An organisation’s story can be so deeply rooted within its culture that it can determine its future, whether good or bad, and project ultimate success or failure. The old paradigm of command and control is a story crafted long ago, when authorities felt the need to control the masses. Unfortunately, this perception often still prevails in corporate cultures to this day. In organisational terms, command and control became the managerial template for leaders who believed that workers had to be controlled because they could not be trusted.
The trend is undeniable - purpose drives performance. The idea of big businesses driven by a purpose beyond their products, profits, and ego is no longer a utopian vision - it’s becoming a reality.
Digital technologies have disrupted everything, not only within IT, but also leadership styles and how we manage our organisations. Leaders at every tech company are not digital leaders, but it is undisputed that Elon Musk and Mark Zuckerberg are two of the best examples today. What do they have that the majority of German managers do not?
With the agreement that change is necessary, the question is how? The straightforward answer is that good leadership can endure open-ended co-creative processes. As experts in management development,Oxford Leadership see three guiding principles for future learning in a management context that should be based on all the methods and tools of choice: mindfulness before abilities, focus on what works, and changing priorities.
Today “Digital Leadership” is one of the latest buzzword within organisation boardrooms. But what does it mean? Essentially, it is a type of leadership that is fast-paced, cross-hierarchical, responsive, cooperative, and team-oriented.
One of the key failures is to lead us to find what is probable rather than what is possible. The VUCA environment means that we must focus on what is possible, rather than on what is likely to occur.
The next generation of leaders will be those who can develop a common purpose, trusting people and empowering teams to act on their own initiative. Shifting the structure and mind-set of an...
At Oxford Leadership, we consider teams (and organisations) to be living, complex adaptive systems, and apply the knowledge we derive from the theories of complexity and chaos to our approach.
For approximately 20 years now,I have been involved in developing leaders, teams and even whole organisations to become more purpose-driven. What I have learnt during this time is no matter what challenges lie ahead, whether large changes, complexity or execution of strategy, the best way to start is to “humanise” organisations and not focus solely on the mechanics. The conversation has now shifted towards, “How can I contribute to the big picture?”
Nearly 20 years after the end of the brutal and racist apartheid regime, South Africa’s citizens are still searching for a new leadership model to carry forward Nelson Mandela’s ideals amid a host of mounting problems.
Leaders who are succeeding in this ‘Fourth Industrial Revolution’ have embraced a new mind-set, viewing the organisation as a living organism or eco-system, rather than as a mechanical machine.
Our behaviour is often informed by society’s treatment and demands of us. If a child is constantly sent the message that they need to perform to get some sort of recognition, they might very well do so and well into their adult lives.