LEADERSHIP TALKSStarting the necessary conversations on leadership for the Fourth Industrial Revolution
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.