Synthesizing information 1. Which elephant have you acknowledge lately in the room? When have you been the skunk at the lawn party? When have you protected the skunk at the lawn party? 2. Do you have a good sense of organizational timing? Who warns you for bad timing? 3. What have been situations that you didn t understand lately? Where do you reflect? Where is your third place? Facilitating adaptability 4. How well do you manage social distance? On what does your self-worth depend? On being better than others? How often do you ask for help? Do you grant others a leadership identity? Championing alternatives 5. How do you build, maintain and repair trust? Do you still try to walk your talk? Or do you talk your walk?

29 Q&A

30 Wat heb jij nodig om leiderschap als middel manager op te nemen binnen Thomas More? 1) Maak een individuele lijst Elke idee/verlangen/nood/acties op een aparte post-it (schrijf GROOT & DUIDELIJK) 2) Deel die met je buur en kom tot clusters 3) Deel die met je 4 en kom tot clusters 4) Deel die met je tafel en kom tot clusters

31 Collectieve prioriteiten 1. Iedereen krijgt een budget van 100 Euro ter beschikking om ideeën/acties die ze goed vinden te sponsoren 2. Loop rond bekijk de ideeën op de post-its. 3. Kleef geld bij ideeën/acties die je goed vind. Gebruik hiervoor postits. Je bent volledig vrij om je budget te verdelen zoals je wilt.

32 Uitkomst

33 Contact details

34 OPENING MINDS TO IMPACT THE WORLD thefutureleadershipinitiative.wordpress.com Knowledge partners